Schenker Shippers Letter of Instruction Form 2015 03 ... - DB Schenker

| August 29, 2016

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DB Schenker supports industry and trade in the global exchange of goods: in land transport, worldwide air and ocean freight, contract logistics and supply chain management. Roughly 66,000 employees at some 2,000 locations around the globe generated revenues totaling 15,451 billion euros in 2015.

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Zer Merkezi Hizmetler ve Ticaret A.Ş.

Koç Topluluğu Şirketi olan Zer, 2003 yılında Beko Ticaret A.Ş. adı altında faaliyetlerine başlamış olup 2007 yılında unvanı “Zer Merkezi Hizmetler ve Ticaret A.Ş.” olarak tescil edilmiştir. Kuruluşundan bu yana toplu satın almanın yarattığı sinerji, sahip olduğu uzmanlık ve geniş tedarikçi ağıyla müşterilerine hizmet ve danışmanlık sunmaktadır.

OTHER ARTICLES

Freight & Transportation Management Trends for 2020 to Know

Article | February 19, 2020

The transportation management trends for 2020 reflect a growing consensus that new technology and visibility will define the successes of the future supply chain. Adoption rates for new services and cloud-based technologies are climbing, and the global transportation management system (TMS) is expanding. In fact, according to FreightWaves, the global TMS market will achieve a compound annual growth rate of 19.13% through 2024.

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Supply Chain Risk Management: How Supply Chain Technology Aids in Risk Management

Article | April 3, 2020

All businesses face risks, and your business is only as strong as the weakest link. A failure on the part of any supplier or other supply chain partner could result in cascading problems across your business, and supply chain. However, today’s supply chain technology can help manage vendor relationships, improve payment protocols, overcome geographic challenges, ensure continued success through information technology (IT) patches and provide the end-to-end visibility necessary to gain effective control over your supply chain risk management strategies. Let’s take a closer look at how supply chain technology aids in risk management.

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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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For information on our commitment and Tomorrow Rising fund to helping communities recover from the Covid-19 crisis

Article | June 27, 2020

With half a million people benefited in 60+ countries, the Tomorrow Rising Fund is now focusing on education and professional training programs to secure the best future for young people and their communities affected by COVID-19. Two months after launching the Tomorrow Rising fund to support Covid-19 emergency relief in April 2020, Schneider Electric’s Foundation moves forward to support recovery and resiliency through education and training programs. The Tomorrow Rising Fund was launched to support emergency and longer-term reconstruction related to Covid-19 in all the countries where Schneider Electric operates. The Schneider Electric Foundation appealed to its leaders and employees to get involved and all their donations have been matched by the Group. Other external stakeholders and partners have also contributed.

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Spotlight

Zer Merkezi Hizmetler ve Ticaret A.Ş.

Koç Topluluğu Şirketi olan Zer, 2003 yılında Beko Ticaret A.Ş. adı altında faaliyetlerine başlamış olup 2007 yılında unvanı “Zer Merkezi Hizmetler ve Ticaret A.Ş.” olarak tescil edilmiştir. Kuruluşundan bu yana toplu satın almanın yarattığı sinerji, sahip olduğu uzmanlık ve geniş tedarikçi ağıyla müşterilerine hizmet ve danışmanlık sunmaktadır.

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