@Alantria: many thanks for the interesting editorial and for highlighting innovations in the sector. By reading your article and posts below, I was wondering from a real perspective how many companies are reading for going global, in principle; believe it or not, I've experienced there are still significant steps to do for convincing some managers in going global; any thoughts about?
Tracking and visibility are key components to better decision-making and greatly assist companies in rapidly adapting to changes and unexpected events in their supply chains.With that said, 3PLs may provide a quick fix to an expanding global supply chain, but due diligence is needed as many global 3PLs are still operating in what could be considered antiquated operational environments and manual processes.
Himanshugupta: I would agree with you and prabhakar on this. Establishing a business in a foreign country is not easy and one has to look for a lot of variables that could effect business.
However, in terms of supply chain there is one way through which a business might find it easier to supply goods to a different country. And that is to form strategic alliances with 3PL to distribute goods different geographic locations.
Visibility is key to decision-making, and the more established and reputable carriers have the software tools to allow this. Especially in intermodal logistics, each segment of the supply chain is a potential trouble spot that is important to monitor.
Eldredge, I have the same thoughts. Tracking is extremely crucial if you are talking about shipments over sea and in different continents. Companies that track their inventories, identify potential stopages and inform the clients before hand about any delays make sound business relations. If a company can convince the customer about a potential delay before hand it will always help them out in the long run.
In my opinion, apart from using the modern technology and tools to expand your horizon across the globe, a global company must understand the cultural nuances in each country or civilization to become successful . Each culture and each civilization has its own measures of what is ethical, what is non-ethical, the human relationship and the social behavior . All these thing carry a definite weight age while doing international business
Alantria you outlined a some key essentials to shippers that have established their presence internationally. I would add managing risk as another key essential for shippers. While risk could be bucketed into some of the areas you've discussed I think it needs its own bucket. Companies must decide how much time, money and effort should be allocated to prevention vs. response.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.