ď To manage productivity and contain costs, companies should focus on labour and space by cross-training employees rather than downsizing, and subletting excess space.
ď Establishing strong supplier partnerships, reviewing storage methods, and outsourcing non-core functions can maximize supply chain efficiencies. Regular cycle counts using mobile technologies can also improve accuracy and visibility.
ď As the economy grows, supply chain managers must ensure they have the right staffing to handle current and future operations, especially replacing soon-to-retire senior executives, in order to build bench strength and carry institutional knowledge forward. A cost analysis can also help optimize margins by identifying unprofitable clients.
The document discusses emerging trends that are transforming the purchasing function. Traditional large organizations are losing their thought leadership role as legacy technologies and bureaucratic processes have hindered innovation. New segments and smaller companies are demonstrating more innovative approaches. For purchasing professionals, skills in areas like change management, technology adoption, and global experience will be increasingly important. Emerging technologies like cloud, mobile, IoT, and data analytics are shifting expectations and enabling more consumer-like and responsive processes.
This document discusses key performance indicators for professional service firms. It defines important concepts like business models, value logic, and the roles of principals. It then analyzes a case study consulting firm using these concepts. Three scenarios are modeled to explore how changing how principals spend their time could impact the firm's performance. The base case shows a focus on utilization over health factors like fees and leverage. Shifting principals' focus to customer development in scenario 2 increases leverage but not enough. Standardization also needs focus to fully address health factors.
A glance-into-sales-operations-as-a-serviceMahshar Shaikh
The document discusses sales operations as a service (SOaaS) as an alternative to just using sales performance management (SPM) software. SOaaS combines cloud technologies with collaborative business process management to provide services related to sales planning, compensation, productivity, activities, and insights. It argues that SOaaS can help organizations more rapidly adapt to changes and improve sales performance more than SPM software alone. The benefits of SOaaS include mitigating risk, increasing speed, multiplying capacity, improving focus, defining accountability, and reducing costs for sales organizations.
Lora Cecere âMarket Driven Value NetworksâElemica
Lora Cecere is the founder and CEO of Supply Chain Insights LLC, a research and advisory firm that provides objective advice and guidance to supply chain leaders. The document provides an overview of Supply Chain Insights LLC, including information about their research reports, publications, events, and Lora Cecere as the founder.
Supply Chain executives will need to develop leaders and teams to design and implement Next Generation Supply Chains to stay competitive. This presentation describes a new solution delivered by CorpU using a 21st century methodology and technology platform to help teams collaborate to design and implement future supply chains. The solution is further based on research by Supply Chain Insights, creators of the Supply Chains to Admire research, and the work of that firm's founder and CEO, Lora Cecere.
A Procurement Leaders Guide to Enabling Agility Tradeshift
As procurement organizations continue to evolve, success will increasingly depend on the ability to reinvent and adapt to rapidly changing and uncertain environments. Having both a stable foundation and a dynamic capability at the same time is critical. The Hackett Group has done extensive research on how world-class procurement organizations enable enterprise agility and drive greater business valueâmodernizing procurement to not only meet expectations, but surpass them.
Christopher Sawchuk, who leads Hacketts procurement practice will discuss:
-The attributes of agile enterprises and how agility drives success
-Why procurement executivesâ priorities are shifting to quality of spend influence and supplier-led innovation
-How to leverage digital networks, master data management and analytics to enable this agility
The document discusses the balanced scorecard approach. It begins by defining the balanced scorecard as a strategic planning and management system used to align business activities with an organization's vision statement. It then provides examples of factors considered within four perspectives: financial, internal business processes, learning and growth, and customer. Finally, it outlines how a balanced scorecard can be implemented, noting it should result in improved processes, motivated employees, enhanced systems, monitored progress, greater customer satisfaction, and increased financial performance.
Las tendencias que estĂĄn redefiniendo la experiencia del cliente y su fidelizaciĂłn - See more at: http://www.sitel.com/es/noticias/sitel-senala-las-tendencias-que-estan-redefiniendo-la-experiencia-del-cliente-y-su-fidelizacion/#sthash.tMdJEjiA.dpuf
This document provides an overview of Supply Chain Insights LLC, a company focused on delivering independent advice and insights for supply chain leaders. It discusses Supply Chain Insights' research focus and upcoming publications on supply chain metrics. It also introduces the Supply Chain Index, a method developed by Supply Chain Insights to evaluate company supply chain performance based on selected financial metrics and correlate it with market valuation. The Supply Chain Index aims to help leaders better understand how supply chain performance impacts financial results.
5 transformative strategies to unlock more-procurement_value_ardent partnersBravoSolution
The current generation of procurement professionals has witnessed first-hand a period of unrivaled advances for their profession as market forces and new technologies combined to pull procurement to the center of business operations and business results. While the foundation of procurement's future will be built upon the past, the strategies and approaches that drive new successes will be markedly different. This report looks at the transformative strategies that will unlock procurement's next wave of value.
Get an analyst's perspective on the impacts they're seeing from business networks today. Whether seeking sources for spot buy opportunities, identifying and satisfying staffing needs, developing new ways to facilitate payments, or better managing supply chain and business risks, Andrew Bartolini and Chris Dwyer will explore the benefits they're seeing for the clients they work closely with and share their vision on where this may lead us in the future.
Andrew Bartolini, Chief Research Officer, Ardent Partners - Ariba Commerce Summit Chicago 2014
Living Business: Achieving Sustainable Growth Through Hyper-RelevanceAccenture Insurance
Living businesses continuously adapt to changing customer needs and market conditions to achieve hyper-relevance and sustained growth. Research found these companies understand evolving digital customer needs, pivot growth strategies beyond the core, and fund new growth by optimizing costs. To become a living business requires developing five capabilities: targeting new opportunities, designing for customers, building engagement, scaling with partners, and rewiring culture. Companies that excel in these areas are more likely to outperform peers and achieve above average revenue and profit growth. The document provides details on each capability and pathways for companies to transform.
This white paper sets out how digital technology can deliver improved procurement performance. Cloud, Mobile, Social and Big Data are discussed and suggestions are made on how they can deliver reduced costs, faster access to procurement platform solutions, accelerated access to information, flexibility in working, increased innovation and creativity, and improved procurement intelligence. To gain those benefits, it is argued, a Digital Procurement Strategy is needed. The paper closes with recommendations for harnessing digital within the procurement context.
The document provides information about professional development opportunities for educators through WGTE Public Media, including schedules, sessions, and grant information. Educators can sign up for professional development credit through Lourdes College and participate in sessions on topics like SMART Boards, Google tools, and social media. WGTE also offers "BIG Tech Paks" that provide technology equipment and training, and resources are highlighted for subjects like environmental science, engineering week at Imagination Station, and the Toledo Museum of Art's online educator resources. Grants through ING and Horace Mann are also noted.
The FLEG II Program is working to establish a new forest sanctuary in the Tavush region of northern Armenia. A previous study found rich biodiversity in the area, including several endangered species. The proposed sanctuary would consolidate three existing sanctuaries to improve conservation efforts. It aims to protect biodiversity, support sustainable development of nearby communities, and promote ecotourism to improve local livelihoods. Progress is being made towards officially establishing the new sanctuary.
This document is the portfolio of GĂĄbor Karcis, a media designer based in Budapest, Hungary. It outlines his education background, skills, theater and performance works, exhibitions and installations, and contact information. Some of his notable projects include complex media design, mapping, and animation for performances at MĂźpa Budapest and TrafĂł House of Contemporary Art. He has also created installations for exhibitions in Shanghai, Paris, and Budapest.
The document discusses Ellenoff Grossman & Schole LLP, a law firm specializing in commercial law including securities, venture capital, and mergers and acquisitions. The firm has extensive experience advising on SPAC IPOs and mergers, having worked on over 50 SPACs raising nearly $2 billion total. The document provides an overview of what a SPAC is, the advantages for investors and sponsors, typical SPAC deal structures, and the firm's role in the SPAC process from inception through the acquisition target search and merger.
Sapienza UniversitĂ di Roma
Anno Accademico 2012 â 2013
Informatica per gli Archivi e le Biblioteche
Prof.ssa Linda Giuva
Prof. Maurizio Caminito
Lezione 9
Active International is a global leader in corporate trade that has been in business for 29 years. They have 525 employees globally and offices in 13 countries. They have an annual gross trading volume of approximately $1.4 billion. Their business involves restoring value on clients' inventory, equipment, real estate, or other assets by buying them and allowing payment in trade credits that can be used to purchase operating expenses through their network of over 1,500 trading partners across categories like media, travel, print, and freight. This provides clients financial benefits like higher asset values, lower cash outlays, and reduced carrying costs.
by Carlotta Cattaneo - InnovAction Lab is an Italian non-profit, established in 2011, with the aim of drawing young talents closer to the world of innovative entrepreneurship, startups and the investor community. Candidates are taught to deal with the typical problems faced by startups, from building the team to pitching to investors and VCs. In less than 4 years it has spawned 35+ startups and involved 800+ students. We are launching new editions in Milan and Rome. If you want to know how to apply join us at Codemotion!
The document discusses the Open IPTV Forum (OIPF) standard for internet-based TV applications. It notes that OIPF aims to establish a global standard to stimulate growth in the IPTV market. The standard incorporates existing technologies and specifications to create open, end-to-end IPTV specifications. It addresses application enablers and definitions to ensure interoperability across platforms and independence from specific devices or middleware. OIPF is already being used in large test deployments in Singapore and Taiwan.
Tijdens de netwerkbijeenkomst op 26 mei 2010 heeft Martine Klasens van Expertisecentrum Handicap + Studie een lezing gegeven over Handicap + Studie en hoe er een platform Studeren met een Functiebeperking opgezet kan worden binnen de Christelijke Hogeschool Ede.
Mobile VoIP is expected to evolve from niche to mainstream in 2010 as new services blend a range of IP-based features around mobile voice. These multifunction services will offer low-cost calls as well as additional functionality like one-to-many calling and voice-to-text. Their adoption could drive a fundamental shift in expectations for mobile voice and attract tens of millions of users by the end of 2010. However, mobile VoIP faces challenges from network restrictions and inconsistent quality that may slow its growth in 2010.
El documento describe las caracterĂsticas del Trastorno SemĂĄntico-PragmĂĄtico (TSP), incluyendo dificultades en la comunicaciĂłn, comprensiĂłn del lenguaje y uso apropiado del contexto. TambiĂŠn discute si el TSP es una forma de Trastorno del Espectro Autista o Trastorno EspecĂfico del Lenguaje, y proporciona pautas terapĂŠuticas y educativas para ayudar a niĂąos con TSP.
From Sage 500 to 1000 ... Performance Testing myths exposedTrust IV Ltd
The following presentation is an account of Sage migration we were involved with. Written by Head of Service Delivery, Richard Bishop, the presentation looks at the performance issues faced during a migration of Sage 500 to Sage 1000. Richard also looks to dispel âmythsâ that are commonly associated with performance testing.
For more information visit Trust IV online - http://trustiv.co.uk/ or check out our blog - http://blog.trustiv.co.uk/
The document lists various "blank check" offerings conducted by Ellenoff Grossman & Schole LLP between 2005-2010. It provides details on each offering such as the company name, stock exchange, amount raised, underwriters involved, and date. EG&S acted as legal counsel for the underwriters or issuers on most of the offerings.
This document provides information about the Business Performance Excellence Summit taking place from September 26-28, 2016 in San Francisco, California. The summit will focus on operational excellence, strategy, innovation, and scalability as keys to sustainable performance excellence. It will feature case studies from enterprise transformation leaders, expert speakers, sponsors and exhibitors. Attendees will learn how to drive innovation and agility across their organizations. A new focus day will address issues for the healthcare industry. The event aims to unite innovation from startups with scalability lessons from large companies.
The document discusses the history and evolution of computing technology and the internet. It describes how Moore's Law led to exponential growth in computer processing power and storage capacity. It outlines the development of the internet from ARPANET in the 1960s to the introduction of the World Wide Web in the 1980s and 1990s. It also provides an overview of important web technologies like HTML, URLs, HTTP, and how they enabled the spread of information online.
An overview of current Open Data activities and approaches and our own approach to manage and develop Open Data projects using Linked Data as the technical piece for the best results in the long run. Prepared for ICT 2010, http://ec.europa.eu/information_society/events/cf/ict2010/item-display.cfm?id=2790
The document discusses how procurement is transforming into a strategic function focused on collaboration across organizations and supply chains. It describes how companies have outsourced functions and rely more on external partners. New technologies and business networks now allow procurement to better connect with suppliers and partners to drive innovation, efficiency and value beyond just cost reductions. The use of business networks is poised to further change procurement by enabling greater visibility, collaboration and optimization of activities like sourcing, spend management and cash flow.
When it comes to scrutinizing costs, most insurance companies can say âBeen there, done that. Got the t-shirt.â Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last yearâs spend plus or minus a couple of percent in the same places.
Moving to Subscription Billing? What You Havenât Considered:BluLogix
Maybe youâve thought about transitioning to a subscription model or an âas-a-serviceâ type of business because youâre interested in creating recurring revenue. Before you do, thereâs a multitude of potential pitfalls that most companies making the switch havenât even considered.
14Kyleâs Post1. What rationale is offered by HQ Depot.docxjesusamckone
1
4
Kyleâs Post
1. What rationale is offered by HQ Depot in support of the idea of using a 3PL? Do you agree with the reasons cited for the interest in a 3PL?
HQ Depot was initially managing their transportation operations from within, but with the need to expand to new markets it would not have been feasible given the lack of logistical resources it currently has . There was also a concern the company was providing inconsistent shipping times and service reliability issues. If this expansion was going to be successful using a 3PL would meet faster and consistent shipping deadlines. HQ Depot would then be able to focus more on customer service and what they describe as its "core competency" maintaining its leadership in the office and school supply industry.
3. What steps would you suggest be considered by HQ Depot as it beings to analyze the feasibility of forming a relationship with individual 3PL providers?
As HQ Depot beings to analyze the feasibility of forming a relationship with 3PL providers, setting expectations for what the company is looking for in a 3PL. These expectations include: provide superior service and execution, trust/information sharing, solution innovation, capable technologies that executes, ongoing executive level support, and service offering that aligns with customer strategy and industry knowledge. If a particular 3PL provider cannot meet those expectations, they need to look elsewhere. Since this is mutual relationship and collaborative effort, the 3PL should also provide expectations for HP Depot.
Reference:
Coyle, J. J., Novack, R. A., Gibson, B., & Bardi, E. J. (2010). Transportation: a supply chain perspective. Cengage Learning.
Mychalaâs post
What rationale is offered by HQ Depot in support of the idea of using a 3PL? Do you agree with the reasons cited for the interest in a 3PL?
With HQ wanting to expand their reach into the market but not having access to the logistics to expand it would make sense for them to want to use 3PL. With a third-party logistics HQ would not have to worry about transportation, warehousing, distribution, and financial services. The rationale behind the decision was based on HQ wanting to maintain their status on their shelf-stable juices, while being able to strengthen that core. HQ wants to expand their logistics network. Also, HQ would be able to centralize their transportation operations.
What steps would you suggest be considered by HQ Depot as it begins to analyze the feasibility of forming a relationship with individual 3PL providers?
¡ Perform a strategic assessment- HQ needs to view the options and locations of various 3PLâs to find which would fit more with their goals
¡ Decision to form a relationship- HQ would then decide which 3PLâs would suit their needs and goals. And contact their agents for meeting and discussions.
¡ Evaluate alternatives- an in depth look at all the competing 3PLâs. Which 3PLâs are going to align with the A: HQâs needs and priorities a.
More effective & future proof channel sales operations Qollabi
1) The document discusses how to transform channel sales operations to make them more effective and futureproof. It provides advice on conducting a gap analysis of processes, people, and tools and creating a roadmap to prioritize improvements.
2) It recommends creating a one-page problem statement to get all stakeholders on the same page about the challenges and opportunities in channel operations. This includes the current situation, key challenges, and a call to action.
3) The document also stresses the importance of understanding partners' needs and creating a shared mission and vision. It provides examples of domains where partners expect support, such as business relationship management, sales enablement, and incentive management.
Catalyft Mergers and Acquisitions ExperiencesTom Atwood
Our operational perspective: Whether kicking the tires in the consideration stage or making the right moves after the deal is done, make sure your mergers and acquisitions create a beautiful, growth-oriented team. Ensure your new firm silences the doubters by minding these 12 operational building blocks of M & A success
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to market indexes. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to industry averages. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
The document provides guidance for technology solution providers on transitioning to an "as-a-service" business model focused on managed services and recurring revenue. It discusses why making this change is important to remain competitive and profitable. The guide covers topics like business planning, managing the transition in stages over multiple years, different approaches to transitioning, and whether the goal is to eventually only offer managed services. The overall message is that transitioning to an as-a-service model requires a thoughtful multi-year business plan and strategy to ensure a successful change in business operations and revenue model.
Today the âSupply Chainâ is in a quandary. On the one hand it can be argued that it is âcoming-of-ageâ, and seen as a profession... on the other hand, we are being inundated with trends pointing to the growing scarcity of Supply Chain Leaders.
The document discusses tactics for staying profitable in 2009 by optimizing supply chain infrastructure. It recommends reviewing the entire supply chain network from manufacturing to distribution to customer delivery. Having a robust process to evaluate changes and optimize infrastructure will help weather economic storms and position the company for future growth. The structure of the supply chain network determines most costs, so it is important to routinely re-evaluate operations and infrastructure to improve profitability.
How real-time customer feedback can leverage profit for your businessChristine Ellis
This document discusses customer feedback and engagement. It provides information on:
1. The importance of understanding customers and resolving issues quickly to improve customer satisfaction and loyalty.
2. How customer feedback can be leveraged to improve satisfaction, loyalty, and increase revenue and shareholder value.
3. An engagement platform called ViewPoint that allows companies to capture customer feedback across channels and gain insights to improve performance.
Eric Santos - Revenue plays to preserve MRR, gain efficiency and build a pipe...SaaStock
This document outlines strategies for SaaS companies to preserve revenue, gain efficiency, and build a pipeline for future growth during the COVID-19 crisis. It recommends gathering customer intelligence to refine positioning, preserving monthly recurring revenue through proactive engagement and empathy, accelerating sales through segmentation and adjusted processes, gaining efficiency through business model optimization and potential M&A, and creating a pipeline for future revenue through low-cost entry points and expanded adoption. It also stresses the importance of transparency, empathy, and careful management of people during this challenging time.
The document discusses selecting the right outsourcing partner for customer care. It emphasizes that outsourcing is no longer just about cost savings, but improving the customer experience. The key considerations for choosing a partner include location, technology capabilities, and relationship factors. The ideal partner can help enhance processes, leverage analytics to understand customers, and create a seamless experience across channels through the use of appropriate technology. Building a collaborative partnership is important for achieving mutual success.
Communications Service Providers (CSPs) live in a world where penetration rates are over 100 percent in most markets and consumers have multiple different â yet relatively similar â choices.
As CSPs strive to retain customers, they are finding that traditional marketing techniques no longer generate sufficient returns. Instead, they are turning to the concept of Customer Value Management with one-to-one personalization as a way to generate more value from their existing subscriber base.
This article discusses the importance of understanding Customer Value Management and offers five key recommendations to improve customer interactions and deliver value back to the business.
These insights are based on a podcast discussion among Jeriad Zoghby of Accenture Interactive, Dr. Rob Walker and Tom Erskine of Pegasystems.
Learn more: http://www.pega.com/solutions/by-industry/communications-and-media
The document discusses Oracle's Customer Experience Cloud for midsize businesses. It highlights how the cloud can help midsize businesses address key challenges in marketing, sales, service and decision making. It describes solutions for modern marketing, sales, CPQ and service that integrate to provide a complete customer experience and drive business transformation.
Strategic Plan Part 1: New Product or Service
Jon Thompson
BUS/475
November 7, 2016
Michael Portillo
Running head: STRATEGIC PLAN PART 1: NEW PRODUCT OR SERVICE
1
STRATEGIC PLAN PART 1: NEW PRODUCT OR SERVICE
10
Strategic Plan Part 1: New Product or Service
Swift Transportation Company realizes the great exposure it has to the public as compared to other industries. This is because, the organization does not just have to maintain a department in-charge of the customer service, but also to ensure a continuation of the contracts with the customers that it via their drivers, sales representatives, logistic coordinators, and agents. This is the reason why the organization has a solemn commitment of ensuring that even though it is creating a new division, there is a continuation improvement in the experiences of the customers.
The importance of innovation in Swift Transportation Company's vision, mission, and values, and determine your business model for this new division. Include the following:
Swiftâs vision is to ensure achievement in unity. This provides a reflection of the support that the organization gets from its community to help with raising its ambitions and the economies of its times. By stating âmoreâ the firm implies through the strategic thrusts that it has. âTogetherâ implies the strength, and the ability to draw the available resources in the wider SWIFT community. Through the vision, the firm will become the leading trucking company in history.
Mission
Swift Transportation has a mission of attracting and retaining customers by ensuring that they get the best transportation solutions and putting in place profitable, culture regarding safety that is disciplined, a never-failing trust, and the best services in the industry. To achieve this, the organization holds to the following set of values that helps with spearheading it ahead. They include upholding safety, respect, balance, proper communication, teamwork, and accountability, just to mention a few.
To ensure maximum customer satisfaction, the organization has put in place the most workable professional code of ethics for its employees, the officers, and the organizational board members to help with governing their ethical standards when in the premises of the company. With this, the organization has ensured that its customers gets the best of the services that is necessary for them.
Propose a new product or service for the new company division. The division should be customer-focused with an innovative mission statement.
To foster a good customer service, relation, and service, the organization is working with its innovative team to ensure the incorporation of the 3PL technology. 3 PLs will work in closeness to help the created division with creating the best types of collaborative relationships that will help with fostering the experiences of the consumers. The organization understands the existing relationship between the shippers, the carriers, and.
This document brings together a set
of latest data points and publicly
available information relevant for
Platforms & Applications Industry.
We are very excited to share this
content and believe that readers will
benefit from this periodic publication
immensely.
1. 2015:REACHING HIGHER
Supply Chain Vision
Inside
Improve your fortunes
Success tips roundtable
Executive Vision
Supply chain leaders share
their outlook
Inside
Improve your fortunes
Success tips roundtable
Executive Vision
Supply chain leaders share
their outlook
2. âManaging productivity is key, and since labour
and space are the two main cost and effi-
ciency drivers, focus on those first. A number of our
clients emerged from the economic downturn (2008
to 2010) relatively unscathed because they cross-
trained employees rather than downsizing. When
the economy recovered, human capital costs were
contained (severance, overtime, temporary staff) by
using existing employees instead of hiring additional
pickers, packers or labelers. This forward thinking
provided a boost to productivity through improved
morale and engagement levels. Most employees appre-
ciated the company protecting their jobs while
enhancing their skill levels and employability.
A creative, flexible approach to space can cover
some, if not all, of the fixed costs, such as rent or
mortgage payments, tax, insurance and utilities. For
example, clients with more space than required have
successfully sublet it to short-term tenants, such as a
discount Christmas retailer.
Firms will fall behind if theyâre not taking full
advantage of available technology to augment pro-
ductivity and efficiency. This technology is invari-
ably very expensive so companies need to do a
thorough cost-benefit analysis. Iâm frequently
surprised at how often clients start implementing
new technology in anticipation of the benefits and
the possibility of growth without really looking at
when, or even if, theyâll get a measurable return on
that investment.
Before you make that commitment, contact a pro-
fessional advisor who consults exclusively with this
industry, to determine whether youâre buying more
or less than you need and if there is a reasonable ROI.
Right now, our industry is facing a lot of uncertainty
due to the trend to e-commerce, as firms figure out
how to deal with it and what it means to their busi-
ness. As a result, the most important thing a company
can do to achieve supply chain success is to be aware,
as well as willing and prepared to adjust quickly.â
BDO Canada LLP, in Toronto, is an accounting and
advisory firm focusing on entrepreneurs and
mid-market organizations.
THE TIP JARSecrets of successful supply chain managers
Compiled by Kara Kuryllowicz
Need a little inspiration? Looking to boost
your business in 2015?
Dip into our tip jar to find the idea that
will help you contain costs and enliven your
bottom line.
We canvassed a cross-section of experienced
supply chain professionals, asking them
for their top suggestions for supply chain
business success. Their answers fill the
pages that follow; we hope youâll enjoy their
responses and will be able to put into practice
some of their ideas.
Hereâs what we asked:
1. Please share with MMDâs readers
your top three tips for supply
chain success.
2. Which of these would you rank as
the most crucial? Why?
3. Whatâs your top tip for supply chain
managers seeking to keep costs in
line for 2015?
Hereâs what we asked:
1. Please share with MMDâs readers
your top three tips for supply
chain success.
2. Which of these would you rank as
the most crucial? Why?
3. Whatâs your top tip for supply chain
managers seeking to keep costs in
line for 2015?
Kerri Plexman
Partner,
BDO Canada LLP
ďTo manage productivity, take control of the two
key cost and efficiency drivers: labour and space
3. âTo succeed and maximize efficiencies establish
strong partnerships with your best suppliers
andreviewyourstoragemethodsrelativetoyourchang-
ing inventory requirements. Know your strengths and
outsource your weaknesses for maximum efficiency.
For example, if a distribution centre is laid out for full
palletpicksandput-aways,itmightbebesttooutsource
the âeach picksâ required to fill Internet orders.
Having strong partnerships and using them well is
crucial, because a good partnership is a win-win for
both parties. Vendors will learn about the key areas
of your business and continually work with you to
develop long-term solutions and cost savings within
their areas of expertise.
Experienced suppliers, who have typically seen hun-
dreds or even thousands of varied applications, are
able to bring a substantial knowledge base to the table
and may be able to suggest designs and solutions not
previously considered. Get to know your suppliers and
determine which ones have the expertise and knowl-
edge required to help you reach your objectives.
A good partner/vendor needs less oversight and can
follow a project through from start to finish, which
frees up the managersâ time and allows them to focus
on other areas of their business. Early involvement
with a team of trusted vendors during project plan-
ning stages will minimize potential problems and
will result in cost savings.â
3D Storage Solutions in Burlington, Ontario designs,
supplies and installs a broad range of warehouse
storage products, including pallet racking, drive-in
and drive-through racking, push-back racking, pallet
flow racking, cantilever racking, carton flow racking,
shelving, mezzanines, pick modules and associated
material handling and storage accessories.
âItâs surprising how many companies still rely on
quarterly and annual counts instead of regular
cycle counts, which are less disruptive and resource
intensive, while identifying warehouse process issues
much sooner. To ensure the greatest cycle count system
accuracy, count all of your pick locations at least weekly.
You can also determine and use sales volume-based
categories, counting your high-volume categories
monthly, mid-volume every six months and low-volume
annually. The more frequently a product turns, the
more often it should be counted, so youâll need to
readjust your count frequency as volumes shift.
Current mobile technology ranges from traditional
ruggedized handheld terminals to consumer devices
like smartphones and tablets. Bluetooth low emission
(BLE) beacons that will be used to track assets and
people and offer previously unimaginable levels of
supply chain visibility are coming soon. Collecting
real-time data as it happens will become more afford-
able and convenient than ever before.
Best-in-class supply chains are investing in elec-
tronic technologies to communicate with key suppliers
and customers and track their products beyond their
own distribution centres. Connected systems allow
visibility across the supply chain and are essential as
same-day delivery becomes more commonplace.
Weâll always have bricks and mortar DCs, but retailers
of the future will look to any point on their distribu-
tion channel to fulfill orders.
My best advice is to take your Internet use to the next
level. Plug into partnersâ shipping systems, join online
logistics communities and forums, and look at Cloud-
based technologies and services to see in-transit inven-
tory and levels across the entire supply chain.
Most small- to mid-size warehouses still rely on
paper processesâwhich are not scalable and create
silos of informationâfor key functions such as cycle
counts, receiving, or shipping. Process automation
is a critical first step for any warehouse looking to
stay relevant in todayâs supply chain.â
ViascanQdata Inc, based in Toronto, Ontario, is a
leading provider of warehouse management software
and related hardware products and services.
Paul Haggett
Partner,
3D Storage
Solutions
Jeff Lem
Vice President â
Systems and
Solutions,
ViascanQdata Inc
ďTo maximize efficiency, establish strong
partnerships with your best suppliers, review your
storage methods as your inventory requirements
shift, and outsource whatever you donât do well
ďCommit to cycle counts, go mobile for real-time
data and use the Internet to maximize visibility
SUPPLYCHAINVISION2015
4. âAs Canada heads into a growth period, supply
chain managers must stay vigilant on cost
structure, be innovative around opportunities and
ensure they have the right staff to handle the opera-
tions today and in the future.
Of the three strategies, the right staffing is the most
crucial, since many operations are now exposed to
significant skill gaps, particularly in senior, client
relationship type positions as a result of streamlining
their operations following the 2008 financial turn-
down and the fact they now have a number of senior
leaders who are quickly approaching retirement age.
Right now, Canadaâs supply chain has about 1,000
or so senior executives, the bulk of whom are 55 to
65 years of age, so itâs time to hire their eventual
replacements and start getting them up to speed.
To build bench strength for the imminent and
inevitable changes in staffing, hire for growth in a
manner that gives the new staff the time required
to learn from senior staff who are likely in their
last five years of full-time employment. Be sure your
firm and its new staff are doing whatâs required
to carry the exiting staffâs deep knowledge and
experience forward.
The fact more growth opportunities are expected
to appear on the horizon could make this a good
time to really assess the costs and margins associated
with each of your current clients. An in-depth analy-
sis will be required to determine whether costs can
be lowered or price increases are the only way to
improve margins.
If you identify customers who are actually driving
a negative margin, what can you do to justify keeping
them as clients, or do you need to exchange them for
customers who have a positive, rather than a negative,
effect on your bottom line?â
Reimer Associates, based in Milton, Ontario
concentrates exclusively on recruitment within the
supply chain to provide the skills, experience and
personality required to fill critical positions.
âAbout two years ago, the omni-channel e-
commerce explosion caused a paradigm shift,
forcing companies to accommodate the growth of
ever smaller and each orders in addition to more
traditional bulk case and pallet orders, which drove
a real need for better distribution centre (DC)
processes and innovative, flexible technologiesâ
like voice.
When e-commerce orders account for just one to
three percent of sales, companies can devote a small
warehouse section to that niche. As e-commerce sales
reach three to five percent of sales, many will out-
source it, which is fueling the explosive growth of the
3PL market. When e-commerce volumes approach
the 10 percent level, this is the tipping point where
e-commerce fulfillment needs to become a core com-
petency in-house. It will be interesting to see how
this plays out.
To get more out of their existing real estate, busi-
nesses must review processes and improve their slot-
ting and use of space to ensure scalability and the
growing number of SKUs needing storage space.
Most firms havenât looked at such intimate details
or inventory placement in several years, but in my
experience, you need to perform reviews and analyze
inventory slotting at least every 12 months to optimize
location planning based on todayâs actual needs.
The new realities of e-commerce and evolving cus-
tomer expectations will force companies to change
how their warehouses are organized and operated.
Assessing and challenging the processes, workflow,
and standard operating procedures may lead to change
thatâs as fundamental as reorganizing, eliminating,
replacing or amalgamating several steps and mecha-
nizing or automating certain tasks.
In the end itâs all about a solution that better stream-
lines operating environments and reduces overall
inefficiencies and costs.â
Honeywell Scanning Mobility, based in Fort Mill,
South Carolina, makes voice technology solutions
purpose-built for industrial environments and
designed to integrate with existing ERP and WMS
technologies.
Ross Reimer
President,
Reimer Associates
Scott Deutsch
Director of
Marketing,
Vocollect Solutions,
Honeywell Scanning
Mobility
ďBusinesses need to prepare now for the
coming significant skills gap
ďFirms must modernize processes and procedures if
they want to thrive in the e-commerce environment
SUPPLYCHAINVISION2015
5. âTosucceedin2015,supplychainmanagersmust
investinsuppliermanagementinitiativesensure
everyone involved profits from the relationships.
Get your existing and prospective suppliers working
for you by asking their in-house experts for input and
let them know whatâs ahead for your firm in the short
and long term so they can align their resources and
processes to accommodate your growth.
Effectively communicate your firmâs immediate and
futureneedsinRFQsandclearlyshowthatperformance
metricsbasedontheagreed-uponservice/savingslevels
are as important as competitive pricing.
Knowledge is power, which means performance
metrics are vital to a successful supply chain. Unless
you have an accurate and objective understanding of
where you are, where you are going, and where you
need to be, costly mistakes will be made.
Establish comprehensive performance metrics for
every aspect of your supply chain to allow you to pro-
actively and systemically manage and prioritize busi-
ness trends rather than falling into a knee-jerk, reaction
management style. Regularly assess and address met-
rics-based performance trends and discuss the results
with your suppliers. The more costly or critical the
product or service, the more frequent those sessions
need to be. If a metric doesnât affect your service, pro-
ductivity, safety, quality or bottom line, eliminate it.
Look to every database in each of your departments,
then to your suppliers and customers before setting
up new systems to capture the required information.
Engage your entire workforce by making sure they
fully understand their responsibilities and roles and
caneasilysharetheirâhands-onâinsightsaroundpoten-
tial issues and opportunities. Standardize and develop
acommunicationsprocesstocapturesuggestionsfrom
eachdepartmentandrecognizepositivecontributions.
Ultimately,thiswillimproveproductivityandefficiency
as well as morale, while ensuring your firm is leading-
edge and competitive in a volatile, demanding field.â
TFT Global Inc, in Ingersoll, Ontario, offers logistics
and distribution, which includes warehousing,
transportation, supply-chain analysis and route
design as well as production and quality services.
âChallenge the status quo, think outside the box
and discover new ways of improving efficiency
becauseyourcustomersalreadyexpectmorefromyou.
Assess current processes and consider more effective
ways to conduct business, respond to todayâs chal-
lenges and position operations for the fuutre.
Take a holistic approach that includes both software
and automation, because singly and together, they play
crucial roles in delivering efficiency, vital information
and customer satisfaction. Make the effort to ensure
all facets of the business are coordinated and aligned,
including sales, sourcing and marketing teams. This
breeds efficiency at the corporate office, inside the
warehouse and through the rest of the supply chain.
Use automation to improve operational efficiency
and ensure service levels meet customer expectations.
Automated solutions are more reliable, efficient and
faster than the manual processes they replace, and
they also capture key data points to build a complete
understanding of the supply chain.
âRely on software to monitor the performance, com-
pare against historical data and ensure the return on
investment. Distributed order management software
is capable of managing inventory across all channels
of distribution and can make real-time, automated
sourcing decisions based on the constant analysis of
order priority, inventory availability, labour and process
and equipment information to optimize fulfillment.
Software solutions also add a layer of business intel-
ligence that ties everything together to help manage-
ment analyze and understand the entire operation
and supply chain efficiency. These tools can help
identify the operationsâ best-performing parts and
opportunities for improvement. After the system
diagnosis, managers can adjust workflow, implement
process improvement and invest in new automation
solutions to drive future success.
Intelligrated Canada, based in Mississauga,
Ontario, is a North America-based, single-source
provider of intelligent automated material handling
solutions, including automation equipment,
software, service and support for retailers, manufac-
turers and logistics providers.
Dawna Peat
Strategic
Development,
TFT Global Inc.
Steve McElweenie
Vice President
General Manager,
Intelligrated
Canada
ďManage your suppliers effectively to ensure
everyone benefits from the relationship
ďSuccess requires an approach that uses software and
automation to add efficiency, reliability and speed
SUPPLYCHAINVISION2015
6. âSupply chain providers support their partnersâ
growthbyunderstandingandconstantlysqueezing
out end-to-end supply chain costs to drive profitability.
KPMGestimatessupplychainbenefitsdoublewithan
integrated approach to transformation and sales and
operations planning. Integrated SOP requires end-to-
endcollaborationwitheveryone(e.g.finance,sales,logis-
tics, key suppliers) to provide the visibility needed to
control costs, provide flexibility and manage demand
volatility. It effectively manages demand volatility and
reducesfluctuationsandcostsbetterthanforecastingin
silos. It can also lead to more business and savings.
Track key performance indicators for an immediate
impact on results: on-shelf availability (CPGs), fill
rate measured by customers versus suppliers, working
capital measurements with clear, communicated
inventory measurements.
Understand supply chain costsâ key drivers by prod-
uct, customer, channel, regional hub, order and cases/
pallets. Control costs and increase profitability by
knowing their drivers inside-out, which includes the
exact cost to serve across each line of product, cus-
tomers and channels. With this data, organizations
can make rational choices about how they serve their
customers and identify the loss-generators.
Detailed knowledge of the cost-to-serve allows sup-
ply chain executives to support sales negotiations and
transformation plans with facts, options and solu-
tions, while addressing the root cause of cost increases
rather than taking non-sustainable, random actions.
According to a KPMG survey the supply chainâs top
two challenges are aligning operations to real-time
fluctuations in customer demand and managing risk,
reliability and quality.
To manage demand volatility, supply chain execu-
tives must drive forecasting visibility to customers
and suppliers to facilitate proper supply and demand
planning. Increasingly, supply chain executives are
looking at cloud computing to streamline collabora-
tive forecasting and planning.
KPMG Canada in Montreal provides tax, audit and
advisory services with more than 700 partners and
34 locations across Canada.
âProfitability is as much about cost control as
buying or selling a particular product or ser-
vice, so plan and develop a strong working relationship
with a reputable provider to meet targets and goals.
Determine the inventory levels required to meet cus-
tomersâneeds,thenensureyoursupplychaincapabilities
and inventory levels support your delivery, profitability
and customer satisfaction commitments. Rush orders
canresultinalossorbreakevenonasale,solookathow
the additional delivery costs affect the bottom line and
besuretheextracostguaranteesthedeadlinewillbemet.
By planning for express airfreight, you reduce deliv-
ery times, tie up fewer dollars in inventory and can
build the additional cost into the final sales price. By
offsetting an increase in the cost-of-goods-sold with
a lower inventory value, the greater cash flow can be
used to improve your profitability in non-traditional
ways. For example, you may be able to take advantage
of vendor discounts for prompt payment, which could
have a significant cumulative impact at year end.
Sourcing locally is ideal, but not always possible.
Work with your freight or third-party logistics pro-
vider to fully understand the door-to-door transit
path and transportation modes. What are the potential
bottlenecks? Customs, taxation? What are the inherent
constraints with each shipping mode? In each mode,
what is the ideal size and weight for each skid? Security
requirements, dangerous goods controls and skid size
parameters will vary from truck to passenger or cargo-
only plane. Wrong-size skids, even just two inches of
added height, can double air-freight costs.
Consider the opportunity cost of every dollar!
Getting your goods to market faster can help preserve
your cash for use elsewhere, which means airfreight
can help businesses thrive.â
Air Canada Cargo, in Mississauga, Ontario offers
direct cargo services to over 150 Canadian and more
than 300 international destinations in markets such
as Europe, Asia, South America and Australia.
JĂŠrĂ´me Thirion,
Partner,
National Lead,
Supply Chain
Procurement
Advisory Services,
KPMG Canada
Jason Dacosta,
General Sales
Manager â Global
Partnerships,
Air Canada Cargo
ďIntegrated sales and operations planning (SOP)
will help manage volatility, fluctuations and costs
ďPlan and work with a reputable provider
because profitability comes from more than
selling your product or service
SUPPLYCHAINVISION2015
7. âPut the right people in the right jobs with the
tools that allow them to work as efficiently
and effectively as possible and success is virtually
guaranteed in any industry. The skills and compe-
tency levels must all be there, but beyond that make
sure they fit the team, department and firm from a
personality and culture perspectiveÂâor risk long-
term performance, morale and engagement issues.
Your firm will face everything from daily opera-
tional adjustments to massive market shiftsÂâso
make sure your business model is flexible enough
to accommodate change and quickly turn it into a
financial or competitive advantage. With the right
resources, your people and processes can easily
shift course and realize the full capabilities of your
business model.
Iâm dismayed at how often businesses quickly buy
into the super-cool, sexy new technology without
first establishing if there is a true business need and
whether it offers real value and/or revenue growth.
Look at what your people and your business really
need, then find the technology that meets those needs
with the least impact on your key processes.
Well-chosen technology can enhance employee
engagement and morale by automating the repeti-
tive, low-value and often tedious tasks. This allows
employees to focus on the higher value activities
that are more engaging and have a more noticeable
impact on the firmâs performance, which often
results in them being significantly more invested in
the success of the organization.
Rely on information that is accurate, timely and
relevant to make smart, informed business decisions
that help contain costs and manage the bottom line
more effectively. Too many companies still rely on
information from individual employeeâs data silos,
usually Excel, or departmental reports that donât
reflect the whole picture. When you have all of the
facts in an integrated, well defined repository, the
decisions are made more easily, quickly and are
generally much better.â
Konstant, in Oakville, Ontario, provides innovative
solutions for storage and material handling systems.
âCreate alignment and strengthen partnerships
by opening up the lines of communication
across your organization to develop a culture of
innovation between the supply chain, procurement,
brand management, sales and marketing, then
extend it to your suppliers and customers. They can
be a source of tremendous insight and support with
a unique vantage point across competitors and indus-
tries. Beyond price, they can offer data, benchmarks
and best practices and share unique approaches on
how to fill the gaps missed by monthly reports and
fill rates.
Risk management is key, but even the most sophis-
ticated inventory planning and management systems
canât predict all of the market variables. The various
unknowns, such as raw material and currency price
fluctuations, unseasonal weather, environmental
catastrophes, global and political events, changing
consumer shopping patterns, and other disruptions
can all impact inventory levels.
In todayâs uncertain environment, effective risk
management is especially crucial; research suggests
companies with more mature risk practices not only
do better financially, they can better navigate and
reduce their exposure in the face of disruptions.
By better managing inventory risk with corporate
trade, organizations are empowered to focus on
business growth drivers such as new product
development.
Look at your supply chain through the lens of
sustainability and corporate social responsibility
because reducing waste and emissions, and managing
consumption typically equates to cost savings, effi-
cient processes, and increased customer confidence
and loyalty.â
Active International, in Toronto is a corporate trade
broker helping businesses recognize and realize the
true value of their assets to make every dollar and
every asset count.
Kevin Squires
Vice President,
Business Technology,
Konstant
Andrew Bulmer
Senior Vice
President and
Managing Director,
Active International
ďFind the right people and give them the right
technology to work efficiently and productively
ďCorporate trade, a system that allows businesses to
use their assets as payment for business expenses,
can help manage financial risk
SUPPLYCHAINVISION2015
8. âWhile there are myriad top tips for supply
chain success that can be targeted to the
specific industry being served, regardless of the
sector, there are consistent requirements that bridge
all industries.
First and foremost, supply chain professionals must
surround themselves with knowledgeable advisors,
whether internal or external, to access new and proven
as well as visionary ideas, concepts, processes and
technologies. The more they demand of their partners,
the more competitive they will be.
Knowledgeable, trusted management and well-
trained staff are the most important factor because
they will drive change, introduce improvement, estab-
lish metrics and take care of your customers.
Companies must also establish a baseline of metrics
to control costs, establish margins and help develop
process improvements.
In order for the processes to work effectively, the
right staff must be in the right places, because they
will always be any companyâs greatest asset.
Lastly, itâs equally important to embrace innovation
and apply it to services to add value and help dif-
ferentiate the firm, attract new business and secure
established customers for the long term in a crowded
marketplace.
Only mediocre companies continue to do the same
thing year after year and still expect to be properly
positioned for the future.â
Frazier Industrial Company, with locations in
Trenton (manufacturing) and Vineland, Ontario
(sales), produces structural steel storage solutions,
from standard pallet rack systems and complex
pick-to-belt towers, to AS/RS installations and rack
supported buildings, all in structural steel, which is
more resistant to damage than roll-formed products.
âWhen you outsource, there are tangible ben-
efits associated with close, strategic rela-
tionships with providers, but only if youâve carefully
selected a supplier you know and understand as well
as your own firm.
Weâre seeing a move away from RFPs, because you
can only get so far with a price-based relationship;
RFPs simply canât demonstrate a culture of continu-
ous improvement, the ability to partner, or a com-
mitment to innovation and future investment.
Key questions to ask a potential provider include: Do
they know and understand your specific market and
products? Are they aware of your firmâs unique require-
ments? What tools will they use to drive continuous
improvement and cost reduction in your supply chain?
Every firm has access to people, technology, equip-
ment and real estate. Do they manage and structure
these critical resources to deliver the most efficient,
cost-effective, reliable quality service? Do they develop
processes and practices that position them as best-
in-class and true leaders or do they meet only the
required standards?
Examine the providersâ metrics because otherwise
itâs just a nice conversation. What is the employee
turnover rate? What are the employee satisfaction
levels? Service levels? Damage rates?
The numbers will speak volumes, but whenever
and wherever possible, also meet with the companiesâ
leaders.
Technology is a marvelous way of taking out cost
while simultaneously providing the additional data
required to better understand the business and drive
higher levels of efficiency and service. Whatever
technology you have today wonât be good enough in
two years, so be sure your provider has the capital
and commitment required for current and future
critical investments.â
VersaCold Logistics Services in Vaughan, Ontario is a
supply chain solutions company dedicated exclusively
to servicing temperature-sensitive products: transpor-
tation management and 4PL, 3PL (warehousing and
dedicated carriage), cross-border and domestic LTL
and TL, warehousing, distribution services.
Dan Garside
General Manager
â Canada,
Frazier Industrial
Company
Douglas Harrison,
President CEO,
VersaCold Logistics
Services
ďTo control costs and improve processes, firms
must establish baseline metrics and hire strong
staff who have ongoing access to training
ďSelect your outsourcing partner taking into account
culture, processes and metrics, as well as price
SUPPLYCHAINVISION2015
9. âTo achieve supply chain success, consider out-
sourcing all of your logistics requirements to
a local third-party logistics provider with the expertise
that allows your firm to focus on its core business
and strengths.
Byoutsourcinglogisticsoperations,companiesallow
dedicatedprofessionalstoexecutetheirlogisticsstrategy
inthemostefficientandcost-effectivemanner,gaining
substantialsavingsthatmaybereinvestedinotherareas.
You can also stay ahead of your competition by using
the latest technologies to handle storage, distribution
and communication needs. Todayâs successful com-
panies implement semi-automated or fully automated
systems to store, handle and ship their products with
the focus on effective and quite often mobile warehouse
management systems. By investing in these technolo-
gies, companies can significantly reduce their opera-
tional costs while improving their labour management
and increasing their profit margins.
Align your logistics with your companyâs planning,
production and sales operations to ensure precise plan-
ning, the smooth flow of materials and uninterrupted
production, all of which allow the finished goods to
be shipped on time to keep customers happy and buy-
ing. Not paying attention here can cause costly inef-
ficiency along the operational channels and may result
in lower profit margins and unhappy customers.
In my opinion, utilization of the latest technologies
is the most crucial tool in the quest for supply chain
success. Once an organization decides to handle logis-
tics internally and establishes their strategy, aligns the
flow of goods with the operational planning, produc-
tion and sales, their focus shifts to improving their
operations. Implementing suitable technologies will
result in increased efficiency and the reduction of
operational costs while increasing profit margins.
Supply chain managers need to make it a top priority
to be aware of the latest technologies and how they can
positively influence the companyâs profitability.â
Schaefer System International Ltd in Brampton,
Ontario offers semi- and fully automated systems
for storage and distribution, materials handling,
logistics software, and waste technology solutions.
âOver the past few years, prospects and custom-
ers across Canada, the US, New Zealand,
Australia, the Netherlands, Mexico, Spain, Sweden,
Singapore, Colombia and Venezuela, have all indicated
theyâre facing remarkably similar challenges: cutting
costs, boosting productivity and efficiency and doing
the best job possible for their customers.
Informationissooftenthekeytocontinuousimprove-
mentandcostmanagement.Youcanâtdevelopastrategy
or a solution until you have the facts, and that means
accurately tracking all of your costs in real-time. To
drive out or eliminate costs, you must know exactly
what they are, and where, at a micro level.
Look at what the status quo is actually costingâthen
challenge it. Once youâve targeted specific costs, start
doing the research. So often, there are solutions that
youâve never imagined and that you were told didnât
existâyou just have to search, ask lots of questions and
listen carefully.
Be open to finding the answer online or through a
colleague, customer, a supplierâs sales agent or a mar-
keting rep whether theyâre close to home, across the
country or abroad.
Many firms have already cut labour to the bone, so
theyâretargetingoneofthenextbiggestcostsârealestate.
Thatmeansturningtotechnologyandequipmenttoget
themostoutoftheirexistingspace,forexample,different
racking and unloading products, new lift systems or
even new scanning software. A new system can allow
the employee to do more or do something different.
Be prepared to leverage existing and new technology
and be willing to take a carefully calculated chance
with a new provider who is outside your own region
or country.â
Engineered Lifting Systems Equipment Inc, based
in Elmira, Ontario, provides standard and custom
overhead material lifting systems and equipment as
well as the Destuff-IT and Restuff-IT line of
ergonomic end-of-conveyor lifts.
Bob Trojnar,
Sales Manager â
Material Handling
Division Canada,
Schaefer System
International Ltd
Richard Kat,
Vice-President â
Sales and Marketing,
Engineered
Lifting Systems
Equipment Inc
ďLeverage the latest technology to stay ahead
of competitors
ďSupply chain managers need to track costs and
efficiencies to identify the issues, then be open
to technology solutions from new suppliers
SUPPLYCHAINVISION2015
10. Special Advertorial Section
2015:REACHING HIGHER
Supply Chain Vision
Emily Atkins, Catherine Martineau,
Publisher/Editor-in-Chief, Sr. Account Manager
t: 416.510.5130 t: 647-988-5559
e: eatkins@bizinfogroup.ca e: cmartineau@bizinfogroup.ca
Supply Chain Vision 2015 is MMD
magazineâs annual outlook forum, where
supply chain executives have the opportunity
to share their vision for business in the year
to come. In the pages that follow youâll be
able to read how leaders from various parts
of the sector see the coming year.
From our perspective, 2015 is a year with
tons of promise. We are planning a year
jam-packed with interesting editorial
content and innovative opportunities
for marketers to reach our readers.
We are really pleased to be planning such
a great year in 2015, and we are looking
forward to having you join us. Our partners
are key to the success of the magazineâ
we anticipate a strong year of profitable
business as we work together to serve the
Canadian supply chain community with a
meaningful and compelling editorial product.
Please get involved with MMD next year.
Itâs your magazine and we look forward to
working with you on projects of all kinds. We
can be reached at the contact details below.
11. SUPPLYCHAINVISION2015
Advertorial
Investing in the future
How Canadaâs supply chain industry can overcome changing business conditions
Canadaâs warehousing and distribution companies are
facing challenging and uncertain times. Customers are
demanding more from their providers and at lower prices
â yet offer only short-term commitments in return. While
businesses may want to acquire additional space, invest
in efficiencies and service improvements, or develop new
offerings, they can no longer be sure that those investments
will pay off.
This revenue uncertainty has forced companies to
turn their focus to cost control while they work hard to
meet these increased expectations â potentially missing
opportunities to improve their business. As a result, cost
issues, space utilization, inventory and staffing currently
top the list of the industryâs growing concerns.
How can BDO help?
At BDO, we work with thousands of clients in various
business sectors across Canada. Our international network
of industry professionals has a wide range of financial
and advisory expertise to provide global problem-solving
capabilities and support our clients by addressing their
changing needs.
We have extensive experience in the transportation,
warehousing and distribution sector, working closely
with clients as their auditors, tax advisors and corporate
finance consultants. Our active participation in national
industry groups and a multitude of global organizations
enables us to be responsive to emerging industry issues
and better serve our clients.
To help clients address the key supply chain and logistics
issues prevalent in their industry, we have tailored our
services specifically for their needs:
⢠Audit and assurance services
⢠Tax advisory
⢠Risk advisory
⢠Scientific Research and Experimental Development
(SRED) advisory
⢠Financial advisory
⢠Technology solutions
⢠Transaction advisory
⢠Financial recovery
Serving the industry
This is not the first time Canadaâs warehousing and
distribution sector has faced a period of challenging,
changing business conditions â nor will it be the last. Our
industry involvement and subsequent conversations with
leaders in the sector have exposed strategies and tools for
addressing and overcoming these issues. Weâre confident
that together we will find a way forward and remain
successful in this different environment.
TolearnmoreabouthowBDOcanhelpyourtransportation,
warehousing or distribution business with these and other
challenges, contact BDO Partner and Industry Leader Kerri
Plexman at 416-369-3104 or kplexman@bdo.ca.
About BDO
BDO is one of the leading accounting and advisory firms in
Canadawithourstrengthsfirmlyrootedinthecommunities
we serve. Our professionals combine personalized, local
advice and service with national resources and experience.
As a member firm of the international BDO network, we
also have access to advisors around the globe with over 1,000
offices in more than 100 countries.
About BDO International
BDO Canada LLP, a Canadian limited liability partnership,
is a member of BDO International Limited, a UK company
limited by guarantee, and forms part of the international
BDO network of independent member firms.
BDO is the brand name for the BDO network and for each of the BDO Member Firms.
Kerri Plexman, Partner
T: 416.369.3104
kplexman@bdo.ca
12. SUPPLYCHAINVISION2015
Advertorial
Advanced technology, labour set
to shape future supply chain
Advances in technology and a growing labour shortage are
primed to shape supply chain developments in 2015 and
beyond. According to the Georgia Center of Innovation
for Logistics, the industry expects to add 270,000 new jobs
each year through 2018. However, a quarter of the existing
workforce is of retirement age â over 55 years old.
With baby boomers set to retire and a shortage of
skilled young workers to replace them, operations rely
on more temporary and part-time employees. As a
result, they face rising training costs and have difficulty
finding and retaining a high-performing workforce. This
labour situation and advancements in technology make
automated solutions increasingly attractive, driving many
operations to move employees to value-added jobs and
replace repetitive manual tasks with automation. This
increases operational capacity and gets the most value
from existing labour resources.
In addition to automated equipment and robotics,
Intelligrated offers picking and software solutions that
improve training, retention and productivity to help
operations cope with the shrinking skilled labour pool.
Intelligratedâs easy-to-use Datria⢠Voice solution
requires minimal training for rapid user acceptance â
ideal for operations that scale their workforce to meet
seasonal and sudden increases in demand. Datria Voice
can achieve 99 percent order fulfillment accuracy rates
and result in up to a 35 percent increase in productivity
over manual processes. Built on a flexible cloud-based
model, the solution scales to meet the demands of small
and large enterprises and drives productivity throughout
the supply chain, in:
⢠Receiving
⢠Putaway
⢠Replenishment
⢠In-store retail
⢠Mobile field service
⢠Virtually any picking methodology
⢠Slotting replenishment
As part of its software suite, Intelligrated offers labour
management software with a variety of tools to increase
labour efficiency. The Intelligrated GoalPostÂŽ labour
management software (LMS) tracks performance,
forecasts workforce requirements and fosters a culture
that incentivizes productivity, self-management and
continuous improvement.
Extensiveperformancedataandanalyticsallowoperations
to incentivize high-performing employees and identify new
techniques to implement with the rest of the workforce,
improving retention and increasing overall productivity.
For new or temporary labour, GoalPost evaluates employees
based on training curves that account for time in the
facility and projected improvement. This leads to earlier
identification of strengths and weaknesses, and enables
supervisors to intervene with coaching as necessary.
Of course, for true supply chain success, operations must
take a holistic approach to the supply chain. Intelligratedâs
voice and LMS solutions integrate seamlessly with the
rest of its software suite and automation lineup, working
together to increase efficiency and build smarter, more
productive distribution and fulfillment operations.
With best-fit solutions backed by total lifecycle
support, reliable project execution and a company-wide
commitment to deliver on promises, Intelligrated looks
forward to solving more manufacturing and distribution
challenges in 2015.
Steve McElweenie,
Vice President
General Manager,
Intelligrated Canada
T: 905.813.5001
steve.mcelweenie@
intelligrated.com
www.intelligrated.com
13. SUPPLYCHAINVISION2015
Advertorial
Are you ready to run a
better business with voice?
As we finish 2014 and make plans for 2015, we are all
reviewing our organizational goals and team objectives
to get an accurate pulse of the business. If you are still
asking, âWhat else should we do to improve our worker
performance and efficiency? What else can we do to make
a good team better? How can we make 2015 our most
successful year ever?â I believe we have the answer.
Continuous improvement requires continuous review and
consideration. Honeywell is committed to help you find
ways to go beyond the status quo and make your efficient
business even more successful. We do that by providing
you with the most trusted and deployed voice solution in
the world. Honeywellâs smart and innovative technology
solutions are designed to make your DC operations run
more efficiently â streamlining worker processes to gain
greater workforce productivity. EventhemostsuccessfulDCoperationscontinuetolookfor
ways to fine-tune their organization. Honeywell Vocollect
voice is the most trusted and deployed voice technology in
the world â in fact, we have more installations than all of
our competitors combined. Our award-winning portfolio
includes the industryâs only voice and scanning solution.
Weâll enable you to gain greater insight about your
workersâ performance and help find ways to simplify their
tasks.Together,weâllevolveyourworkforcefromcapableâŚ
to confident.
Are you ready to run a better business with voice?
If so, give us a call today at +1.412.349.2515, or visit
www.vocollect.com.
Taylor Smith
Vice President GM
Mobility Software Solutions
703 Rodi Road
Pittsburgh, PA 15235
T: 1.412.349.2515
vocollectinfo@honeywell.com
www.vocollect.com
14. SUPPLYCHAINVISION2015
Advertorial
Supply chain solutions for
temperature sensitive products
VersaCold is Canadaâs largest provider of supply chain
solutions for temperature sensitive products. Operating
throughout Canada and with services extending into
the United States as well as globally we work closely
with our customers to provide specific solutions for their
temperature sensitive products. Whether it be increasing
revenue, improving product quality, reducing capital or
improving the bottom line, VersaCold has the resources.
Our consultative approach begins with understanding
our customerâs needs. Through the use of advanced supply
chain modelling tools we can optimize and configure the
ideal solution. Through ongoing reviews we work closely
with our customers to establish continuous improvement
goals and recommendations.
Cold Chain assurance is a critical part of any solution.
As part of our team of resources we employ team members
with deep backgrounds in food safety and food science as
well as other specific safety and compliance resources.
Technology and information is a key enabler to any
supply chain. We deploy world class WMS and TMS
applications with full EDI connectivity, temperature
reporting monitoring, report customization and recall
support to name a few.
Through our five operating divisions we are able to
provide a range of services from a single element to a fully
outsourced solution. Our divisions include:
VersaCold Transportation Solutions
⢠LTL (frozen and refrigerated)
⢠TL (frozen and refrigerated)
⢠Dedicated Contract Carriage
VersaCold Transportation Management Solutions 4PL
⢠Intermodal TL (frozen, refrigerated, ambient)
⢠Domestic cross border TL LTL
(frozen, refrigerated, ambient)
⢠Transportation Management Freight Brokerage
⢠Fully managed supply chain solutions (4PL)
VersaCold Third Party Logistics
⢠Dedicated facilities
⢠Dedicated Contract Carriage
⢠Fully Integrated Logistics Services
VersaCold Logistics Solutions
⢠Frozen and refrigerated warehousing
⢠Value-added including treating, packaging,
processing labelling
⢠Reverse logistics recall management
⢠Cross docking
⢠Inventory management
VersaCold Distributor Services
⢠Specialized Distributor of frozen and temperature
sensitive food products
⢠Marketing support merchandising
⢠Inventory planning replenishment
Douglas Harrison,
President CEO
T: 905.265.7176
www.versacold.com
15. SUPPLYCHAINVISION2015
Advertorial
KPMG Supply Chain Operations
In a continuously changing market environment,
supply chain management is one of the cornerstones of
an organizationâs performance, providing competitive
advantagesthecompanyneedstosucceed.Longconsidered
cost centers, supply chains are now strong differentiation
drivers and an integral part of corporate strategy.
KPMGâs Supply Chain professionals can assist you with the
full range of process, technology and people change levers
essential to building a durable competitive advantage
through these key services: Supply Chain Transformation,
Distribution Network Optimization, Integrated Business
Planning, Lean Operations, Technology Enablement, and
Change Management.
Recognized for their in-depth knowledge of operations,
supply chain and logistics, our professionals have extensive
experience in industry and advisory services. With the
ability to leverage KPMGâs extended team around the
world, they serve Canadian, American and international
companies of all sizes, both private and public.
How we are different
⢠Experience of leading supply chain and operations
transformations in companies around the world
⢠Global reach; we are where you are
⢠End-to-end supply chain transformation capabilities
⢠Measurable PL and operational performance impacts
⢠Global Supply Chain and Procurement Centers of Excellence
⢠Proprietary tools and strategic technology relationships
Jerome Thirion, Partner,
Advisory Services
Management Consulting
T: 514.840.2316
M: 514.983.9277
jthirion@kpmg.ca
Our mission is to support the Supply Chain Executiveâs agenda
16. SUPPLYCHAINVISION2015
Advertorial
Customer-centric innovation at
Air Canada Cargo
In 2015, Air Canada Cargo has its sight fixed on customer-
centric innovation. The airline is in expansion mode
and weâre taking full advantage of new aircraft, capacity
upgauges and new routes.
But air freight is all about speed and efficiency, and while
there are opportunities for us in network expansion, weâre
also focused on using innovation to maximize efficiencies
and create value for our customers. In this regulation-
heavy industry, improving the processes we control to
deliver improved service, and reduce costs, is critical.
Moving Forward with Mobile Technology
Mobile technology is changing how we do business. Our
mobile app is popular with customers, allowing them to
track shipments and receive notifications. We also use mobile
technology to enhance and streamline our own processes.
We developed iRamp and iLynx, two pieces of mobile
technology, to maximize efficiencies in our warehouses.
iRamp is a dispatching tool that manages how freight
is run from the facility to the aircraft, and allows us
to monitor where the vehicles are at all times. It sends
notifications right to the vehicles when freight is ready to
be picked up on the ramp.
iLynx puts our full operating system on an iPhone or
iPod in the form of an app, and right in our employeesâ
hands â they can scan containers or air waybills right in
the warehouse. It can also provide real-time information
about shipments. Itâs currently deployed for import
functionality in Montreal, Toronto and Vancouver. In
2015, weâll be rolling out to all our stations with full import
and export functionality.
Both applications have had a significant, positive impact
on productivity and service levels, and customers get an
immediate benefit. And as an added bonus, our employees
like working with the tools â theyâre fun.
Innovative Solutions
iRamp and iLynx are operational innovations that benefit
our customers in multiple ways. Weâre also constantly
innovating at the commercial level. We must ensure
that our service offering can grow along with, and even
anticipate, the demands of the marketplace.
For example, this year we asked our customers for
feedback about our AC Cool Chain solution, looking for
ways to enhance it. As a result, we introduced Dupontâ˘
TyvekÂŽ Air Cargo Covers as a value-added option for
perishable shipments originating from select stations.
Weâve been very pleased with the result of the covers and
will be extending their availability in 2015.
The marketplace is increasingly asking for â and
expecting â real-time tracking information about
shipments in transit. GPS tracking devices are being used
more frequently by shippers who want maximum visibility
for their high-value or sensitive shipments. To meet this
demand, we recently announced the approval of several
GPS tracking devices for use on our aircraft.
These initiatives - the DuPont⢠TyvekŽ Air Cargo Covers
and GPS tracking devices â are examples of the type of
customer-centric innovation weâre embracing in 2015. We
want to open doors for our customers, facilitate their access
to technology and opportunities to grow their businesses.
www.aircanadacargo.com
Lise-Marie Turpin,
Vice-President, Cargo
17. SUPPLYCHAINVISION2015
Advertorial
TFT takes visibility and accountability
to new levels for 2015!
In 1989 TFT Global Inc. started as a small quality sort
company in Tillsonburg, Ontario with one location
and a handful of employees. Today TFT is a global full-
service Third-Party Logistics provider with 8 locations,
flexible service offerings, and over 200 employees. The
most impressive point is that they are still growing and
prospering in todayâs economic uncertainty. If you ask
what they attribute their long-term success to they will
reflect on their core principles of Passionate People,
Responsible Growth, and a Solid Reputation. Underneath
all that lies the true secret to their business⌠exceeding
their customersâ expectations and ensuring transparency
to those clients. This allowed them to reach a level of trust
that far exceeds the competition.
Any company can offer quality containment and logistics
services, but TFTâs niche is their priority to ��listenâ to
their customers and incorporate âcustomer needsâ into
high-level business plans year after year. Not only do
they have the ability to develop software in-house that is
fully customizable and that can communicate with ease
with their customersâ systems, but they have a dedicated
Progressive Development team who solely looks at ways
to increase efficiency, reduce liability, and improve service
through technology. Today TFT leads the way in the
distribution industry with privately-developed customer
portals that offer a direct interface with OEM production
systems at a higher level than any of their competitors. This
interface results in live-reporting systems. They have been
designed to allow their customers real-time data regarding
inventory levels, min/max alarms, cube utilization, route
schedules, and more.
Obvious are the benefits real-data can bring to a clientâs
ability to ensure proactive and productive decisions
within their business, but live-reporting tools hold TFT
accountable,asaserviceprovidertotheirownperformance
more than any KPI or written procedure. It isnât about
whether or not a mistake will happen because we know it
will at all levels within all parties and all departments of a
supply chain. What is critical is the transparency of such
issues to avoid a financial impact and ensure âall hands
are on deckâ. Even more valuable is the aftermath of being
able to perform true root-cause analysis with objective
documented information and prevent future occurrences.
In addition to holding accountability to a new standard
TFT can use this information to improve their own
internal communications across departments.
Moving forward TFT is bringing this level of technology
to the Quality Services side of their business. Their new
Vantage software has been fully implemented in all
locations as of October 2014. 2015 brings live containment
sort data, reject counts, billing information, and onscreen
work instructions to the hands of every client with internet
accessibility. Performance metrics are incorporated into
their reporting tools which can be customized to each
client and industry. TFT is eager to see the impacts on
their KPIâs for 2015 and will continue to challenge their
processes under this new software for further efficiencies
along the way. Bring on the New Year!
Dawna Peat,
Strategic Development
T: 519.926.0012
dpeat@tftglobal.com
tftglobal.com
18. SUPPLYCHAINVISION2015
Advertorial
Specialists in supply chain recruiting
We concentrate exclusively on recruitment within supply
chain, leveraging the extensive industry experience
of our seven-member team. Simply put, as drivers of
success for numerous transportation and supply chain
companies, our team has learned firsthand what kind of
skills, experience and personality it takes to fill critical
positions. We operate confidentially and effectively from
inside the industry.
Wearetransportationandsupplychainindustryexperts
All of our associates gained substantial career experience
in the supply chain or transportation industry before
joining Reimer Associates as recruiters. Their background
gives them â and the entire Reimer team â unprecedented
knowledge to satisfy our clientsâ recruitment needs. There
is simply no substitute for having worked within the
industry when seeking to fill industry-related positions.
Our experience gives us not only credibility with clients,
but with passive candidates with whom we have developed
relationships with over many years.
Our intelligent database grows continually
Our database of qualified candidates numbers tens of
thousands and grows each and every day. We expand this
resource through constant research and headhunting
within the industry, using social media, industry
associations, personal one-on-one networking, advertising,
and responding to numerous referrals that come our way.
In addition to working from our database, we identify
specific companies to target in every new search, to ensure
our clients receive the best possible slate of candidates.
Because we stay so close to the pulse of the industry,
and our research is fresh and relevant, we fill searches in
days instead of weeks or months. Thatâs a great benefit to
our clients.
Our process works for you
Because of our extensive and up-to-date supply chain
database, in addition to our laser-like targeting, we can
develop a broad list of candidates to be interviewed. Our
interviewing and reference-checking skills are well honed
and highly professional. Before presenting a candidate to you,
we conduct thorough personal interviews that incorporate
significant behavioural questioning. We have selected all
Reimer associates on the basis of their substantial people
skills and their ability to sort through multiple candidates,
so theyâre highly proficient at developing an outstanding
short list. We see each personal interview as an important
interaction. And because we have all hired dozens of people
in our previous industry careers, weâve never forgotten the
importance of each new person to our clientâs organization. In
addition, our extensive industry knowledge and connections
often allow us to reach beyond the supplied references so we
can speak candidly with people who are familiar with the
candidate. We see our exhaustive reference-checking as the
final confirmation or rejection of our short list of candidates.
You can count on us for the long haul
Ourreputationfortaking
our work seriously and
delivering outstanding
value to our clients is
well known within the
supply chain industry.
We pride ourselves on
having developed long-
term relationships with
some of the industryâs
most well-respected
companies. We look
forward to working
with you!
Ross Reimer, President
T: 905.844.6424
rreimer@reimer.ca
www.reimer.ca
19. SUPPLYCHAINVISION2015
Advertorial
SSI Schaefer designs and implements
efficient warehousing solutions.
SSI Schaefer is dedicated to providing our customers with
Dynamic Storage Solutions designed specifically for semi-
automated warehousing applications. Our creative and
analytical approach along with our keen attention to detail
makes us very successful.
By customizing each solution to specific customer storage
and operational requirements, we offer our customers
turnkey solutions at a premium ROI. These are the key
elements that set Schaefer apart from our competition.
Considering todayâs trend of minimizing the footprint for
storageandoperations,therequirementfordevelopingnew
and advanced storage solutions increases exponentially.
Thatincludestheneedforefficiencyinlabourmanagement.
By changing the paradigm from âman to goodsâ to âgoods
to manâ, Schaeferâs semi-automated storage solutions
address customersâ demands for efficient and yet not fully
automated systems which function successfully now and
will continue to do so in the near future.
Today, an increasing number of small and medium-size
companies are seriously considering the implementation
of semi-automated storage solutions. Schaefer Dynamic
Storage Solutions are a perfect fit thanks to their scalability.
OurDSSproductlineincludesVLMLogimat,anautomated
storageandretrievalsystem,anewlydevelopedAutoCruiser
conveyor and a E-Pick, Pick-to-Light technology. All three
warehousing systems are designed for efficient storage and
fast, accurate picking of small and medium parts. Mobile
Pallet Racking and the Deep Channel Storage Orbiter are
exclusively designed for condensed pallet storage. Each
storage and retrieval solution has a unique application
which is specifically tailored to the needs of our customers.
SSI Schaefer is proud to provide complete service, from
data analysis and consulting, to complete manufacturing
of all storage technologies-including plastic and steel
containers-to installation and service. The Schaefer team
is dedicated to delivering superlative customer solutions.
Schaeferâs Dynamic Storage Solutions can operate in a
stand-alone configuration or can be seamlessly integrated
with a customerâs WMS. When integrated with other
logistics equipment they can become fully automated
storage and retrieval systems.
Schaeferisaninternationallyrecognizedleaderinthematerial
handling industry with a presence in over fifty countries
providing custom-tailored solutions for small and very
large operations with diverse
complexity. Our core belief is
that we can provide the most
effective and efficient storage
and operations solutions;
we have built our reputation
on more than 70 years of
experience in doing just that.
Contact Schaefer today for
a turnkey solution that our
team will design specifically
to suit your companyâs unique
storage and logistics needs.
Bob Trojnar, Sales Manager,
Material Handling
Division Canada,
Schaefer System
International Ltd.
T: 905.458.8874 x33
M: 416.998.8874
bob.trojnar@ssi-schaefer.ca
www.ssi-schaefer.ca
20. SUPPLYCHAINVISION2015
Advertorial
Konstant â
Where customer focus is built in
The Econo-Rack Group Inc., better known as Konstant/
RediRack/Econo-Rack and TechniRack, has been designing
efficiencies for the warehouse storage market through
innovative products and services for the past 27 years.
Canadian and U.S. customers know they can rely
on our racking and shelving solutions engineered to
fit specific, customized warehouse environments. But
Konstantâs commitment to customer success doesnât stop
at smart design. Konstant is continuously striving to set
new technology benchmarks for the industry as a whole,
redefining what it means to be truly âcustomer-centricâ.
The organization invests heavily in integrated technology
to improve the end-to-end experience for customers.
From material handling requirements to installation, the
process is supported by customized digital tools created to
maximize the customer experience.
DigiDetail
This is an interactive, tablet-based product and services
demonstrationtoolequippedwithaself-updating,customer
segmentation database. The system selects products
appropriate to the customerâs requirements and intelligently
displays the most relevant content in an auto-configured,
interactive presentation. Sales experts use DigiDetail in the
field to ensure customer visits are efficient, informative and
productive,withoutofferingsolutionsthatareinappropriate
for the customer. Seeing is believing, and DigiDetail allows
the customer to visually see how Konstantâs products and
systems work so they can make an educated decision.
AKCESS
ThisautomatedcustomersurveysystempromptsKonstant/
Redirack customers to evaluate sales interactions and
logistics solutions. Customer feedback is paramount in the
Companyâs strategy, and AKCESS ensures every customer
is offered the opportunity to provide commentary to
improve the process. Every survey is taken seriously, with
digitally driven action plans to ensure a prompt customer
response to any identified area of opportunity.
Inquiry Systems
Sales reps stay on top of customer projects and
developments with the help of Inquiry Systems. Integrated
with the customer database, these tools alert reps to orders,
shipping, deliveries and other important events through
automated notifications systems. Customers can expect to
be informed throughout the buying process with a well-
connected account manager at the wheel.
These advancements are the direct result of the
visionary leadership of Kevin Squires (VP of Business
Technology) who understands that Konstantâs dedication
to pushing the envelope in customer-centric systems isnât
accomplished with technology alone. Bringing over 23
years of Pharmaceutical experience to bear, Kevin Squires
has introduced innovative, ground-breaking systems and
practices to the industry, and with the help of a proactive
management and technology team, he has ensured that the
organization continues to keep one goal in mind â making
sure the customer is the primary focus.
The industry leader in warehouse storage solutions was
built on a foundation of tireless commitment to customer
satisfaction,smarterworkingpractices,hardwork,dedicated
staff and management vision; technology has simply helped
us take that commitment to the next level. Technology has
also helped increase efficiencies and decrease costs which are
passed on directly to the customer!
For more information on how Konstant/RediRack can
help you with your warehousing storage needs, please
contact us at (905) 337-5700.
Kevin Squires,
Vice President,
Business Technology
T: 905.337.5737
kevin.squires@
konstant.com
21. SUPPLYCHAINVISION2015
Advertorial
Active International
It seems every day the business world is becoming
more competitive.
Technological advances, flat markets, new competitors,
nervous consumers and global uncertainties all impact
Canadian organizations.
Youâre likely finding in your own business that the
difference between a profitable year and one that is not
can be found in small variances in line items (often in
inventory, capital equipment and real estate).
Companies canât afford to keep assets on the books that
arenât contributing to the bottom line.
Everything (and everybody) needs to produce at a high
level to ensure an organizationâs continued success.
Historically companies have liquidated stale assets (like
inventory and old capital equipment). However, balance
sheets suffer; liquidation typically recovers only one-third
of an assetâs original value. Itâs no wonder many Fortune
1000 companies are embracing corporate trade as a
strategic tool to maximize value on such assets.
Why leading brands use corporate trade
In the era of innovation, consumer goods brands find
themselves in a constant state of beta with new product
development. And with a continuous cycle of ânew and
improvedâ, comes the cost and supply chain implications
of transitioning from one sku to another.
As much as we all wish for a crystal ball, even the most
successful companies canât predict all market variables,
leading to slow inventory turnover.
Many leading companies around the world are planning
for inventory risks using corporate trade as a safety net.
Excess inventory sitting in your warehouse, or outdated
factory machinery incurs carrying costs, causing you to
take a loss on your books.
Using corporate trade is one way you can recover that loss,
while driving cost savings in other areas of the business.
A rapidly growing industry
Corporate trade is thriving. Over the past 30 years, new
corporate trade providers across
North America have entered the
market in order to meet demand
from companies that want to remain
competitive and profitable.
How it works
⢠Once youâve identified an
underperforming asset or inventory
you no longer need, a contract is
negotiated with your corporate trade provider, who
buys your assets at full value for trade credits (they are
typically recorded as a prepaid expense)
⢠They re-sell your assets into channels approved by your
company (or you can choose to manage that re-sale
transaction yourself).
⢠Your business uses the trade credits with cash to purchase
advertising space, business travel, research, 3pl, and more
⢠The result is realizing the full market value of your asset
through a reduction on business expenses over time
Whether you work in supply chain, finance, sales
or marketing, delivering target EBIT to company
shareholders is everyoneâs top priority.
Inalllikelihoodyourorganizationisfacedwithuntapped
opportunities, and challenges that can be overcome by
including corporate trade into your supply chain strategy.
Active International Canada has set the standard for
corporate trade for close to 30 years. During that time
weâve executed thousands of successful transactions,
helping companies meet their bottom line commitments.
To learn more, contact us for an assessment.
Andrew Bulmer
SVP, Managing
Director - Canada
T: 416.218.2370
M: 416.671.0155
abulmer@
activeinternational.com
www. activeinternational.com
22. SUPPLYCHAINVISION2015
Advertorial
Internet of things in the supply chain
Making the Unknowable Knowable
Gartner predicts by 2020 over 26 billion devices will be
connected through the Internet. But what does that mean
for the Supply Chain Industry?
Two words: Greater Visibility.
IoT (Internet of things) will go places that humans canât
reach and shouldnât by virtue of cost and safety. This
means it will be filling gaps that are known blind spots
in your supply chain. For example, there is often a time
gap between the arrival of a trailer and when it actually
gets unloaded. You may think that the truck arrives when
the first scan is recorded, but a sensor can actually tell you
when the trailer docks and when the doors open.
For me the âholy grailâ of inventory management and the
real promise of IoT are truly knowing how many resources
go into moving an inventory from one location to the next.
Unlike our manufacturing counterparts, who have the
knowledge of exactly how many machine cycles, material,
time, and labour go into making a finished product, the
warehouse manager can only tell you how much labour
and time go into a typical inventory transaction.
Missing from the analysis is the material handling
equipment used to move that product around. No surprise
that when the production manager asks for a new piece of
machinery she can tell the CFO exactly how much more
output or energy savings the new machine will conserve.
On the other hand, the warehouse manager can only say
he needs a new fork lift truck from its recent record of
repairs. Guess who wins the capital request?
IoT will level the playing field by giving the supply chain
manager the tools to measure the amount of resources both
in terms of humans and machines when it comes to every
inventory move. One of the key tools that will be coming
to our aid is an inexpensive device called a Bluetooth
Beacon. These beacons are in reality small computers to
the extent that they have processors, power supplies, and
Bluetooth radios. They are not like the Bluetooth devices
of the past, which typically took up to a minute to establish
a connection. Connectivity happens in seconds and these
devices last up to four years in the field.
At ViascanQdata, we will be starting three beacon pilots
to track the location, speed and direction of fork lifts and
other material handling equipment in the warehouse.
When paired with the warehouseâs inventory transaction
data, we will uncover a treasure trove of new metrics
and analytics.
Some of the insights weâll be able to provide our pilot
project participants will include:
⢠Output by equipment type
⢠Output per linear foot of travel
⢠Location of assets
⢠Equipment utilization by function
⢠Equipment Utilization percentage
If you want to learn more or see the results of our pilots
please contact me.
And hereâs my prediction: Gartner is wrong on the 26
billion â it will be much more.
Scanners On!
Jeff Lem, VP,
Systems and Solutions
T: 1.800.900.7226 x2286
jlem@viascanqdata.com
www.viascanqdata.com
Imagefromestimote.com
23. SUPPLYCHAINVISION2015
Advertorial
3D Storage Solutions RX Pallet Rack
protects your investment â
today, tomorrowâŚ
Planning and sourcing a new or retrofitted Distribution
Centre or Storage Warehouse can be a daunting
challenge. There are numerous essential factors to take
into consideration; space utilization, workflow process
efficiency, labour productivity, future scalability and yes,
the resounding factor most often heard- cost.
No one should argue that pallet racking capital costs are
immaterial in the construction of a warehouse storage
system; however, a case can be made for subsequent
replacement and maintenance expenses associated with
the pallet racking system. Wherever there are fork lifts,
there will be pallet racking damage.
3D Storage Solutions has developed RX pallet racking
(Figure 1) with Tubular profile that will greatly mitigate
the inevitable expensive replacement, repairs and
decommissioning attributed to pallet rack damage. Open
section standard roll-formed rack just doesnât withstand
the rigors of day to day operations in the warehouse
storage environment.
Superiority belongs to the strongest, safest pallet rack.
By strongest we not only mean load bearing, but strength
to withstand impact and torsional forces (Figure 2).
The upright steel column is the backbone of any pallet
rack system. None can compare to 3D Storage Solutions
exclusive closed tubular column which has 200 times more
resistance to torsional forces than comparable open
channel columns found
in ordinary pallet
rack. This tubular
column also has
much greater
resistance to fork
truck impact.
Combined with
tubular X bracing
instead of standard
open channel diagonals
on the uprights, the 6
point beam connection
combined with a
superior spring
locking clip and youâve
got the very safest pallet
rack money can buy.
Speaking of cost, 3D Storage Solution pricing is comparable
or less in cost to standard open channel pallet rack.
RX Pallet Racking Features
Strength and Greater Impact Resistance - Any engineer
will confirm the fact that a tubular column is stronger than
an open section column. A closed column also increases
torsional resistance more than 200 times over any relative
open shape. All 3D RX columns, beams, horizontals and
diagonals are tubular. Thatâs superior pallet rack!
Damage Resistant Tubular X-Bracing â 3D Storage
Solutions frame x-bracing provides support in both
tension and compression. Closed tubes reduce catch points
for pallets and loads when loading and unloading, and are
cleaner than open backed channels.
When purchasing your pallet rack storage system,
think safety, think product damage, think liability and
think peace of mind. Then contact 3D, and weâll help
you design a pallet racking system that meets all of your
warehousing needs.
Paul Haggett, Principal
T: 905.634.0027
T: 1.877.557.2257
paulhaggett@
3dstoragesolutions.com
www.3dstoragesolutions.com
24. SUPPLYCHAINVISION2015
Advertorial
Destuff-IT⢠Unloaders
Restuff-IT⢠Loaders
A Better Way to Handle Container Contents
Destuff-IT⢠Unloaders and Restuff-IT⢠Loaders are
unique in the market place. Used by workers tasked with
manually handling product into and out-of containers and
trailers. They are unique solutions that optimize worker
and conveyor position from floor to top of container.
First launched by Engineered Lifting Systems
Equipment Inc. (ELS) in 2009, these machines have
undergone continuous improvement for enhanced
performance, reliability and features. They are currently
being used in warehouses, distribution centers and third
party logistic organizations in several countries. Benefits
of the machines include: productivity gains, increased
efficiencies and reduced worker injuries.
Dr. Steve Lavender of the University of Ohio is currently
conducting an ergonomic study focusing on the benefits of
boththeDestuff-ITâ˘UnloadertheRestuff-ITâ˘Loader.The
study measures and qualifies ergonomics and efficiencies. It
is being conducted in selected industry sites in Ohio, USA.
Case Studies for several Destuff-IT⢠units have been
developed and customers have been very willing to
share their results with ELS. These studies assist in not
only understanding real numbers relating to investment
returns, but also highlight ELSâs wide customer base.
âAs far as unloading at inbound docks, it is realistic to
achieve a 900/hour or higher case rateâ, says Richard Kat,
VP of Sales Marketing for ELS. This has a significant
effect on all productivity for the distribution centre team,
impacting scheduling, storage, facility docks and floor
space allocations.
In a client testimonial about a Destuff-IT⢠installed
August 2014, David Hart (Production Manager)
commented, âI honestly mean this when I say, this is
the best investment we have ever made in the QA and
Receiving area, and I have been with the company for 26
years! We absolutely love it! I honestly think that we can
unload a container in 1 hour once we really get the hang of
it. Our normal unload time is right about 3 hours the way
we were doing it [pre-Destuff-IT⢠installation].â
As a result of increased interest and growing sales, ELS
is expanding manufacturing capacity to accommodate
demand. âFor more than 4 decades, our company has been
part of Waterloo Region (Ontario, Canada)â, said Kat. âWe
are committed to our products, customers and employees.
We are excited to expand our facilities again and look
forward to continued success in the years ahead.â
ELS has attended supply chain and logistic tradeshows for
the past three years to showcase these innovative products
and gain insight into market demands. In 2015 ELS will
again attend Promat in Chicago, IL and will be exhibiting
the most current model of Restuff-ITâ˘, a machine that has
bi-directional capabilities.
Upcoming webinars related to product description, ROI
calculation and other topics relating to the Destuff-ITâ˘
will be available as listed on www.destuffit.com .
Richard Kat,
ELS VP Sales Market
T: 519.669.5545 x225
rkat@engliftsystems.com
www.destuffit.com
25. SUPPLYCHAINVISION2015
Advertorial
Is it the brains, or is it the brawn?âŚ
What Keeps Frazier Customers Coming Back?
Actually, we know it takes just the right mix of both - the
brute strength and durability of our 100% structural steel
storage systems and, more importantly, everything else that
stands behind the steel; almost 65 years of system design, en-
gineering, testing and implementation expertise, channeled to
solve your toughest storage and material handling challenges.
THIS is what keeps Frazierâs customers coming back.
From standard pallet rack to complex pick modules and
AS/RS installations, Frazier Industrial helps each customer
develop the most cost-efficient solution to maximize space
and achieve optimal productivity. Customers throughout
the U.S. and Canada benefit from Frazierâs extensive
support teams across sales, design, engineering and project
management, each providing comprehensive expertise from
early concept development to system installation, including:
⢠Advanced System Design Engineering
⢠Strategic National Manufacturing
⢠Material Handling Systems Integration
⢠Project Site Management
⢠National Installation Teams
⢠After Sale System Support
Flex Manufacturing Saves Time and Money
Frazier provides a superior product at a competitive price by
relying on a highly productive network of U.S. and Canadian
âmini-millsâ and strategically located fabrication facilities.
This allows us to deliver material as quickly as possible to
any geographic region. Frazier has 10 manufacturing plants
strategically located throughout North America as well as
our Canadian Sales/Logistics offices in Vineland, Ontario.
Frazier Storage Systems
⢠Selective Pallet Rack ⢠Glide-InŽ Push-Back Rack
⢠Drive-In/Drive-Thru ⢠Pallet Flow
⢠Multi-Level Pick Modules ⢠SelecDeckŽ Carton Flow
⢠Automated Storage ⢠Rack Supported Buildings
Retrieval Systems ⢠Deep Lane Pallet MoleŽ Shuttle
âWe equip our company with the tools needed to provide
the highest quality products, delivery and service,â
says Dan Garside, Canadian General Manager, Frazier
Industrial Company. âOur investment in manufacturing
technologies, product development and in our expert
staff has helped Frazier provide the best in custom storage
solutions across all business sectors.â
Specialized Applications by Industry
⢠Beverage ⢠Food Processing Dist.
⢠Manufacturing ⢠Cold Storage
⢠E-Commerce ⢠Retail ⢠3PL/Warehousing
⢠Automotive ⢠Pharmaceutical
Semi-Automated, Deep Lane Pallet Mole - Water Bottle Production facility
Rack Supported Building -
Commercial Printing
High-Bay VNA System - Cold Storage/3PL Facility
Dan Garside
General Manager
T: (905) 562-4500
dgarside@frazier.com
www.frazier.com