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The mark of a successful logistics operation—one that gets the stuff where it needs to be, when it needs to be there, damage free and at a good price—is that nobody notices.
It's hard to imagine a higher-profile job than his former position as ConAgra's supply chain chief, but Rick Blasgen may have found one: as the supply chain's ambassador to the world.
Thomas Moore believes he's come up with something that will differentiate his organization from the competition and bring customers flocking to his doors. That something? Supply chain management.
He's moved ammo for the army, and he's moved dishwashers for Sears. But Gus Pagonis says that no matter what's in the trucks or on the ships, the same principles of logistics management apply.
Even though logistics is essentially the engine that drives the economy, and even though the business of logistics represents a bigger chunk of the United States' gross domestic product than, say, the construction trade, it remains under the radar.When things go smoothly, no one even notices. But it's a very different story when things go wrong.
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.
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).