Not enough attention has been paid to the human side of supply-chain and business management. Michael Birch, vice president of operations with Ping Golf, is out to correct that oversight.
The fruit processor needed to reduce or eliminate its LTL costs in the Northeast and Mid-Atlantic. A 3PL focusing on CPG companies had just the ticket.
Reducing delivery time and meeting stringent labeling requirements of the military caused food processor American Bounty some indigestion until it found the right logistics partner.
California Innovations, inventor of the collapsible cooler, works with Weber Logistics to minimize shipping costs and meet the demanding specifications of its retailer customer base.
Consolidating multiple shipments of vehicle accessories and replacement parts, some quite heavy, into one movement has saved a U.S. distributor a lot of money and really given the gas to its business growth in Canada.
The manufacturer of industrial safety products and cleaning supplies "didn't have a clue" about what was in its warehouses - until it implemented a new system for forecasting, purchasing and inventory control.
John Boyer Jr., president of J.E. Boyer Co. Inc., explains the basics of sales and operations planning, and details the benefits to be obtained from embracing the process within the organization.
When a key customer opted to embrace the internet, the U.K.'s Europa Worldwide Logistics had to step up with new software to manage the intensified demands for order management and customer service.
Hard to believe, but profitability hasn't been the driving force behind sales and operations planning within most businesses - until now. Gregory Schlegel, adjunct professor of supply chain risk management at Lehigh University, explains why.
Sweden's Höganäs AB, a producer of metal powders, implements a system to improve its access to market intelligence, plan for demand and optimize inventories, while ensuring just-in-time delivery to the assembly line.