Now that corporations are "persons," I suppose it's no stretch to describe supply chains as "mature" or "immature." In fact, the words are especially useful when it comes to determining a company's level of supply-chain responsibility.
A Chinese vocational school sent five 15-year-old boys to assemble Sony PlayStations at a Foxconn manufacturing plant in China, where the legal age to do such work is 16.
The U.S. Customs and Border Protection agency announced that it has "formalized and expanded" its Air Cargo Advance Screening pilot program, which enables cargo executives to send and receive advance security filing data for their consignments.
U.S. companies borrowed more in September than a year ago to finance new equipment, the most in any month since December, but global economic and policy uncertainties curbed spending, the Equipment Leasing and Finance Association said.
When electric-car company Tesla Motors Inc. started selling its flagship Model S luxury hatchback earlier this year, it eschewed the traditional dealership network to open its own stores. That's not sitting well with U.S. auto dealers, who have controlled new-vehicle sales for nearly a century. Some are suing the new entrant.
Commercial vessels that operate beyond the internal waters of the United States, otherwise known as "beyond the boundary line," are subject to the provisions of the International Convention on Standards of Training, Certification and Watchkeeping for Seafarers, which requires that they be allowed to rest.
The topic of supply-chain risk management is fraught with agonizing questions. Should global businesses emphasize risk prevention, or steel themselves to respond to whatever disaster might occur? Should they seek to transfer risk, or concentrate on achieving better risk-management up front? Should they attempt to do all of the above? The wrong answer can mean the death of an organization.
Many large U.S. companies continue to try and "game the system" at year's end, artificially improving their balance sheets by manipulating receivables, payables and inventory, according to a study from REL, a division of The Hackett Group. Their efforts, which can range from deep discounting and extended payment terms on sales to simply "losing" supplier bills, do have a positive impact in Q4, the study found. But these companies pay a harsh price in Q1, when working capital performance bounces back to even worse levels than before.