Inbound Logistics: Feature Story

From: Subject: Inbound Logistics: Feature Story Date: Fri, 6 Feb 2009 11:24:44 -0800 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0010_01C9884D.82B418B0" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.5579 This is a multi-part message in MIME format. ------=_NextPart_000_0010_01C9884D.82B418B0 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable Content-Location: mhtml:http://infoshare/Marketing/Marketing Files/News Article Archives/080428_Inbound_Logistics_IT_Perspectives.mht Inbound Logistics: Feature Story

April 2008 | List=20 all feature stories

By Joseph=20 O'Reilly

Global=20 supply chains are only as flexible as the technology that = exists to=20 support them -- and thanks to an emerging class of logistics = IT=20 providers, and a new breed of sophisticated solutions, there = are=20 plenty of options to help enterprises respond more quickly = and=20 efficiently to shifting market = dynamics.

=20

The vagaries of global trade are = no less=20 apparent in the trends shaping the logistics technology = sector.=20 These dynamics prompt businesses to explore applications = that=20 breathe potential into strategic supply chain designs, while = giving=20 them greater pause in discriminating solutions that best = meet=20 current and future interests.

While strategy and process deliver = product to=20 market, businesses increasingly rely on information = technology to=20 link demand with supply.

As an information resource, = Inbound=20 Logistics' annual Logistics IT issue serves a similar = purpose.=20 Responding to reader demand, this IT Perspectives section = provides a=20 comprehensive summary of how technology suppliers perceive = end-user=20 challenges, and what they are doing to adapt and expand = their=20 offerings to meet these needs.

We approach this objective in two = ways.

First, the Logistics IT Market = Insight=20 Survey paints a broad picture of the technology sector, = illustrating=20 trends and developments that are pressing businesses to = consider=20 technology investments and implementations in a new light. =

Soliciting input from a diverse pool = of more=20 than 300 technology providers, we present an inclusive = overview of=20 the IT market that juxtaposes emerging trends, statistical = data, and=20 anecdotal evidence.

Second, IL's annual Top = 100=20 Logistics IT Providers list presents an in-depth resource of = best-in-class technology services providers - all in an = effort to=20 provide business logistics managers with a better road map = for=20 finding partners that meet their specific needs.

MACRO PERSPECTIVE: Logistics = IT=20 Trends
By any measure, logistics information = technology=20 has radically altered the supply chain landscape.

In the 1990s, the Internet and = emerging=20 communication tools empowered transportation and procurement = managers to explore new offshore locations for sourcing = product.=20 Technology provided the operational bandwidth to engage = supply chain=20 partners across functional, cultural, and geographic = divides.

Today, globalization is largely a = given, and=20 technology applications are evolving along a different = track.=20 Businesses continue to survey the globe for less expensive = labor,=20 contingency sourcing options, and consumer markets to sell = into.=20

But as supply lines become stretched = and lead=20 times lengthen, supply chain managers are manipulating = logistics and=20 supply chain solutions to shrink gaps, not just increase = global=20 exposure.

"The issue of globalization is not = going=20 away," observes Gordon Benzie, director, public and analyst=20 relations at Apriso, Long Beach, Calif. "Managing = distributed=20 operations across multiple time zones and functional areas = continues=20 to be a challenge."

There is growing recognition, he = explains, that=20 a patchwork of "silo" applications across multiple locations = fundamentally impedes competitive differentiation.

Dennis Schoemehl, president and = CEO of St.=20 Louis-based Logistics Management Solutions, shares a similar = opinion.

"Shippers do not operate in silos, so = their=20 technology needs to function accordingly. Integration is key = and=20 shippers want adaptable systems that enable data to flow = through=20 every link of their supply chain," he says.

Without properly tying together = these=20 functional silos, businesses have less leverage in driving=20 visibility across the supply chain, and consequently less = influence=20 in optimizing transportation and logistics costs.

Accordingly, when asked what = technology=20 challenges are most critical to their customers, IT = providers=20 responding to IL's Logistics IT Market Insight = Survey=20 identify "cost" (51 percent) and "visibility" (49 percent) = as most=20 important, with "customer service" (23 percent), "transport=20 optimization" (16 percent), and "scalability" (14 percent) = rounding=20 out the list.

As economic uncertainty compounds = already=20 high fuel prices, reducing cost remains a top priority. = Importantly,=20 visibility ranks nearly as high, suggesting shippers are = aware that=20 creating greater transparency among partners and processes = can go a=20 long way toward optimizing spend throughout the entire = supply chain.=20

Better visibility at point-of-sale = and=20 point-of-origin affords logistics and supply chain managers = greater=20 flexibility and control in how they manage and scale product = availability and control transportation and warehousing = costs -=20 whether this entails consolidating like shipments into TL = moves=20 closer to demand or staging more inventory farther back in = the=20 pipeline.

Businesses often have IT = functionalities in=20 place that work well in specific areas of the supply chain, = but lose=20 valuable information due to poor connectivity among these = different=20 operational spheres.

"Most companies have invested = heavily in=20 point solutions in the areas of transportation, warehousing, = and=20 order management. The problem is, these point solutions are = not=20 tightly integrated with one another," observes Steve = Hensley,=20 president, Blue Sky Logistics, Cedar Hill, Texas.

"This is where supply chain visibility = solutions=20 come in. More customers are asking us to tie these systems = together=20 and provide a comprehensive visibility solution that lets = them=20 manage their supply chain processes from end to end."

The Power of Data =
From=20 tactical approaches to streamlining transportation costs to = more=20 strategic supply chain optimization efforts, how businesses = digest=20 and disseminate information directly impacts their ability = to=20 flexibly and reliably react to consumer demand.

"Without good information, = technology is=20 useless. How often do you hear that inventory is moving = faster than=20 information?" asks Greg Kefer, director corporate marketing, = GT=20 Nexus, Alameda, Calif.

As businesses become more = sensitive to cost=20 containment, benchmarking and analyzing shipment information = empowers them to evaluate performance, track shifting = trends, and=20 address problems before they swell beyond control.

"Companies want the ability to dig = deep into=20 their database of shipment history for better = decision-making,=20 analysis, and continuous improvement," observes David Abdo, = CEO of=20 Bitam, Roswell, Ga.

By example, historical data mining = can=20 reinforce real-time decision support. Richard Murphy, vice = president=20 of Indianapolis-based TCLogic, reports that customers are = looking=20 for solutions that provide better intelligence about = inventory=20 performance so they can make smarter decisions about where = to invest=20 capital.

"The growth in overseas sourcing is = expanding=20 the volume of inventory companies are holding due to = lengthening=20 lead times and increased variability. This adds to an = already=20 chaotic environment from which to plan inventory," he = says.

This chaotic environment only = appears to be=20 growing in complexity as anticipated security requirements = threaten=20 to place "time constraints" on already tenuous lead times. = Customs=20 and Border Protection's (CBP) proposed Importer Security = Filing=20 (10+2) mandate will force U.S. shippers and consignees to = rethink=20 how they gather, then share sensitive shipment and supplier=20 information with CBP.

Because many businesses do not = currently=20 have the capabilities to capture this information in = compliance with=20 CBP's 24-hour advance manifest requirements, they will be = forced to=20 either partner with third-party intermediaries or consider = trade=20 compliance solutions that assimilate these new = stipulations.

As security regulations evolve and = the=20 sphere of accountability expands for importers of record, = seamlessly=20 collecting and communicating information among partners will = become=20 even more critical for businesses looking to synchronize = security=20 standards with their own supply chain requirements, suggests = Lauren=20 Meling, marketing coordinator, Management Dynamics, East = Rutherford,=20 N.J.

"Innovative organizations are now = looking to=20 integrate these processes and supporting technologies to = more=20 effectively exploit globalization," she says.

Remote = Control
With=20 transportation-related costs arguably beyond control, U.S.=20 businesses otherwise want greater command of their supply = chains.=20

Among respondents to the Logistics IT = Market=20 Insight Survey, 57 percent of IT providers indicate = customers have=20 expressed interest in inbound logistics solutions, with 45 = percent=20 and 30 percent citing vendor management and security/risk = assessment=20 technologies respectively, as other hot button needs.

"Demand variability and the need = to adopt=20 pull-based strategies are top of mind this year," indicates = Jim=20 LeTart, director of marketing for Waukesha, Wisc.-based = RedPrairie.=20

"With SKU proliferation, higher raw = material and=20 fuel costs, greater competition from private label brands, = and=20 economic pressures, it is more critical than ever that = inventory=20 size, mix, and velocity are optimized throughout extended = supply=20 networks."

Taking control of inbound = transportation and=20 distribution processes enables stateside consignees to = proactively=20 monitor and evaluate demand signals; work with vendors, = carriers,=20 and service providers more collaboratively; benchmark their=20 performances; and better manage exceptions, service, and = costs.=20

Piggybacking on the need for more = visibility=20 into demand, Karin Bursa, vice president of marketing, = Logility,=20 Atlanta, Ga., notes that customers are looking to manage new = product=20 introductions more efficiently.

"This includes having the ability to = manage=20 consumer expectations for new products and sophisticated = tools such=20 as attribute-based forecasting technologies that create = sell-in=20 profiles and quickly sense demand changes at the consumer = level,"=20 she says.

More accurate demand forecasts can = have an=20 osmotic impact throughout a company and its extended = enterprise,=20 particularly in sales and operations planning, Bursa adds. =

Using this information to align = strategic goals=20 among sales, finance, and operations departments can help = further=20 integrate functional decision-making into a tightly woven,=20 sense-and-respond supply chain.

With granular visibility at point = of=20 consumption and better demand projections, shippers can = similarly=20 work with supply chain partners to create better visibility=20 upstream, push more product back to vendors, share risk, and = reduce=20 stock without jeopardizing availability.

For retailers especially, vendor = management=20 strategies enable them to scale inventory more easily and=20 economically while keeping supply more closely aligned with = consumer=20 buying habits.

Another area of interest among = customers=20 courting new technologies is green compliance, with 27 = percent of IT=20 providers reporting interest in sustainability = solutions.

"Companies are looking to improve=20 manufacturing efficiency while also reducing carbon = emissions, water=20 usage, and waste," acknowledges Bursa.

"On the logistics side, they want to = reduce=20 their impact on the environment by optimizing = transportation,=20 maximizing load capacity, optimizing pooling and back hauls, = and=20 monitoring savings and adherence to corporate green=20 initiatives."

MICRO PERSPECTIVE: Tracking=20 Technology
From on-demand applications to = end-to-end=20 systems, vertical-specific WMS modules to standalone fleet = telemetry=20 tools, supply chain and logistics technologies run the gamut = between=20 tactical stopgaps and strategic sparkplugs.

Given the broad range of challenges = that U.S.=20 businesses encounter, logistics IT providers continue to = diversify=20 their solutions portfolios with these demands and interests = in mind.=20

Reflecting this multiplicity, = Logistics IT=20 Market Insight Survey respondents were mixed in how they are = growing=20 their offerings and targeting new business.

Some are scaling solutions, = application=20 platforms, and pricing structures to attract small and = mid-size=20 businesses (SMBs); others are committed to serving the needs = of=20 larger customers; and an emerging class of IT providers is=20 developing vertical-specific solutions.

"Increased local and global = competition,=20 product proliferation with more rapid obsolescence, and the=20 resulting need for companies to be more agile and = demand-driven has=20 caused customers to be far less willing to adapt generalized = systems=20 to their needs," explains RedPrairie's LeTart.

"Instead, they are demanding = solutions=20 with strong functionality to support their industry and = business=20 model, as well as the flexibility to quickly and easily = adapt to=20 changing business and marketplace needs."

While solutions offerings and = go-to-market=20 strategies vary, global capabilities are overwhelmingly the=20 expectation. Eighty-nine percent of IT providers responding = to the=20 Logistics IT Market Insight Survey have some global = logistics=20 capabilities, compared with 85 percent in 2007.

At the same time, IT companies are = also=20 expanding their resources to target a more diversified = customer=20 base.

Among respondents, 83 percent count=20 manufacturing companies as target customers, compared with = 77=20 percent in 2007; 73 percent are selling to = retail/e-business,=20 compared to 62 percent in 2007; and 85 percent of logistics = IT=20 companies provide solutions for the transportation industry, = equal=20 to 2007 data.

Manufacturers remain committed to = global=20 offshoring and outsourcing initiatives to further drive cost = reductions. With institutional transportation costs a given, = quality=20 control concerns recurring, and new security and regulatory = mandates=20 emerging, there is strong interest in transportation, global = trade=20 management, inventory control, and supplier relationship = management=20 solutions.

The continued growth of global = e-commerce is=20 changing the way consumers shop, and thus the means through = which=20 retailers and e-tailers pull product to market.

Many now leverage demand management,=20 e-fulfillment, inventory control, and warehouse management=20 technologies to more accurately forecast demand, aggregate = and=20 integrate in-store and online distribution channels, and=20 economically manage last-mile deliveries - either direct to = store or=20 direct to home.

IT companies also remain focused = on the=20 transportation and third-party logistics sectors - = especially as=20 intermediaries manipulate investments in technology to = further=20 expand their value-added offerings.

Aside from tapping a captive market, = IT=20 providers have the added incentive of branching out and = delivering=20 these solutions to shippers as well.

Sizing Up Technology=20 Solutions
The growth of the logistics IT sector = has=20 created a plethora of options for businesses of all sizes = and=20 stripes. It's no longer a "one-size fits all" market = paradigm.

Given the historically high cost = of=20 technology, lengthy implementations, and obsolescence = concerns,=20 businesses have been inclined to buy technology only as a = means of=20 addressing existing problems, rather than as a preemptive, = strategic=20 decision.

This need, amplified by the emerging=20 competitiveness of SMBs, has compelled IT companies to adapt = the way=20 they sell and structure solutions.

The growing allure of = Software-as-a-Service=20 (SaaS) and on-demand solution applications, which allow = users to pay=20 for technology per usage instead of investing to own, remain = a top=20 priority for solution developers and a must-have for many = shippers.=20

Among survey respondents, 80 percent = offer some=20 form of Web-hosted solution and 50 percent provide = transaction-based=20 pricing packages.

With a true "plug and play" = approach to=20 technology speculation, businesses can avoid the integration = burden=20 and capital risk of acquiring a complete system. Ongoing = migration=20 toward SaaS solutions will fundamentally change how = businesses=20 embrace technology, and how IT providers develop their = services.=20

"As customers adopt SaaS solutions = for=20 advanced exception management, their way of managing = shipments will=20 change," says Joe O'Brien, director of business development, = CargoSmart, San Jose, Calif.

"Customers will seek solutions = providers that=20 enable them to automate specific business processes, allow = them to=20 adopt new solutions incrementally, and provide customer = support=20 services to implement these applications."

As SaaS applications redefine = expectations=20 and requirements, the shift to Web-native logistics = solutions=20 similarly brings to bear the challenges businesses encounter = when=20 acquiring other enterprises, then integrating technology = across the=20 supply chain.

On-demand solutions allow for greater=20 flexibility in exploring applications that best fit an = enterprise's=20 changing needs, while more effectively reconciling IT = expenditures=20 with actual use.

The growth of on-demand solutions, = the=20 market potential of SMBs, and continuing saturation in the = logistics=20 IT marketplace have created a more cost-competitive = environment for=20 businesses courting new technology.

The percentage of providers offering = solutions=20 priced between $50,000 and $250,000 and $250,000 to $500,000 = dropped=20 from 62 percent and 21 percent respectively in 2007 to 50 = percent=20 and 19 percent in 2008. In turn, the percentage of providers = offering solutions less than $50,000 jumped from 31 percent = to 36=20 percent.

Across the board, fewer providers = are=20 selling technology in higher-end price brackets, while more = offer=20 less-expensive options. This trend has opened up the market = to newer=20 entrants and given end users greater selectivity.

With an uncertain economy, and = businesses=20 already more judicious in calculating IT budgets and = embracing=20 on-demand solutions, this pricing dichotomy will likely = become more=20 visible in 2008 and beyond.

The idea that technology is = morphing into a=20 "service" means that as businesses look to build greater = scalability=20 in their supply chains, rationalize costs, and better match = demand=20 to supply, they can evaluate and benchmark IT solutions = accordingly.=20

This shift in approach will place more = responsibility on IT developers to offer customer support = and=20 consultation to meet end-user needs.

The Top 100: Playing IT=20 Matchmaker
As technology helps businesses keep = pace=20 with shifting global trends and trade dynamics, they in turn = are=20 pressing IT providers to push the envelope in developing = more=20 intuitive, scalable, and innovative solutions. It's a = never-ending=20 cycle that keeps the technology market flush and prospective = IT=20 buyers focused on finding the perfect fit.

With so many variables, and with = an equally=20 diverse group of solutions partners courting new business, = logistics=20 managers have a considerable challenge on their plate as = they look=20 to stay ahead of the IT curve. By necessity, this = responsibility and=20 due diligence translates to IL's annual Top 100 = Logistics=20 IT Providers index as well.

Selecting the Top 100 logistics IT = providers=20 is a measure of matching reader feedback with technology = partners we=20 deem are suited to deliver the best value to an = ever-expanding and=20 demanding shipper community. Our list includes a mix of = logistics=20 solutions companies -- from smaller, = niche-specific IT=20 providers to end-to-end solution vendors; up-and-comers = targeting=20 SMBs to established players with Fortune 500 accounts.

IL editors selected this year's = qualifiers=20 from a pool of more than 300 applicants, using = questionnaires,=20 online research, and personal interviews to validate our = picks.=20 Importantly, the companies chosen reflect our readers' = diverse IT=20 needs: simplicity, ROI, efficient implementation, and a dual = emphasis on best-of-breed or end-to-end solutions.

As a complement to our Logistics = IT Market=20 Insight Survey, the Top 100 Logistics IT Providers list = provides a=20 panoramic snapshot of industry trends and a drill-down focus = of the=20 technology partners that can help your enterprise reach its = current=20 and future goals.

If questions about specific providers = arise -=20 and we hope they do --visit the online IT Decision Support = Tool=20

(inboundlogistics.com/lit/lit100.shtml) to=20 solicit providers for additional information about their = services.=20

If you have any questions about the IT = Perspectives section or the Top 100 list e-mail: editor@inboundlogistics.com.

Like what you've read? Why not subscribe? = It's FREE!

=A9 2008 Thomas Publishing Company=20

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Content-Type: application/octet-stream Content-Transfer-Encoding: quoted-printable Content-Location: http://www.inboundlogistics.com/articles/features/ Inbound Logistics: Feature Stories=0A= =0A= =0A= =0A= =0A= =0A= =0A= =0A= =0A= =0A= =0A= =0A= =

=0A=

Know = of a company you think we should profile? Maybe your = company? Why not send us a suggestion? = Click here to send an email to the editor. =

=0A= =0A=

Hospital Logistics Get's A Check-Up

=0A=

December = 2008

=0A=

Symptoms such as erratic billing rates, supply = closet vertigo, and constricted inventory flow have healthcare = facilities diagnosing better supply chain management as the cure for = what ails them. To improve their condition, they=B9ll need help from = suppliers and service providers.=0A=

=0A= =0A=

Customer Service Gets Personal

=0A=

December = 2008

=0A=

Businesses today face the unenviable task of = reducing supply chain costs while increasing front-facing service to end = customers. Technology and automation help integrate and expedite = service, but they don't allay the problems and emotions -- good, bad, = and indifferent -- that befall poor execution or unforeseeable = exceptions.=0A=

=0A= =0A=

Standing out in the Crowd

=0A=

December = 2008

=0A=

Whether you're a rookie warehouse operator, a = mid-level transportation manager, or a veteran logistician, industry = associations can help you make a name for yourself. =0A=

=0A= =0A=

Going Critical

=0A=

November = 2008

=0A=

When an item really has to get there -- and fast = -- critical shipment service providers spring into action.=0A=

=0A= =0A=

All I Really Need to Know (about Logistics) I Learned From = Rudolph: A Holiday Demand Story

=0A=

November = 2008

=0A=

Taking a lesson from a holiday hero with a = glowing red nose, retailers and suppliers embrace accurate planning, = lean strategies, and transportation efficiency to guide their supply = chain sleigh through any storm.=0A=

=0A= =0A=

NASCO: North America's SuperCorridor Coalition =

=0A=

November = 2008

=0A=

The multimodal transportation network known as = NASCO runs through the heart of trade in the United States, Canada, and = Mexico. Find out what makes this corridor unique and why companies are = banding together to support it.

=0A= =0A=

SnapShot: Pharma Logistics: Prognosis Positive =

=0A=

November = 2008

=0A=

Pharmaceutical manufacturers, drug distributors, = and health care providers are taking a double dose of technology and = business process improvement to keep consumers safe and competition one = step behind.

=0A= =0A=

Maritime Logistics: Staying Afloat

=0A=

October = 2008

=0A=

Ocean carriers toss out lifelines to help = shippers navigate economic riptides.

=0A= =0A=

=0A=

New Horizons: 2008 Ocean Carrier Guide

=0A=

October = 2008

=0A=

Inbound Logistics invites you to = tour some of the ocean freight industry's top players.

=0A= =0A=

=0A=

Pacific Rim Logistics: Proceed with Caution

=0A=

October = 2008

=0A=

The road to successful Pacific Rim outsourcing = has more than its share of bumps. Here are some turn-by-turn directions = to the path of least resistance.

=0A= =0A=

=0A=

Memphis: North America's Logistics Center

=0A=

October = 2008

=0A=

With its wealth of resources, central location, = highly developed infrastructure, depth of logistics and transportation = services, and talented labor pool, Memphis claims its right to the title = "North America's Logistics Center." No wonder so many companies can't = help falling in love with Memphis.

=0A= =0A=

Great Logistics Sites: The Pursuit of Excellence

=0A=

October = 2008

=0A=

Throughout the United States, local, regional, = and state economic development authorities are ramping up investments in = transportation and logistics infrastructure to stimulate and sustain = business growth.

=0A=

=0A= Ground Tactics: Optimizing Transportation Networks=0A=

September 2008 =

=0A=

Battle-weary shippers design strategic networks = to withstand market challenges.

=0A=

=0A= =0A=

Trucking Perspectives 2008

=0A=

September 2008 =

=0A=

Our annual Motor Freight Market Insight Survey = provides an in-depth look at the trucking sector. Motor carriers and = Inbound Logistics readers address growth areas and = obstacles.

=0A=

=0A= =0A=

Freight Payment Services: Dollars & Sense

=0A=

September 2008 =

=0A=

Freight payment services are no longer just = about paying your carriers quickly. Today's freight payment service = providers have expanded their portfolios to offer an array of = cost-cutting, productivity, and efficiency = benefits.

=0A=

=0A= =0A=

Purchasing Managers: Shop Talk

=0A=

September 2008 =

=0A=

Purchasing managers juggle a To-Do list of = stressful, business-critical tasks -- from striking the best deals to = projecting demand to staying abreast of financial and political changes = worldwide. Listen in as four purchasing managers chat about challenges = and shoot the breeze on strategy.

=0A=

=0A= Retail Logistics: Open for = Renovation

=0A=

August 2008

=0A=

Retailers are deploying a number of survival = strategies and tactics to cope with the U.S. economic = downturn.

=0A=

Fast Food Logistics: Having it Your Way

=0A=

August 2008

=0A=

Variety and freshness are paramount to keeping = fast-food customers hungry for more and supply lines and inventory ripe = and ready for change. Fast-food chains look to logistics service = providers with a similar craving for made-to-order selectivity, quality, = and service - all at an affordable = cost.

=0A=

=0A= =0A=

=0A=

Snapshot--Food Logistics: A Lineup of Challenges

=0A=

August 2008

=0A=

With safety and recalls, sustainability, rising = costs, and infrastructure improvements the usual suspects, food = companies investigate strategies for locking down supply chain = management efficiencies.

=0A=

3PL Elements: Outsourcing =3D A Formula for Change

=0A=

July 2008

=0A=

When shippers mix the 3PL elements of expertise, = process efficiency, and technology into their supply chain, the results = are potent. Eureka! A stronger, more efficient, and cost-effective = logistics operation! Step into the logistics lab for a look at how and = why outsourcing can give businesses a positive = charge.

=0A=

3PL Perspectives 2008

=0A=

July 2008

=0A=

Discovering 3PL market insight and trends. =
=0A=

=0A= From the Back Room to the Boardroom: Logistics Gets on the = Agenda
July 2008

=0A=

Supply chain management is no longer a backroom = function. It has secured its place at the boardroom table, and greatly = impacts corporate success. =0A=

=0A= Project Logistics: Mission Possible
July 2008

=0A=

Their mission, should they decide to accept it, = is to transport sensitive materials around the globe. They'll grapple = with issues of size, time, cost, scheduling, security, and fragility. = Failure is not an option. They are project logistics = professionals. =0A=

=0A= Green Packaging: Waste Not, Want Not
July 2008

=0A=

By moving beyond conventional packaging methods = and materials, companies can reduce their carbon footprints as well as = their transportation spend and warehousing costs. = =0A=

=0A= Snapshot: Sewing Up the Apparel Supply Chain
July 2008

=0A=

Weak supplier relationships, restrictive trade = regulations, and brand counterfeiting can put a wrinkle in garment = transport. How do apparel shippers keep from getting tied up in knots. = =0A=

=0A= Fresh Water Rising: Charting Great Lakes Shipping
July 2008

=0A=

A once-flourishing means of transportation = is poised to not only withstand change, but also thrive on it. = =0A=

=0A= Summer Reading Guide 2008
July 2008

=0A=

After you pack the picnic basket with = sandwiches, potato salad, and lemonade, toss in one of these interesting = summer reads. You'll quench your appetite and your thirst for supply = chain knowledge at the same time.
=0A=

=0A= Airfreight Logistics: Plane and Simple Strategies
June 2008

=0A=

Although high fuel costs cloud the view, = airfreight forwarders still play a vital role in transportation and = supply chain strategies.
=0A=

=0A= IL Exclusive Research:
Airfreight Forwarders = Perspectives 2008
June 2008 =0A=

In a recent survey, Inbound Logistics = asked airfreight forwarders how they are expanding their global coverage = and services to meet shipper and corporate expectations. Listen in as = they air their thoughts.
=0A=

=0A= Learning for Life
June 2008 =0A=

Logistics professionals who pursue continuing = education keep up with industry innovations and move ahead in their = careers.
=0A=

=0A= Exclusive IL/Chemical Week Supplement: Chemical = Logistics
June 2008 =0A=

What is the state of today's chemical logistics = market? Find out in this informative resource from Inbound = Logistics and Chemical = Week.

=0A=

Latin American Logistics: A New World Venture

=0A=

June 2008

=0A=

As rising fuel costs and lengthening supply = lines give businesses further pause assessing total landed logistics = costs and proximity to market, Latin America finds itself squarely in = the middle of an emerging logistics land swap. Thanks to the pioneering = efforts of visionary 3PLs, U.S. companies are prospecting sites in = Mexico, Brazil, and elsewhere as they explore new sourcing and selling = opportunities.
=0A=

=0A= Warehouse Labor Performance: And the Winner = is...Everyone
May 2008 =

=0A=

Looking for award-winning performance incentives = for your warehouse workforce? The nominees are: Measuring Productivity; = Setting Labor Standards; Implementing Gainsharing Programs; Training = Workers for Results; and Promoting Safe = Practices.
=0A=

=0A= Getting Lean and Going Green: Innovations in Warehouse = Operations
May 2008 =0A=

When warehouses and DCs explore innovative ways = to optimize flow and reduce waste, the benefits can be bottom-line = friendly and eco-friendly, too.

=0A=

U.S. Economic Development: The Great Divide

=0A=

May 2008

=0A=

When it comes to economic development, there are = two Americas -- communities that invest in transportation infrastructure = and those that don't. Here are three that = do.
=0A=

=0A= =0A=

Spokane: Hub of the Inland Northwest

=0A=

May 2008

=0A=

Looking for easy access to major U.S. markets? A = gateway for international trade free of traffic snarls? Inexpensive = utilities and real estate with plenty of room to expand logistics or = manufacturing operations? Spokane is just what you're looking = for. =0A=

=0A= Balancing Act: Matching Supply to Demand
April 2008 =

=0A=

Three companies at different stages of = demand-driven sophistication use greater visibility, automated data = flow, and real-time alerts to preserve the delicate balance between = suppliers and customers. =0A=

=0A= TMS Under the Microscope
April 2008 =0A=

Companies take a closer look at technology = solutions to discover the secret of optimizing transportation = operations. =0A=

=0A= IT Perspectives 2008
April 2008 =0A=

Supply chains are only as flexible as the = technology that exists to support them -- and thanks to an emerging = class of logistics IT providers, and a new breed of sophisticated = solutions, there are plenty of options to help enterprises respond more = quickly and efficiently to shifting market = dynamics. =0A=

=0A= Small Business Logistics: Standing on the Shoulders of = Giants
April 2008 =0A=

Small businesses level the playing field by = getting a boost from
big service = providers.

=0A=

*One Good Turn (sponsored by = SmartTurn)
=0A=

SmartTurn gives Osteogenics Biomedical inventory = insight while streamlining and expediting warehouse = operations.

=0A=

Snapshot: Beverage Companies Thirst for Supply Chain = Efficiency

=0A=

April 2008

=0A=

Beverage makers drink a toast to forecasting, = TMS, and WMS solutions, which help them keep shelves stocked when = customers' glasses are half empty. =0A=

=0A= Study Highlights Strategic Role for Logistics
March 2008 =

=0A=

(Online Exclusive)

=0A=

For all the operational advances chemical = logistics achieved in the past few years, and for all the savings = producers and shippers have realized, large opportunities for gaining = efficiency and saving money remain. The most important advance would be = for logistics to be included in the strategic planning stages with an = equal seat at the table with production and = sales. =0A=

=0A= =0A=

Congress Plans Changes to Chemical = Regulations
March 2008 =0A=

(Online Exclusive)

=0A=

Within days of the late-January deadline for = chemical producers and distributors to file their =B3top screen=B2 = hazard-assessment questionnaire to the Department of Homeland Security, = a Congressional subcommittee approved legislation to further tighten = handling, transportation, and reporting rules for hazardous materials. = Chemical producers, distributors, and carriers responded with a quick = and loud call for legislators to wait for current rules to work before = changing them. =0A=

=0A= =0A=

Brenntag Acquires Schoofs, Names New Regional = President
March 2008 =0A=

(Online Exclusive)

=0A=

Global chemical distributor Brenntag is not just = California dreaming. It recently acquired West Coast specialty chemicals = distributor Schoofs, Inc. based in Moraga, CA, and named Steven M. Pozzi = as president of Brenntag Pacific, based in Santa Fe Springs, CA. No = price was disclosed for the acquisition. =0A=

=0A= =0A=

Tracking Totes Turns to Technology
March 2008 =0A=

(Online Exclusive)

=0A=

As totes and intermediate bulk containers (IBCs) = become more sophisticated and more expensive, chemical producers and = distributors view them more as a fleet such as rail cars or tank = trailers rather than as a disposable cost of doing business. = Strict new rules on tracking and tracing hazardous materials also make = it imperative for shippers to know where their containers = are. =0A=

=0A= =0A=

Globe Spinning =0A=

March 2008

=0A=

As the world flattens, global sourcing = invariably becomes more dynamic. Sophisticated technologies and an = emerging crop of offshore suitors are forcing today's intrepid explorers = to balance reason with instinct.

=0A=

=0A= Made in China: Perspectives on the Global Management Giant =0A=

March 2008

=0A=

What makes logistics in China so challenging? = Who's really to blame for its much-publicized product quality failures? = What's the secret to outsourcing success? A trio of industry experts = responds.

=0A=

=0A= Snap Shot: Furniture Logistics =0A=

March 2008

=0A=

Will the shift to global sourcing - combined = with an economic downturn, housing slump, high fuel costs, and lack of = visibility - unseat the furniture = industry?

=0A=

=0A= Most Likely to = Succeed

=0A=

February = 2008

=0A=

From an undergrad learning the fundamentals to a = Ph.D candidate conducting groundbreaking research, meet the students = pursuing supply chain education at all = levels.

=0A=

=0A= Tuned Up: Priming Auto Logistics for Peak = Performance

=0A=

February = 2008

=0A=

As new challenges drive the need for leaner and = faster automotive parts logistics, suppliers ask 3PLs to take the = wheel.

=0A=

=0A= Industry Snapshot: Electronics

=0A=

February = 2008

=0A=

Is the latest gadget a hit or just hype? Will = that newfangled gizmo be cutting- edge for a year or obsolete in a = month? Fickle buyers and unpredictable lifecycles can short-circuit the = consumer electronics supply chain.

=0A=

=0A= The Evolution of Inbound = Logistics

=0A=

January = 2008

=0A=

From yesterday's legacies to tomorrow's = visionaries, the theory and practice of inbound logistics is = timeless.

=0A=

* The Ford and Toyota Legacy: Origin of the Species

=0A=

* Inbound's Early Adopters: Survival of the Fittest

=0A=

* Choosing Inbound: Natural Selection

=0A=

* Inbound Logistics: A New = Order

=0A=

=0A= Dirty Jobs

=0A=

January = 2008

=0A=

Here's a look at the less- than-glamorous work = that unsung logistics heroes perform every = day.

=0A=

=0A= Ask the Experts

=0A=

January = 2008

=0A=

Leading C-level execs with 260 years of combined = logistics and transportation experience address tough industry = questions. Their advice, words of caution, and strategic vision can help = you face the challenges of 2008 and beyond. =

=0A=

=0A= Premium Trucking: The Right Tools for the Right Job
=0A=

January = 2008

=0A=

For many high-value shippers, enhanced = efficiency, customer service, and profitability offset the cost of = investing in DCC, white-glove, and last-mile services. =

=0A=

=0A= Sustainability: Green is the New Black
=0A=

January = 2008

=0A=

It's not easy being green. But, driven by = impending regulations, consumer pressure, and mandates from corporations = such as Wal-Mart, more and more companies are forging ahead with supply = chain sustainability efforts.

=0A=

=0A= West Meets East
=0A=

January = 2008

=0A=

Make a good impression on potential business = partners in China by orienting yourself to some key cultural = differences.

=0A=

Mexico Paves The Road to Properity

=0A=

January = 2008

=0A=

Transportation infrastructure lies at the heart = of Mexico's ambitious plans for the future. =

=0A=

=0A= =0A=

Space Exploration: New Frontiers in Site Selection

=0A=

January = 2008

=0A=

They might not yet have the clout of their = long-in-the- tooth but short-on-space peers, but that's exactly why = shippers are gravitating toward their pull. These new logistics hotspots = are committed to going to the ends of the earth - and then some - to = meet shipper and consignee needs.

=0A=

=0A= =0A=

3PLs & PLM: Returns on Investment

=0A=

January = 2008

=0A=

Is product lifecycle management the next market = opportunity for third-party logistics = providers?

=0A=

=0A= Gauging = Change

=0A=

December 2007 =

=0A=

A soft economy, increasing global competition, = the Mississippi River bridge collapse, and an influx of product recalls = give global shippers plenty of reasons to slow down and check the = rear-view mirror before accelerating into = 2008.

=0A=

Thinking TMS

=0A=

December 2007 =

=0A=

As the transportation management systems market = broadens, and as software delivery options expand, businesses = increasingly have TMS on the brain. =0A=

=0A= Career Solutions: It's Who You Know
December 2007 =

=0A=

A well-engineered network of professional = contacts provides the structural support to build a logistics career = with potential for expansion. =0A=

=0A= Expedited Shipping: ''We Need It = Yesterday!''

=0A=

November 2007 =

=0A=

Business is a blur for expedited carriers, and = that's just the way shippers like it. =0A=

=0A= =0A=

Retail Channel Convergence: Stock 'Til It Drops

=0A=

November 2007 =

=0A=

Changing consumer buying habits compel retailers = to integrate in-store, catalog, and online channels to keep inventory on = hand and shoppers coming back for more. =0A=

=0A= =0A=

NASCO: NorthAmerica's SuperCorridor Coalition

=0A=

November 2007 =

=0A=

=0A= Rockin' Rail
October 2007 =

=0A=

For years the rails sang the blues. Now they = rock around the clock. Could rail transport soon be the leader of the = pack? =0A=

=0A= Logistics at Sea Level
October 2007 =

=0A=

Ocean, rail, and intermodal leaders discuss why = capacity concerns, infrastructure inadequacies, and a paucity of policy = keep them up at night. =0A=

=0A= Drum Beaters
October 2007 =0A=

=0A=

Bulk containers and 55-gallon drums continue to = duke it out.
Bulk containers are the heavyweight favorite, but the = venerable drum has not yet gone down for the = count. =0A=

=0A= Setting Sites On Tomorrow
October 2007 =0A=

=0A=

Third-parties and economic development interests = can help businesses look beyond the basics to find sites fit for today = and tomorrow. =0A=

=0A= E-Commerce Network Posts Profit, Holds First = Conferences
October 2007 =

=0A=

(Online Exclusive)

=0A=

Elemica, the virtual supply chain management = network for chemicals, reports $50 billion worth of transactions for the = fiscal year just ended and will hold its first Supply Chain = Collaboration Conference at Ashland Inc. facilities in Dublin, = Ohio. =0A=

=0A= =0A=

Univar Acquires Dow Canada Inorganics = Distribution
October 2007 =0A=

(Online Exclusive)

=0A=

Univar Canada, based in Vancouver, has signed an = agreement to purchase Dow Canada's western Canada caustic soda = distribution assets. Those include all related supply and sales = contracts, as well as storage and transportation assets and a = proprietary fleet of 374 railcars. =0A=

=0A= =0A=

Inbound Traffic Control
September 2007 =0A=

=0A=

Tracking inbound transportation used to fly = under shippers' radar screens. Today, however, companies as large as = Pepsico and as small as Pamida know the position of every shipment = headed their way. =0A=

=0A= Inbound Logistics Trucking Perspectives 2007 =
September 2007 =0A=

=0A=

An in-depth look at motor carriers and their = customers. =0A=

=0A= Specialized Carriers: And Now for Something Completely = Different
September 2007 =0A=

=0A=

From traversing the tundra to White Glove = residential deliveries the last mile is the most = important.

=0A=

Go Figure! Freight Payment Services Add Up

=0A=

September 2007 =

=0A=

The cost-savings benefits of outsourcing freight = bill payment
and audit are well-documented. But it's the = decision-support data these third parties provide that delivers the real = payoff.
=0A=

=0A= Managing Domestic Supply Chains
August 2007 =

=0A=

How consumer goods manufacturers leverage = domestic supply chains for fast cycle times that global outsourcing = can't match. =0A=

=0A= Temperature-Controlled Logistics: Provide or Perish
August 2007 =0A=

=0A=

Whether shipping fruit, seafood, flowers, or any = other perishable goods, transportation must be fresh, fast, and = error-free.
=0A=

=0A= Welcome to The 3PL Zone
July = 2007 =

=0A=

There is a dimension beyond that which is known. = It is a dimension as vast as space and as timeless as infinity. It is = the middle ground between demand and supply, between strategy and = tactics, and it lies somewhere between the pit of an enterprise's fears = and the summit of its visibility and = knowledge.
=0A=

=0A= "Go Ahead...Pile It On!''
July = 2007 =0A=

=0A=

Today's outsourcers expect 3PLs to offer a wide = range of value-added services. 3PLs respond. =0A=

=0A= Outsourced Logistics: 4Ward Momentum
July = 2007 =0A=

=0A=

What is the real role of today's 4PLs? How do = they differ from 3PLs? Who's driving the growth of this outsourced = logistics niche?
Inbound Logistics picks up the lead and = explores the changing dynamics of the 4PL/LLP market. =
=0A=

=0A= Inbound Logistics Market Insight Survey: = 3PL Perspectives
July = 2007 =0A=

=0A=

IL's annual 3PL Market Insight Survey = offers a penetrating perspective into the market drivers governing 3PL = growth strategies - in terms of operational scope, as well as the types = of services and technologies logistics providers are investing in to = meet outsourcers' evolving needs. =0A=

=0A= Global Logistics Spotlight: Dubai Flying High
July = 2007 =0A=

=0A=

With constant new development, soaring air cargo = growth, and a busy port system, Dubai is shaping up to be the crown = jewel of logistics in the Middle East.

=0A=

Hospitality Logistics: Supply Chains Made to Order
July = 2007

%0 =

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