Attendees at CSCMP's 2009 Annual Global Conference may have come from all over the world, from companies big and small, but there's one thing they all had in common: a desire to hear the latest ideas and innovations from leading practitioners, consultants, academics, and service providers in the fields of logistics and supply chain management.
Despite the challenging economic picture, some 2,600 participants gathered in Chicago, Illinois, USA for CSCMP's biggest event of the year. In addition to educational sessions and keynote/general session presentations, attendees could choose from a wealth of other events, including the Learning Exchange, the Student Showcase, special award presentations, networking luncheons, and many more.
If you weren't able to attend this year —or if you did but couldn't get to as many sessions as you would have liked —the following highlights from this year's conference will give you a taste of what you missed. Next year's conference will be held in San Diego, California, USA from September 26-29, 2010.
CSCMP elects new officers
Each year CSCMP introduces its new board of directors at the Annual Global Conference. For 2009-2010, the board will be chaired by Robert B. Silverman, vice president, IT business systems for Tommy Hilfiger USA Inc. Silverman, a CSCMP member for over 15 years, oversees the development and support of information technology systems that support product design, supply chain operations, and finance at the international apparel maker.
Other newly elected officers include:
Immediate Past Chair Roger W. Woody, founding partner of Performance Consultants LLC and executive lecturer and director, SCM external development at the School of Business of the University of Kansas;
Board Chair-elect Keith Turner, general manager, alumina and bauxite sales for ALCOA Inc.;
Board Vice Chair Nancy W. Nix, executive director, EMBA Program and associate professor of supply chain practice at the MJ Neeley School of Business at Texas Christian University (TCU); and
Secretary and Treasurer Rick Jackson, executive vice president, Limited Logistics Services.
CSCMP recognized a number of special achievements at the Annual Global Conference. Here is a brief rundown of the awards that were presented for excellence in business and academics.
The 2009 Distinguished Service Award was presented to Joel Sutherland, managing director of Lehigh University's Center for Value Chain Research. Over the course of his 30-year career, he has been a leader and innovator while a shipper, freight forwarder, ocean carrier, third-party logistics provider (3PL), and academic. He helped to create the non-asset-based 3PL Transplace and later served as president and chief operating officer of Air-Road Express.
Lieutenant Colonel Timothy J. Pettit received the Doctoral Dissertation Award for his research project "Supply Chain Resilience in a Global Enterprise." Pettit is an assistant professor of logistics and supply chain management at the Air Force Institute of Technology.
Matthew A. Waller of the University of Arkansas and Brent D. Williams of Auburn University received the E. Grosvenor Plowman Award for their paper "Improving Order Forecast Accuracy: A Vector Error Correction Approach." The Plowman Award is given to the best research paper presented at CSCMP's Supply Chain Management Educators' Conference.
The Bernard J. La Londe Best Paper Award was given to Daniel J. Flint of the University of Tennessee, Britta Gammelgaard of Copenhagen Business School, and Everth Larsson of Lund University for "Exploring Processes for Customer Value Insights, Supply Chain Learning and Innovation: An International Study." The La Londe Award is presented for the most valuable paper in the Journal of Business Logistics.
Intel Corp. received the Supply Chain Innovation Award for its initiative to improve customer satisfaction. "Just Say Yes —Innovating Responsiveness at Intel" resulted in an improvement of more than 40 percent in customer- feedback scores, supported by a 300-percentplus improvement in change-order responsiveness. The company now responds to a customer request for supply in only one day; previously it took seven to nine days. Intel used hub-based fulfillment, crossorganizational coordination, forecast improvements, postponement, and reduced cycle times to help improve responsiveness while reducing pipeline inventory by 33 percent.
CSCMP session sampler
Here are summaries of just a few of the educational sessions that sparked interest and debate at the annual conference, as reported by the staff of CSCMP's Supply Chain Quarterly. You can learn more about these and other sessions by downloading the presentation slides, which are available on CSCMP's web site. Member ID and password are needed to access them.
Kraft uses SCM to increase cash flow
Improving cash flow is top of mind for everyone these days. But for Kraft Foods, it is also a corporate mandate. The food and beverage giant sharpened its focus on cash when its chief financial officer publicly promised that the company would improve its cash flow by more than US $1 billion over three years.
Philippe Lambotte, senior vice president of global customer service and logistics, outlined how Kraft encouraged its business units to free up cash. The company provided people with both an incentive and the means to achieve their objective. In the supply chain area, the company used a variety of tactics; the following are just a few examples:
Provide managers with incentives linked to cash flow as well as to revenue.
Monitor the number of stock-keeping units (SKUs). The fewer SKUs, the less inventory that must be carried (and therefore the less cash tied up in inventory).
Create a fixed, weekly production schedule that produces the same sequence of SKUs for the same length of time, and only in the quantities actually needed. This results in a more regulated flow of finished goods and reduces raw material and packaging costs.
Evaluate each SKU's revenue and sales volatility, and then phase out those SKUs that have low revenue and high volatility. While this means giving up some revenue, that loss will be outweighed by the increase in cash.
Reduce service levels for some product lines in order to operate with less inventory coverage.
Crisis management begins before there's a crisis
Swine flu. Hurricanes and tornadoes. A supplier's failure. The potential causes of supply chain disruptions are many. In a session on planning for crisis management, the speakers offered suggestions for creating an effective crisis management plan and increasing an organization's resiliency.
Developing crisis management processes involves several challenges, said Philip S. Renaud, a vice president for DHL Exel Supply Chain. These include defining just what constitutes a crisis, developing consistent practices across multiple cultures, and determining when and how often to update business partners. Renaud outlined the "operational risk controls" that DHL has in place to manage crises when they do occur. DHL has also developed internal and external communications tools for use during emergencies, including an incident reporting system.
Lew Roberts, president of L. Roberts & Associates, discussed how to handle supplier risks. He suggested using tools such as managing currency fluctuations, developing rigorous supplier-evaluation processes, developing long-term supplier relationships, and double translation of contracts.
The third panelist, Omar Keith Helferich, professor of supply chain management at Central Michigan University, encouraged participants to investigate software that can help with monitoring and managing risk.
While sound crisis management programs and tools are critical, it's also important not to overreact. "There's a fine line between responsible risk management and overplaying it," Helferich said.
Simplicity beats complexity in managing inventory
Mergers and acquisitions may be good for growth, but they can create headaches for inventory and delivery performance. This was the case for Johnson Controls, according to Michael Maltz, director of global manufacturing and logistics for the Business Efficiency division.
As a result of Johnson Controls' growth by acquisition, Maltz's division lacked a consistent methodology and processes for managing inventory and replenishment of its build-to-stock, assemble-to-order, and build-to-order products. What processes were in place were informal, inconsistent, and specific to local organizations.
To rectify the situation, the Building Efficiency division implemented a two-tiered approach to inventory management. It exerts centralized control over strategic inventory issues, including sales and operations planning, management policies, and development of standards and procedures. But tactical processes, including purchasing and implementation of corporate directives, remain in the hands of local managers.
The division also simplified data collection and decision making by using forecasting software that sits on top of multiple enterprise resource planning (ERP) systems. The software brings together sales, marketing, and operational information from all of the component groups and produces forecasts at both the stock-keeping unit (SKU) and product-family levels. It also provides inventory visibility for both domestic and international distribution centers —information Johnson Controls did not have before. In short, Maltz said, applying standard procedures and a flexible, scalable software program allowed his organization to gain a realistic view of a complex distribution and sourcing structure for the first time.
Do you really understand cargo insurance?
Many logistics and transportation managers assume that their service providers' insurance will adequately cover their shipments in case of loss or damage —a dangerous assumption that can leave them with a hefty and unexpected financial liability.
Carriers, third-party logistics companies, and warehouses do carry insurance, and they are subject to various degrees of liability for the cargo they handle. But they buy policies that protect themselves, not their customers, warned James H. Nerger, a vice president with the insurance company Roanoke Trade Services Inc. during the session "Using Cargo Insurance to Uncover Hidden Risks." "Liability is not insurance," added Theresa Garcia, also a Roanoke VP. "That is protecting [carriers] against their own negligence. It is not insuring your cargo."
Here are some other thoughts the panel of four insurance executives shared with the audience:
Brokered freight can be subcontracted. Make sure insurance coverage still applies when an additional party is involved.
"Warehouse to warehouse" coverage ends with delivery at the receiving warehouse. If freight will be stored for even a short time, get coverage for storage and staging.
Shippers often buy inadequate insurance based on incorrect or outdated assumptions. This typically occurs because of a lack of communication between those who are responsible for arranging coverage and those who know the shipment details.
Economic activity in the logistics industry expanded in August, though growth slowed slightly from July, according to the most recent Logistics Manager’s Index report (LMI), released this week.
The August LMI registered 56.4, down from July’s reading of 56.6 but consistent with readings over the past four months. The August reading represents nine straight months of growth across the logistics industry.
The LMI is a monthly gauge of economic activity across warehousing, transportation, and logistics markets. An LMI above 50 indicates expansion, and a reading below 50 indicates contraction.
Inventory levels saw a marked change in August, increasing more than six points compared to July and breaking a three-month streak of contraction. The LMI researchers said this suggests that after running inventories down, companies are now building them back up in anticipation of fourth-quarter demand. It also represents a return to more typical growth patterns following the accelerated demand for logistics services during the Covid-19 pandemic and the lows of the recent freight recession.
“This suggests a return to traditional patterns of seasonality that we have not seen since pre-COVID,” the researchers wrote in the monthly LMI report, published Tuesday, adding that the buildup is somewhat tempered by increases in warehousing capacity and transportation capacity.
The LMI report is based on a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
With the economy slowing but still growing, and inflation down as the Federal Reserve prepares to lower interest rates, the United States appears to have dodged a recession, according to the National Retail Federation (NRF).
“The U.S. economy is clearly not in a recession nor is it likely to head into a recession in the home stretch of 2024,” NRF Chief Economist Jack Kleinhenz said in a release. “Instead, it appears that the economy is on the cusp of nailing a long-awaited soft landing with a simultaneous cooling of growth and inflation.”
Despite an “eventful August” with initial reports of rising unemployment and a slowdown in manufacturing, more recent data has “calmed fears of a deteriorating U.S. economy,” Kleinhenz said. “Concerns are now focused on the direction of the labor market and the possibility of a job market slowdown, but a recession is far less likely.”
That analysis is based on data in the NRF’s Monthly Economic Review, which said annualized gross domestic product growth for the second quarter has been revised upward to 3% from the original report of 2.8%. And consumer spending, the largest component of GDP, was revised up to 2.9% growth for the quarter from 2.3%.
Compared to its recent high point of 9.1% in July of 2022, inflation is nearly back to normal. Year-over-year growth in the Personal Consumption Expenditures Price Index – the Fed’s preferred measure of inflation – was at 2.5% in July, unchanged from June and only half a percentage point above the Fed’s target of 2%.
The labor market “is not terribly weak” but “is showing signs of tottering,” Kleinhenz said. Only 114,000 jobs were added in July, lower than expected, and the unemployment rate rose to 4.3% from 4.1% in June. Despite the increase, the unemployment rate is still within the normal range, Kleinhenz said.
“Now the guessing game begins on the magnitude and frequency of rate cuts and how far the federal funds rate will be reduced,” Kleinhenz said. “While lowering interest rates would be good news, it takes time for rate reductions to work their way through the various credit channels and the economy as a whole. Consequently, a reduction is not expected to provide an immediate uplift to the economy but would stabilize current conditions.”
Going forward, Kleinhenz said lower rates should benefit households under pressure from loans used to meet daily needs. Lower rates will also make it more affordable to borrow through mortgages, home improvement loans, car loans, and credit cards, encouraging spending and increasing demand for goods and services. Small businesses would also benefit, since lower intertest rates could lower their financing costs on existing loans or allow them to take out new loans to invest in equipment and plants or to hire more workers.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”