Liquid bulk shipping requires complex planning and scheduling. For many oil, gas and chemical companies, getting the business in shape to manage incoming and outgoing shipments drives competitive edge. As prices fluctuate on a daily basis, understanding the options on large crude oil vessels and having up-to-date market information is vital when bidding on spot cargo to accurately schedule your fleet. Being able to take all unassigned ships to a legal berth, with all constraints considered, is a logistic and economic challenge. So, how can companies maximize profitability and avoid unnecessary demurrage costs?
The United States Senate Permanent Subcommittee on Investigations has issued its official report on the Air Force's failed enterprise resource planning system implementation. The Air Force Expeditionary Combat Support System (ECSS) was supposed to be a "transformational" logistics program that would make the U.S. Air Force more efficient and effective. The goal of the program was to replace hundreds of legacy systems, some dating back to the 1970s. But, after nearly a decade of work by the system integrator, Computer Sciences Corporation (CSC), and more than $1.1bn spent, the ECSS program was terminated in December 2012.
Both exciting and depressing developments in the last few months should evoke some thoughtful inquiry. Any technology purchaser, in any sector, but especially in the enterprise space where the stakes are so high, should ask this question: My future is dawning. Which company will enable my path to greatness through their innovation and execution excellence?
As companies go global in their operations, they need new solutions for managing risk that can traverse countries and link in thousands of worldwide suppliers. Cloud is coming to the rescue where internal systems can't. Here are three cloud supply chain niche solutions that are gaining traction, and why.
Analyst Insight: During 2012, high-tech industry executives recognized that optimizing supply chain operations is directly related to profitable growth, higher operating margins and capital efficiency - each of which helps create value. While new products matter, factors such as selection, price, availability and service also enhance the buying experience. - Gene Tyndall, Executive Vice President, Tompkins International
Analyst Insight: The number one strategy for high-impact business performance is organizational and supply chain strategic alignment, coupled with effective supply chain segmentation. The hyper competitive supply chain landscape is a new normal. To compete leading organizations need to restructure in order to breakdown functional silos, create enterprise unification around common goals, and use technology and "big data" to create a "big picture" understanding of organizational goals. - Nada R. Sanders, Professor of Supply Chain Management and Iacocca Chair, Lehigh University
One of the tricky parts of developing a social CRM (SCRM) strategy is that it requires left brain and right brain thinking. The left brain, where more logical and procedural thinking takes place, is comparable to how "traditional" CRM operates, organizing and distributing data based on predetermined processes. The right brain, the center of creative thinking, is comparable to SCRM, discovering new relationships and communication models and engaging and conversing with customers.