How Blockchain Could Create the 'Autonomous Container'

| February 26, 2018

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Indeed, the very notion of applications that “talk” to one another is merely an extension of a system that shippers and carriers have deployed for years, albeit in a more primitive fashion.

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IAL LOGISTICS INDIA LIMITED

IAL renders Supply Chain Logistics Solutions from the very first mile to the last mile of the Supply Chain Process. IAL established its first company in 1992, IAL Container Line (UK) Ltd offering point-to-point marine transportation. IAL operated its own fleet of ships to service trade between the Middle East and the Indian Sub-continent. Today, we cover the entire spectrum of logistics services ranging from Liner Shipping, Shipping Agencies, Global Supply Chain Logistics, Fine Art Logistics, Project Logistics and Pre-engineered modular construction. With an initial outlay of 15 staff in 1992, the Group today employs a multi-cultural team of over 500 professionals across its 10 companies and 30 own offices in the Middle East, Indian Sub-continent, South East Asia, UK and the USA.

OTHER ARTICLES

Manufacturing and Supply Chain in SAP S/4HANA Cloud 2002

Article | February 10, 2020

This blog provides an overview of innovations in SAP S/4HANA Cloud 2002 for Manufacturing and Supply Chain. Here is the table of contents: 1. Warehouse Management. Bin Managed Production Stock & Synchronous Postings. Serial number handling in Warehouse Management. Automatically Creation of Warehouse Task at Picking.

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3 Ways to Benchmark to Boost Supply Chain Performance

Article | February 10, 2020

You might be wondering what the benefits are of benchmarking. Well, imagine you are training for a 100 metre sprint in your district. What would be the key number, or metric that you would need to know? It would, of course, be what the winning time was when this race was last run in your district. Without that information, you don’t know what you’re trying to target. It would be impossible to know if you’ll have any chance at all of winning the race. It’s exactly the same in business. If, for example, you are concerned about the pick rates in your warehouse, or your transport costs, or your inventory accuracy, benchmarking can help you because it can show you exactly where your performance is compared to others in your industry. A few years ago, I was working with an automotive parts business. They had a little issue with their picking productivity in the warehouse. They wondered how good it was, whether they could improve it. They actually thought it was okay. We looked at the figures and compared them with other businesses. This helped us realise that their picking productivity should be three times better than it was. And believe it or not, over a few months they did begin to improve their productivity. Why? Because benchmarking opened their eyes to the fact that they were at a level quite far below others in the industry. That’s the beauty of benchmarking. Until you know what others are doing, you can’t be sure how good your performance is. If you’ve never tried benchmarking, there are three ways you could do it. 1. Informal Benchmarking This exercise would involve you measuring particular functions or aspects of your business and comparing that against other parts of your business. Let’s say you have a warehouse operating in one city and another operating in another city. You might start to measure the same metrics and see which one is performing better. You might know other people in the industry who are also operating warehouses so you might agree to share some data with them. This is probably the easiest way to start off, but it has some downsides: You’re only measuring against a very small sample size. If all of you in the pool are not that good, how would you know what good is? You have to make sure that the businesses are similar and you are measuring things in exactly the same way. It’s very important in benchmarking to have a standard way of applying the metric. 2. Formal Benchmarking This can work for much larger businesses. Perhaps you have operations in many different countries. You could agree a formal structure for how you are going to measure performance. You could do monthly or quarterly benchmarks with all the parts of your international organisation. You could learn from each other and share best practice. This method is okay but you’re not getting access to a very large pool of results to measure yourself against. You will find that companies are very reluctant to give out benchmarking data. You might also be operating in an environment where the performance is quite low right across the business. 3. Hire a Professional Benchmarking Firm This is the ultimate way to do it, although there are not a lot of professional benchmarking firms such as ours around. If you do manage to find one, you will quickly realise that there are significant benefits to be had by bringing in the professionals: The metrics are put together in exactly the same way: When we do a benchmarking exercise for our consulting clients, we go through a very robust data-gathering process and then make sure all the costs, for example, are in the same buckets as everyone else’s in the database. You gain access to a big pool of results: Professionals have measured hundreds, if not thousands, of companies. This enables you to say, ‘Our company is this size, it operates in this industry, these are the characteristics of our supply chain, who else in that pool of results is like us? We want to be measured against them.” It’s no good measuring the performance of a grocery retailer, for example, against an industrial product supplier. They have different supply chains. You need to be measuring like with like.

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Design and planning process for future supply chains

Article | February 10, 2020

Black Rock, the world’s largest fund manager has stated that the crisis will fundamentally reshape business practices, society and consumer habits – rethinking the way people work, shop, travel and gather. There will be a ‘new normal’ way of functioning and businesses will need to adapt.And the timeline for recovery could be long. The investment bank, Morgan Stanley warns in a recent newsletter of no quick return to ‘business as usual’ in the US: “…we see 2Q20 GDP contracting as much as 45%, followed by a soft 3Q and a rebound in activity in 4Q20 and into 2021…even with the expected rebound, the level of output (in the US) at the end of 2021 in our bear case remains 11.5% below its pre-recession peak”.The political and financial decisions made by governments during and following the crisis could influence economies for at least 10 years.

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Why PR is an indispensable tool for the logistics sector

Article | February 10, 2020

Logistics and infrastructure play a vital role in the growth of an economy. Logistics as a sector has undergone massive transformation over the past decade, especially with the introduction of e-commerce, and has earned a fair share of consumer facing innovations and development. Therefore, in the face of intense competition, and opening up of global markets, focus on building and positioning a logistics brand becomes critical.

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Spotlight

IAL LOGISTICS INDIA LIMITED

IAL renders Supply Chain Logistics Solutions from the very first mile to the last mile of the Supply Chain Process. IAL established its first company in 1992, IAL Container Line (UK) Ltd offering point-to-point marine transportation. IAL operated its own fleet of ships to service trade between the Middle East and the Indian Sub-continent. Today, we cover the entire spectrum of logistics services ranging from Liner Shipping, Shipping Agencies, Global Supply Chain Logistics, Fine Art Logistics, Project Logistics and Pre-engineered modular construction. With an initial outlay of 15 staff in 1992, the Group today employs a multi-cultural team of over 500 professionals across its 10 companies and 30 own offices in the Middle East, Indian Sub-continent, South East Asia, UK and the USA.

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