| |
|
|
|
| |
 |
 |
Gazing into the mirror |
|
CEOs of third-party logistics companies worldwide share opportunities, strategies and struggles. |
|
Global data synchronization |
|
Industry executives in retailing, manufacturing and distribution address the way trading partners must manage and share critical information in this IBM study. |
|
Building value in logistics outsourcing |
|
To realize the full value of outsourcing, more customers are recognizing the need to broaden their span-from purchasing piecemeal transportation and warehousing service to fewer, bigger contracts with much wider scope. |
|
The human side of continuity planning |
|
Even if your company's business continuity plan serves to protect its physical assets, such as data, network(s), core business applications and facilities, is it also addressing the human side of disasters? |
|
Business excellence through service management |
|
Successful implementation of any key business service initiative depends on a business service strategy that aligns all vital business resources. |
|
Parcelhouse leverages flexible pricing as it reshapes logistics management |
|
24/7 logistics information management is Parcelhouse's business, gaining an edge is their objective. An open platform with single interface tracking improved system availability, recovery time and usage, with no increase in IT costs. |
|
Sernam increases employee productivity and improves customer satisfaction with an RFID parcel tracking system |
|
Managing spikes in package volume, reducing tracking errors and meeting delivery deadlines were Sernam's goals. An RFID system lowered customer claims and calls, and misdirect costs, while increasing productivity and customer satisfaction. |
|
The GMA 2005 Logistics Survey |
|
This IBM survey, conducted with the Grocery
Manufacturers Association, captures
significant trends and operational benchmarks
for supply chain management. |
|
|
  Print this page  E-mail this page |
|
|
