Logistics Executive Group2015 Southeast Asia Salary Guide

| June 17, 2015

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OTHER ARTICLES

COVID-19 SUPPLY CHAIN IMPACTS ON THE GCC: WHAT TO FOCUS ON RIGHT NOW

Article | April 1, 2020

Over the past few years of digital transformation in the retail sphere, changing customer behaviours, and new demands, our supply chains have not become more robust to handle the additional pressure. Now, with COVID-19 knocking on our warehouse doors, we have a massive gap to bridge to make it safely to the other side of this crisis. There are a few reasons that the global supply chain structure - and by the same token the supply chain throughout the GCC in the UAE, Saudi Arabia, and more - has not been reinforced, and most of it comes down to our ability to do basic maintenance on processes, technology, and optimisation.

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Why ISO Standards for Warehouse Work Should Be Reevaluated

Article | March 27, 2020

Lower back pain is the second most common reason for a doctor visit, and costs the supply-chain industry around $100 billion per year. One of the leading culprits for this pain and expense is the pushing and pulling that occurs in the hundreds of thousands of distribution facilities throughout the world. Thousands of employees injure themselves each year because of some sort of pushing activity with industrial equipment. It’s clear that we’re not doing enough to solve this problem. However, we are seeing improvements in measurement standards for equipment that’s involved with pushing.

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3 Ways to Benchmark to Boost Supply Chain Performance

Article | April 20, 2021

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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Can forensics tech solve the mystery of supply chain traceability?

Article | February 27, 2020

One reason I find discussions about "the blockchain" and how it might affect collecting information for supply chain traceability projects fascinating is because opinions about the role it will play are pretty polarized. You either believe a decentralized ledger or database such as blockchain can simplify data verification or you think the current state of pilot-itis is an annoying distraction keeping companies from improving systems already in place. "Let’s get on with it," I can hear many of you declare in frustration.

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