Art van Bodegraven was, among other roles, chief design officer for the DES Leadership Academy. He passed away on June 18, 2017. He will be greatly missed.
One of our spouses, we won't say which one, finds herself being volunteered to watch over a slightly mismatched set of grandchildren once a week. Both boys, they operate in a range from frenetic to tornadic. The younger is capable of hitting the E above high C when provoked. They are mostly a delight.
The lovable lads are occasionally joined by their eight-year-old cousin, whose perpetually high motor is matched by constant decibel levels not often heard since Ethel Merman left the Broadway stage. The visitors have gone home by the time other grown-ups arrive, and the carnage generally has been swept away. But it is clear how the day has gone when the message from the distaff side is, "You're on your own. I'm having gin for dinner."
MEANWHILE, BACK AT SUPPLY CHAIN CENTRAL ...
A drawback to the gin-for-dinner solution is that it is temporary. Further, it can lead to rye for lunch and absinthe for breakfast, and those might become more permanent. But we face a myriad of challenges that can make even the temporary relief extremely attractive. So, what are some events and conditions that might make the supply chain leader contemplate ordering Plymouth by the case? Let's consider just a few of the possibilities:
We import huge quantities of merchandise through the ports of Los Angeles and Long Beach, and swift handling is paramount as peak selling season approaches. But a strike that cripples operations has started this morning. Dockworkers at Canada's Prince Rupert are staging a slowdown in sympathy. Mexico's Lázaro Cárdenas is open for business, but truck capacity for goods moving by rail from there to Kansas City is simply not available, at any price. It's gin for dinner.
Someone "forgot" to order cold-rolled steel for body parts at the offshore automobile manufacturing and assembly operation. **ital{If} we can find the right steel, the spot market price is likely to be north of astronomical, and then we need to arrange air transport, which will have capacity, availability, and cost considerations that make one's socks roll up and down. Maybe we can touch all the right bases and solve the problem for $150,000, and maybe the shipment can be delivered in time. If not, the price tag for shutting down operations will be somewhere between $4 million and $5 million. It's gin for dinner, and Limoncello for dessert.
One of our top five customers has called, dazed but frothing at the mouth. Apparently our third-party logistics service provider has shipped his order to another customer, a competitor, and—turnabout is fair play—shipped the competitor's order to him. So, not only gin for dinner, but dinner starting while the sun is still high in the sky.
Peak season is upon us, making or breaking the year, with breaking not being an acceptable alternative for those who desire continuing employment and full use of their legs. The spiritual leader of the seasonal temp workforce has just informed us that an almighty deity does not wish his people to handle certain products and that the time allotted on the job for religious observance must be doubled. The alternative is that the 1,500 associates involved will be morally forced to abandon their jobs at day's end. Gin for dinner, for sure, with a steady intake of sacramental wine commencing immediately.
Weather events present frequent threats to smooth supply chain performance, but what are the consequences of the Asian monsoon that has sunk a steamship loaded with containers of our products **ital{and} leveled to the ground our assembly facility? The products formerly destined for delivery to Wal-Mart and Macy's are gone forever, and we're not sure what—or how long—it will take to get back in the game. It'll take more than gin to get through this one, with rice liqueur and fermented coconut milk likely and frequent adjuncts to the highest and best use of juniper berries.
THE CASE FOR RISK MITIGATION
It is all too easy to recommend forward planning against untoward, and often remote, possibilities. We, cooling our brows with icy bottles of England's finest, plan for prevention and recovery after thinking the unthinkable. And that's cool, as far as it goes. But what happens when the chief financial officer (CFO) tells us we can't possibly afford the mitigations envisioned, that we'll have to take our chances that the impossible won't become real? Gin for dinner—and just when we thought we would not need to seek that remedy any longer.
Maybe there is some encouragement, though. Maybe we'll make enough mitigation progress that we can lay off the hard stuff on most evenings. One may only hope ...
AND THEN?
But it seems there is always something that brings challenge to our world. Even when we do what we can in the realm of execution, high-level planning and C-level relationships can tempt us to seek refuge in mood-altering concoctions.
Contemplate what can happen when we do our best to lead and facilitate sales and operations planning (S&OP) for the enterprise, and alignment proves to be elusive. The sales and marketing organization is sticking to its parallel-universe volume projections. The CFO flatly refuses to approve a budget that supports even a realistic version of what sales and marketing want. And the C-level officers form a united front against our asset redeployment recommendations that will meet demand projections and customer desires at an optimal balance point of investment and profitability.
To paraphrase Kermit the Frog, it isn't easy being supply chain management (let alone green). Where we have the advantage over Kermit is that we can drink from glasses or bottles or cans. And no one needs to know exactly what we had for dinner.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.