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The story's quickly becoming familiar: DC managers identify a problem or bottleneck. They figure out what they need to solve it. Then comes word that the project's been put on hold until the economy turns around.
Plucked out of the private sector by the Department of Defense, Roger Kallock was brought in to help bring order to supply line chaos. What he discovered was that the business world could learn a thing or two from the military.
Sure you have plenty of brainpower. But when it comes to complex logistics or warehousing decisions, an intelligent software "agent" may be able to make the call better, faster or more cost effectively than you can.
If you store high-value products, the question is not if you'll have a security breach, but when and how much you'll lose. Is there any way to prevent the vanishing act?
Despite a sputtering economy, regional truckers know their stock could soar at any moment. In the meantime, they're pulling out all the stops to keep customers on the line.
In industries ranging from chemicals to consumer products, from food products to electronics, logistics leaders are pushing their companies to remove mass from their products using techniques like the ones outlined here.
Companies gain a strategic competitive edge in supply chain execution not because they possessed technology that none of their competitors had, but because they had figured out how to use that technology better than anybody else.
When it comes to inventory shrinkage, the victims tend to have something in common: They've usually committed one or more of what I refer to as The Seven Deadly Sins of Distribution Center Security.
Rather than focusing on a candidate's experience with specific equipment, prospective employers would do better to look at his/her aptitudes in what I consider to be the five primary workplace competencies.