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Its factories supply the world with shoes, sweaters, consumer electronics and toys. Now China is starting to emerge as a major supplier of auto parts. What will this mean for automotive supply chains?
In the old days, even the abstract theorists at MIT dismissed uncertainty planning as an impractical blue-skies quest, says researcher Chris Caplice. Those days are over.
When a client needs a data analyst in Denver or a logistician in Luxembourg, IBM's revolutionary labor management system can dispatch the right person for the job at a moment's notice.
Some critics say C-TPAT is too lax. Others complain that its requirements are so vague as to be nearly useless. Yet others revile its standards as too stringent and unnecessary. Who's to be believed?
It would take hundreds of pages for us to list all the companies that came to the aid of Hurricane Katrina victims. Instead, we'll concentrate here on the efforts of one major logistics services company (and its employees) as an example of the compassion exhibited by those in this great profession. That company is FedEx (and its many divisions).
Mentoring programs needn't be limited to those bound for the executive suite. They can make a significant difference to employees working in the warehouse and distribution center as well.
Since before the railroads, New Orleans, with its location on the Mississippi River, has been vital to U.S. commerce. The city will rise again, right where it is, because not having New Orleans in New Orleans simply is not a logistical option.
Employers have become much more sophisticated about how they work with their labor forces to improve productivity. But the pressure to step up productivity will only increase in the not-too-distant future, when we aging baby boomers begin to retire and the next, smaller wave of workers takes over.