Amware Logistics’ most recent involvement with the CSCMP occurred today when a presentation
was given by Peter Dorsman, Executive Vice President of NCR Corporation.
Mr. Dorsman discussed how companies, like NCR, can leverage their global supply chain in order to drive growth. He also focused on the importance of creating regional ecosystems, inclusive of partners to drive innovation.
Mr. Dorsman touched upon on how elements of the supply chain must be resilient, cost-effective, be able to respond directly to customer needs, and help reduce lead times. To remain competitive, it is critical for companies to deliver highly innovative products to market faster
and efficiently and the supply chain is a true partner - making that happen.
Tuesday, March 6, 2012
Thursday, March 1, 2012
Career Fair 2012
Amware Logistics was in attendance when the CSCMP held the annual career fair at Clayton State University. Among the many seminars and expos available for the students, and trivia competition was held with scholarship money going to the winning parties!
Wednesday, February 22, 2012
Amware Logistics & The Supply Chain & Logistics Association of Canada
Recently, Amware Logistics participated in an event held by the SCL by the Toronto Roundtable. This event was highlighting the limits of liability aspects of the supply chain Industry. The guest speaker was Christopher Afonso, lawyer, and spoke on the impacts of managing the law governing elements of rail, air, truck, and ocean transportation as well as 3rd party logistics.
Wednesday, February 15, 2012
The following article illustrates the advantages of a click and mortar company over a traditional brick and mortar company. One of these benefits are lower overhead costs. A click and mortar company will still need a facility to house your inventory of goods. However, the cost advantage can be best optimized by outsourcing the warehousing needs to a 3rd Party Logistics provider.
“Lower costs. Cost savings may occur in a number of areas, including labor, inventory, marketing/promotion, and distribution. Labor savings result when costs are switched to consumers for such activities as, looking up product information, filling out forms, and relying on online technical assistance for after-sales service. Inventory savings arise when firms find that they can avoid having to stock infrequently purchased goods at local outlets, while still offering the full range of choices to consumers via the Internet. Marketing and promotion efficiencies are garnered when each channel is used to inform consumers about services and products available in the other channel. Delivery savings may result from using the physical outlet as the pick-up location for online purchases, or as the initiation point for local deliveries.
Differentiation through value-added services. Physical and virtual channel synergies can be exploited at various stages in a transaction in order to help differentiate products and add value. Examples of pre-purchase services include various online information aids to help assess needs and select appropriate targets, or, conversely, opportunities in the physical environment to test out products. Examples of purchase services include ordering, customization, and reservation services, as well as easy access to complementary products and services. Post-purchase services include online account management, social community support, loyalty programs and various after-sales activities that may be provided either online or in the physical store. Typical opportunities are in the areas of installation, repair, service reminders, and training. Although many of these value-added services are potentially available to single-channel vendors, combined deployment of such services (e.g. online purchase of computer with in-store repair or training) can enhance differentiation and lock-in effects (Shapiro and Varian
1999).
Improved trust. Three reasons for improved trust, relative to pure Internet firms, derive from the physical presence of click and mortar firms, including reduced consumer risk, affiliation with and embeddedness in recognized local social and business networks, and the ability to leverage brand awareness. Lower perceived risk results from the fact that there is an accessible location to which goods can be returned or complaints can be registered (Tedeschi 1999b). Affiliation and embeddedness in a variety of social networks can facilitate the substitution of social and reputational governance for expensive contracts or legal fees (Granovetter 1985). DiMaggio
and Louch (1998) show that, particularly for risky transactions, consumers are likely to rely on social ties as a governance mechanism. Such ties are more likely to exist between geographically proximate buyers and sellers, suggesting that there may indeed be a preference for doing business with firms that are already physically present in the local market. Finally, marketing theorists have long recognized the power of branding as a means of building consumer
confidence and trust in a product (Kotler 1999). Established firms are able to leverage their familiar name to make it easier for consumers to find and trust their affiliated online services (Coates 1998).
Geographic and product market extension. Adding a virtual channel can help extend the reach of a firm beyond its traditional physical outlets, addressing new geographic markets, new product markets, and new types of buyers. Those in other geographic markets may be new or former customers who have moved away (Steinfield et al. 2001a). Virtual channels can also extend the product scope and product depth of physical channels by enabling firms to offer new products that they do not have to physically stock locally. Moreover, firms may add new revenue generating information services online that would not be feasible to offer in physical outlets.
Finally, the Internet may help reach customers within an existing market who may not have visited the physical outlet, but are otherwise attracted to the virtual channel due to its special characteristics (Anderson, Day, and Rangan 1997)”
-Charles Steinfeild, Michigan State University
“Lower costs. Cost savings may occur in a number of areas, including labor, inventory, marketing/promotion, and distribution. Labor savings result when costs are switched to consumers for such activities as, looking up product information, filling out forms, and relying on online technical assistance for after-sales service. Inventory savings arise when firms find that they can avoid having to stock infrequently purchased goods at local outlets, while still offering the full range of choices to consumers via the Internet. Marketing and promotion efficiencies are garnered when each channel is used to inform consumers about services and products available in the other channel. Delivery savings may result from using the physical outlet as the pick-up location for online purchases, or as the initiation point for local deliveries.
Differentiation through value-added services. Physical and virtual channel synergies can be exploited at various stages in a transaction in order to help differentiate products and add value. Examples of pre-purchase services include various online information aids to help assess needs and select appropriate targets, or, conversely, opportunities in the physical environment to test out products. Examples of purchase services include ordering, customization, and reservation services, as well as easy access to complementary products and services. Post-purchase services include online account management, social community support, loyalty programs and various after-sales activities that may be provided either online or in the physical store. Typical opportunities are in the areas of installation, repair, service reminders, and training. Although many of these value-added services are potentially available to single-channel vendors, combined deployment of such services (e.g. online purchase of computer with in-store repair or training) can enhance differentiation and lock-in effects (Shapiro and Varian
1999).
Improved trust. Three reasons for improved trust, relative to pure Internet firms, derive from the physical presence of click and mortar firms, including reduced consumer risk, affiliation with and embeddedness in recognized local social and business networks, and the ability to leverage brand awareness. Lower perceived risk results from the fact that there is an accessible location to which goods can be returned or complaints can be registered (Tedeschi 1999b). Affiliation and embeddedness in a variety of social networks can facilitate the substitution of social and reputational governance for expensive contracts or legal fees (Granovetter 1985). DiMaggio
and Louch (1998) show that, particularly for risky transactions, consumers are likely to rely on social ties as a governance mechanism. Such ties are more likely to exist between geographically proximate buyers and sellers, suggesting that there may indeed be a preference for doing business with firms that are already physically present in the local market. Finally, marketing theorists have long recognized the power of branding as a means of building consumer
confidence and trust in a product (Kotler 1999). Established firms are able to leverage their familiar name to make it easier for consumers to find and trust their affiliated online services (Coates 1998).
Geographic and product market extension. Adding a virtual channel can help extend the reach of a firm beyond its traditional physical outlets, addressing new geographic markets, new product markets, and new types of buyers. Those in other geographic markets may be new or former customers who have moved away (Steinfield et al. 2001a). Virtual channels can also extend the product scope and product depth of physical channels by enabling firms to offer new products that they do not have to physically stock locally. Moreover, firms may add new revenue generating information services online that would not be feasible to offer in physical outlets.
Finally, the Internet may help reach customers within an existing market who may not have visited the physical outlet, but are otherwise attracted to the virtual channel due to its special characteristics (Anderson, Day, and Rangan 1997)”
-Charles Steinfeild, Michigan State University
Thursday, February 9, 2012
Logistics in Major Sporting Events
"Organizers of the 2011 Super Bowl in Arlington, Texas, faced challenges including frozen roads, ice falling from the stadium roof, events spread 30 miles apart, and pre-sold temporary seating that was not ready on game day.
For the team tasked with planning Super Bowl XVLI—held Feb. 5, 2012, in Indianapolis—those glitches might have served as an intimidating preview of the trouble in store for them.
But the Indianapolis Super Bowl Host Committee had recruited a local logistics resource to help develop its game plan: Vice Chair Cathy Langham, president of Indianapolis-based Langham Logistics, a full-service provider of transportation, warehousing, fulfillment, and freight management solutions. From the initial fundraising effort through the big game and beyond, Langham helped lead a largely volunteer team of more than 60 committees and 140 subcommittees.
Logistics managers will recognize some of the coordination challenges a Super Bowl planning committee faces: scheduling carefully timed deliveries into a tight location, complying with strict customer requirements, and coordinating events with a large number of constituents.
But other tasks go beyond typical logistics management scenarios, such as scheduling a workforce of 8,000, ensuring delivery and service for 290 portable toilets, and coordinating among multiple federal, state, and local traffic and transportation agencies to help the teams move smoothly between their hotel and practice locations.
Like any logistics operation, the Super Bowl committee must plan for variables completely beyond its control, from the NFL player lockout that threatened the 2011-2012 football season to a surprise visit from President Obama. Addressing unpredictable weather can prove particularly challenging. In Indianapolis, Super Bowl Sunday 2009 was a snowy, below-zero day. In 2010, it was a sunny 65 degrees."
-Inbound Logistics Magazine
For the team tasked with planning Super Bowl XVLI—held Feb. 5, 2012, in Indianapolis—those glitches might have served as an intimidating preview of the trouble in store for them.
But the Indianapolis Super Bowl Host Committee had recruited a local logistics resource to help develop its game plan: Vice Chair Cathy Langham, president of Indianapolis-based Langham Logistics, a full-service provider of transportation, warehousing, fulfillment, and freight management solutions. From the initial fundraising effort through the big game and beyond, Langham helped lead a largely volunteer team of more than 60 committees and 140 subcommittees.
Logistics managers will recognize some of the coordination challenges a Super Bowl planning committee faces: scheduling carefully timed deliveries into a tight location, complying with strict customer requirements, and coordinating events with a large number of constituents.
But other tasks go beyond typical logistics management scenarios, such as scheduling a workforce of 8,000, ensuring delivery and service for 290 portable toilets, and coordinating among multiple federal, state, and local traffic and transportation agencies to help the teams move smoothly between their hotel and practice locations.
Like any logistics operation, the Super Bowl committee must plan for variables completely beyond its control, from the NFL player lockout that threatened the 2011-2012 football season to a surprise visit from President Obama. Addressing unpredictable weather can prove particularly challenging. In Indianapolis, Super Bowl Sunday 2009 was a snowy, below-zero day. In 2010, it was a sunny 65 degrees."
-Inbound Logistics Magazine
Thursday, February 2, 2012
Rite-Hite Industrial Doors
"Choosing the right door for your application can be difficult. Rite-Hite Doors offers a full-line of industrial and cold storage door solutions to meet virtually any application need. Please visit the product pages through the links below to learn more about each of our doors. But remember, your local Rite-Hite representative is the best source for identifying the right solution for your unique environment.
High Speed Doors:
Rite-Hite Doors offers a full-line of unique high-speed door solutions in both rollup and bi-parting designs to meet your application requirements.
Cold Storage Doors:
Learn more about Rite-Hite Doors' lineup of cold storage doors that includes the first high-speed, tight-sealing, insulated, impactable door -- the Iso-Tek Door System.
Impact Doors:
Our full-line of impact doors cover light-duty pedestrian traffic to high cycle forklift traffic. Find the impact door that meets your needs.
Overhead Doors:
From traditional sectional doors to unique impactable styles, Rite-Hite Doors has the right loading dock door to meet the requirements of your facility."
-Food Logistics Magazine
High Speed Doors:
Rite-Hite Doors offers a full-line of unique high-speed door solutions in both rollup and bi-parting designs to meet your application requirements.
Cold Storage Doors:
Learn more about Rite-Hite Doors' lineup of cold storage doors that includes the first high-speed, tight-sealing, insulated, impactable door -- the Iso-Tek Door System.
Impact Doors:
Our full-line of impact doors cover light-duty pedestrian traffic to high cycle forklift traffic. Find the impact door that meets your needs.
Overhead Doors:
From traditional sectional doors to unique impactable styles, Rite-Hite Doors has the right loading dock door to meet the requirements of your facility."
-Food Logistics Magazine
Tuesday, January 24, 2012
Amware Logistics visits Carter's, Inc.
Amware Logistics’ most recent involvement with the CSCMP occurred today when a tour was given of Carter’s, Inc. distribution center.
The Stockbridge Distribution Center, one of the company's four domestic DCs, distributes children's clothing throughout the U.S. and also supports international operations. This 500,000 square foot facility ships over 100 million units annually and is supported by approximately 600 full-time and contingent employees.
The Stockbridge Distribution Center, one of the company's four domestic DCs, distributes children's clothing throughout the U.S. and also supports international operations. This 500,000 square foot facility ships over 100 million units annually and is supported by approximately 600 full-time and contingent employees.
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