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LSCMS Blog

Blog for updates and happenings in logistics in the Asia-Pacific region

September 24, 2014

CEO Series

Filed under: Events,General,Logistics,Newsletter,Singapore,Study & Reference — admin @ 11:44 pm

CEO_Series_2Session1The first session of the LogiSYM CEO Series was held at Hard Rock Cafe Singapore on Thursday the 18th of October.

The aim of this series is to make senior decision makers and CEOs within organisations aware of the opportunities for profit maximisation through leveraging of value within their supply chains, creating a more balanced business model that allows for growth.

Set in a cosy atmosphere to encourage informality and an exchange of thoughts and ideas,the first session was led by Mr. Joe Lombardo, Advisory Board Member of the Logistics & Supply Chain Management Society.

The 40 minute presentation was followed by a very lively and active debate that continued even after the event had officially ended. The first of such sessions in the lead up to LogiSYM 2015,

The event was successful in reaching out to a wider audience and a special note of thanks must go out to our sponsors Lazada, Logistics Executive and Oliver Wight for making these sessions possible.

For more information on attending or sponsoring the event, please visit our website at www.logisym.com or contact the Secretariat at elee@lscms.org.

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August 26, 2014

LSCMS launches “aggregator” site for Supply Chain and Logistics

LSCMS has launched another great resource for keeping up on today’s manufacturing and supply chain news: Supply Chain Brief.

Launched by The Logistics and Supply Chain Management Society in August, Supply Chain Brief is a new site that was launched to bring together content from the best bloggers and thought-leaders in supply chain management, operations, logistics, and warehousing from all over the world.

Supply Chain Brief is an “aggregator” or “hub” site, so it allows readers to search for articles tailored to the specific topics you seek. This way you can easily find stories that actually matter to you, and stay informed, so you are in the best position to help your business continue to succeed.

Readers can also elect to receive a daily or weekly message on topics that you select. Just click on the icon to visit the site!

supply_chain_brief

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July 16, 2014

Strategy & Strategic Planning for LSP’s

All logistics providers — 3PLs, transport, forwarders, warehouses, logistics centers, ports and others — and whether they are asset based or non-asset based should have a strategy. The strategy identifies challenges, issues and risks with markets and their dynamics; and, going forward, can set the direction where the company is going for new markets and new business and customers to grow sales and profits.

Surprisingly, despite the purpose and benefit, many service providers do not have a viable, current strategy. Instead they view developing one as too much work, react to what customers ask or what competitors are doing, or have one that is outdated. In a way, they letting business vagaries drive their direction and future. Having no strategy can be a risky approach, especially if competitors, established and the potential new entrants, have a well-done strategy and especially given the reality of global economic change.

The strategy can be operations focused or it can be a significant change, to transform the company. Which strategy is developed can be based on and reflect risks for the business or for the service sector, competition, or changing customer and/or market segments.

There are two parts to a successful strategy—first, developing one and second, executing it. Developing a strategy comes from serious, formal strategic planning process. It involves a blend of financial and non-financial objectives. The plan should also focus on the present business, and how it will adapt to the future and new services and opportunities. It identifies where the company is going–and where it is not going– and what it takes to succeed in that service arena.

Planning. The starting point is where the business is now as to present dynamics with trends, markets, services, and customers; value proposition, and competitive positioning, coupled with sales and profits. At any stage of the planning process, at the minimum, a SWOT (Strengths, Weaknesses, Opportunities, and Threats) is useful for the present and potential future scenarios.

Planning contains mistakes that can limit the ability to develop a worthwhile strategic plan. Some of the shortcomings that can lead to a bad strategy include:

• Firms only go out one to three years with the plan. While that span is easier to deal with than looking out five years or so, that is based too much on what has happened, miss-assumes what will happen, over-assumes the company’s position in that future trend and is not strategic. It is more like a budget or extended sales plan.

• As a corollary to the short-span view, companies confuse goals with strategies. Increasing sales or reducing costs by a certain percent is a goal, not a strategy.

• Providers try to mimic what a competitor is doing, especially if it is new. That is not a strategy. A good strategy separates the business from the competition. Emulating competitors or chasing the next new logistics service is a short-sighted approach that often lacks understanding of market niches, operational nuances and value proposition.

• Companies stay with what they are familiar with, their comfort zone. This can be a myopic bias against performing the diligent planning analysis that is necessary.

• It does not identify and address hard questions and challenges, such as how sustainable the present business approach and operations model are. That negates the concepts of strategy and of planning.

• Planning is not rigorous and does not adequately assess both external and internal factors. Internal analysis does not get the rigorous attention it should get. Diligent self-assessment is required, but it can be difficult. Overestimating abilities and underestimating problems short-circuit any serious planning.

• Companies oversimplify trends, especially global ones, and their impact on future business. They let the past dictate too much of what will happen, even against the dynamic and changing global business world. Firms do not comprehensively deal with uncertainty and look at “what if” scenarios. It is a dismissive approach based on the past. Change, with its speed with competitors and markets, is more than local; it is global.

• Businesses create a wish list of strategies. Aggregating a catalog of possible ideas, no matter how worthwhile, is not strategic planning. The effort dictates potential strategic choices be culled and prioritized and that hard decisions must be made on what to do.

• Service providers do not scrutinize how well the strategy positions the service offering to the dynamics of global economic and business forces. They also overestimate potential competitive advantage—and underestimate its transiency– that the firm may create with its strategic placement.

• Companies keep the planning within the C level and do not extend down to others who may have a better understanding of the present activity. There is also an underlying assumption that what a company and its executives do are transferable to the future. This lack of communication and buy-in with the planning often continues with attempts to execute the strategy—attempts that often fail.

• Planning is an annual process with little happening with regards to implementation. That creates frustration and lack of interest with the effort.

There are basically three approaches for logistics service providers to strategically differentiate themselves—

1) Status quo. The conservative, stay-the-course option may seem like the safest choice; but it carries significant risk in the ever-changing and competitive global economy. Executives with strong risk aversion favor this way. It depends on the past to predict the future and on simplified assumptions to assume away uncertainty.

2) Organic growth. This can be a slow and assumed steady method using internal capabilities and resources. The approach implies high expectations and requires improved performance.

3) Aggressive growth. External partnerships or alliances and, especially, merger and acquisition are options with this choice. In addition to identifying right target firm, timing is an issue with this choice.
Companies, whether using organic and aggressive, can pursue one strong initiative or a few worthy opportunities. These approaches mean there will be an allocation, even reallocation, of resources–capital, people, assets and technology.

Going forward, firms should adapt and change their present businesses and build new ones. Companies should both change existing services and create fresh service offerings. It is not an either-or as to adapt or create; it is to do both, unless the plan involves divestiture or maximize profits of the present service and let it fade away.

Execution. Strategy implementation is critical. The best strategy, without good execution, will struggle to succeed. And the more dramatic the strategy is with scope and impact, the greater is the challenge for sound execution. An operations strategy has an internal capabilities and requirements, perhaps best-in-class. The significant change strategy has both internal and external requirements. Each strategy carries different proficiencies to implement and creates challenges for present executives, managers and employees to have the skills to implement the strategy.

Achieving the strategy separates planning for the sake of planning and planning needed to advance into the future. It also demonstrates the conviction that the company has in the strategy. Executing the strategy means communicating the plan within the company and with stakeholders to build support—both operating and financial–and aligning the business with its strategy. Adequate resources and defined responsibilities for execution are needed, along with corresponding, relevant metrics to track progress.

The transformation and its rate of implementation to carry out the strategy may require recognizing and dealing with the need for change management. In reality, there are strong similarities between change management and successfully implementing a strategy.

Tied to the grand strategy are underlying strategies and implementation plans for sales, pricing, marketing, positioning, operations and technology. Logistics providers should recognize the life cycle to their services, especially with regard to profit maximization and the commodity service view of their offerings. This service life cycle creates the need for the subset of strategies and fulfillment of them. How people within the company grasp and execute these opportunities can have significant effect on long-term margins.

While direction can come from the top level, carrying out the execution needs clear lines of responsibilities couple with a coordinated, cross functional effort by different groups within the company. There can be no standalone activities for success. It should be integrated. The potential for assuming away the need for the collaboration can create unnecessary surprises and failure to gain all the market, operations and financial benefits of the strategy.

Strategy planning and execution are not easy for logistics providers. They are a challenge. But as difficult as they are, doing nothing in the face of dynamic competitive and market changes can be dangerous for all stakeholders. Logistics providers that do not plan well and implement well let events drive where they are going. They do not control it. These providers are market followers, not market leaders. As a result, these firms do not transition to take full advantage of opportunities. They miss out on market share, customers and profits that companies, who have a coordinated planning and strategy execution, earn and enjoy.

TomLTD2Tom Craig is president of LTD Management, a cutting-edge consulting firm that specializes in logistics and supply chain management. Tom has real world supply chain experience with major global corporations. He has an MBA in logistics from The Pennsylvania State University. 

LTD Management’s consulting is reflects the actual experience and knowledge of its team. LTD provides strategic and tactical consulting with solutions that work. The company website is http://www.ltdmgmt.com

Tom is a long standing Advisory Board Members of LSCMS and a judge at the upcoming LogiSYM2015 Industry Awards – www.logisym.com

Tom can be contacted at tomc@ltdmgmt.com

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July 15, 2014

China Logistics Sector Developments

Traditionally the logistics sector in China was focused on moving products from factories within China to the coastal ocean ports for export to developed markets. More recently the emphasis is just as much on moving goods within the domestic mainland China market in order to reach increasingly prosperous consumers, located all over this huge country. In particular, the residents of second, third and fourth-tier cities in central, western and northeastern China are driving a new wave of domestic consumer demand. Although logistics in China is the backbone of the supply chain, the industry itself remains hugely complex, expensively inefficient and massively fragmented, with the top 20 companies sharing just 7 percent of the total domestic logistics market.

Despite these challenges, the domestic contract logistics industry continues to grow at healthy rates, being serviced by a mix of multinational logistics service providers (MNC LSP) and local Chinese companies. Valued at USD 88 billion in terms of 3PL revenue, China’s logistics market is the second-largest in the world and is projected to become the world’s largest 3PL market by as early as 2016, with growth forecasts of 12 to 16 percent over the next 10 years.

For quite some time, one of the biggest questions customers need to consider when outsourcing their logistics in China to a Third-Party Logistics service provider (3PL) was whether to work with a local Chinese 3PL or a multi-national 3PL – each category had their respective strengths and the options were reasonably clear. Whereas the local Chinese 3PL companies had the on-the-ground knowledge, local connections and typically operated on a lower cost basis, the international MNC 3PL service providers such as DHL, CEVA and DB Schenker provide global management expertise and deployed sophisticated technology solutions, together with international best practices and sector specific knowledge and experience. Today the differences between these categories of logistics providers are becoming increasingly blurred – multinationals have extended their market knowledge, sector expertise and geographic reach in China, while local service providers have gained more international exposure and experience and are increasingly investing in technology platforms and solutions. In recent years a few privately owned Chinese 3PLs have grown to become national service providers, however, they tend to be the exception rather than the rule. In the fragmented China logistics industry, servicing nationwide domestic distribution typically involves several third party providers – in some cases shippers are using more than 20 different companies to distribute their goods throughout China.

It is clear that in order for the industry to become more efficient and to meet the market demands, consolidation amongst logistics service providers will continue. More local Chinese companies will group together in alliances to form stronger regional and national networks and we can expect more formal mergers between local Chinese companies. Meanwhile, the international 3PLs will continue to seek acquisitions as a means of expanding their network within China.

MM Speaking at Global SCM Summit Shanghai 11-2013China based since 2002, MARK MILLAR delivers value for clients with informed and independent perspectives on their supply chain strategies in China and Asia. He serves as International Advisor to the Shenzhen Logistics and Supply Chain Management Association (LSCMA), the organisers of the China International Logistics Fair (CILF) 2014.

Whilst living in Shanghai he led sales and marketing for start-up joint venture Platinum Logistix and served as Honorary Chairman of the China Supply Chain Council. He subsequently led business development initiatives in China for Exel Contract Logistics (now DHL Supply Chain) and across Asia for the Supply Chain Solutions division of UPS.

Mark has visited more than 30 Chinese cities, and is now based in Hong Kong, where he serves as Logistics Committee Chairman at the British Chamber of Commerce and Chair of International Relations Committee at the Hong Kong Logistics Association.

A regular Speaker at industry events across Asia, including China, Hong Kong, Singapore, India, Thailand, Malaysia, Vietnam, Indonesia, Philippines and Myanmar, Clients have engaged Mark as Speaker, MC, Moderator or Conference Chairman at over 300 events in more than 20 countries.

The Global Institute of Logistics recognised him as “One of the most Progressive People in World Logistics” and London business publishing house Kogan Page have recently commissioned him to write the book “Global Supply Chain Ecosystems”.                

Contact him at:       mark@markmillar.com

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July 10, 2014

Logistics Executive Group Announces Partnership in UK & Ireland with ECMR International Ltd

Filed under: Education,General,Newsletter — admin @ 1:08 pm

Australian-owned Executive Search and Corporate Advisory firm, Logistics Executive Group has announced a partnership with UK-based ECMR International Ltd, and has appointed its founder, Niamh Ní Bhéara, as Managing Director, Logistics Executive UK & Ireland to head up its newest operation.

Logistics Executive  offers “whole of life cycle talent management services”  to meet  evolving market  / customer demands and this has led to the formal partnership with ECMR International Ltd.

“We are delighted to announce the partnership with ECMR and the opening of our new office in London, serving the UK and Ireland.  Additionally, it’s a great pleasure to welcome Niamh Ní Bhéara to our Executive Team. Niamh brings a wealth of experience from her Aviation and Logistics career, and the services offered by ECMR will compliment those of Logistics Executive,” said Kim Winter, Global CEO for Logistics Executive Group.

Mr Winter continued “With Logistics and Supply Chain being a key contributor to the UK and Irish economies, the timely investment in this partnership will give UK and Irish customers access to highly skilled and experienced international candidates. This will afford companies in the UK and Ireland to the opportunity to recruit the best talent the industry has to offer, enabling them to compete on a global stage.”

Miss Ní Bhéara has almost 25 years’ experience in front-line Senior Management roles in the Aviation and Logistics industries. Having  held positions with Global responsibility,  living in several European countries, she has  developed comprehensive knowledge of the operational, strategic and cultural challenges facing her clients. She excels at bringing a practical approach to problem solving and focuses on delivering holistic solutions. In addition to her strong commercial acumen, Niamh is recognized for high standards of coaching and development she and her company delivers.

“I am excited to be joining the Logistics Executive global team, creating a stronger footprint in Europe for the Group,” said Niamh Ní Bhéara. “This partnership allows ECMR to combine its passion for service and people, with the outstanding resources and reputation of a recognized industry leader to deliver executive search and  Corporate Advisory solutions to a broader customer base.“

She continued, “The results of 2013/2014 Employment Market Survey, http://www.logisticsexecutive.com/cms/2014 EMS Report 210314.pdf suggests that employers seeking to attract talent should consider focusing on development plans for new employees and talent retention could be improved by creating opportunities for career progression. The partnership between Logistics Executive and ECMR will deliver cohesive solutions supporting   customer’ talent attraction,   development and retention  programs from our new London office.”


About Logistics Executive Group

Logistics Executive is an acknowledged industry leader since 1999, offering a range of specialist Human Resources talent related services for the Supply Chain & Logistics sectors including Executive Search, Recruitment, Training and Consulting.

With its head office in Sydney, Australia the company has offices across Australia, Singapore, Hong Kong, India, China and the Middle East and is located in the key international logistics hubs. Logistics Executive has built a strong reputation for providing sound advice and  working strategically with clients to develop successful models for national and international executive talent attraction, development and retention.

Logistics Executive partners with a wide range of clients including; multinational corporations, entrepreneurial businesses, private equity firms, promoter owned companies and non-profit organizations.  The company offers tailored services ranging from Executive Search & Recruitment,  Interim Management, to Leadership Development Programs, Executive Coaching, Succession Planning, Talent Mapping, Organisational Design and  Outplacement.

Logistics Executive offers market-leading, global connections and drives business performance in the Logistics, Supply Chain, Transport, Freight, Aviation,  Maritime, Manufacturing, Retail, FMCG, Pharma-Healthcare and Resources sectors.

www.LogisticsExecutive.com

About ECMR International Limited

ECMR International Limited is a business consultancy, specialising in Customer Service, Claims Consultancy and Leadership Support, based in the UK with an international client base.

For Senior Managers focused on Customer Service and Claims Management who are concerned with lack of consistency, poor standards of service and escalating costs, ECMR’s Service Portfolio incorporates solutions and training programs that will help businesses deliver better and more cost-effective standards of service to their customers.

For leaders and owners of business will benefit from external unbiased guidance, ECMR also offer a range of leadership support services including expert independent coaching and mentoring which strengthens leadership and effectiveness in business.

ECMR International delivers world-class services to clients in the Agriculture, Real Estate, Finance, Logistics, Cargo, Transportation and Aviation industries.

www.ecmrinternational.com

 

For further information contact:

Mr Kimble Winter, Global CEO

Kimw@logisticsexecutive.com

Miss Niamh Ní Bhéara, Managing Director UK & Ireland

 

NiamhN@LogisticsExecutive.com

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May 26, 2014

Vietnam Container Ports Development

With its lengthy coastline of some 3,200 km, Vietnam’s seaport network comprises of numerous small and medium-sized entities, the fragmented sea-side capabilities further hampered by inefficient land-side distribution. Most large ports are located on rivers, like Hai Phong and Ho Chi Minh City, typically with limitations of access from the ocean, water depth, quay length and container yard space, compounded by downtown city locations making cargo transfers to other modes of transport difficult and inefficient due to traffic congestion. Hence the development of modern deep-water port facilities at Cai Mep – further out from HCMC and closer to the ocean.

As discussed however in a recent ASEAN Ports and Shipping forum, the fragmented approach to the development of multiple container terminal facilities at the Cai Mep-Thi Vai port complex – situated on the southeast coast some 50 km from Ho Chi Minh City – has resulted in over-capacity, to the extent that operations at several of the new terminals have been suspended, due to a shortage of cargo and absence of ships.

Distance from major industrial zones, together with limitations in land side connectivity – and associated additional cost implications – all combined to make cargo owners reluctant to utilise the newly built facilities, in turn making shipping lines question the viability of making port calls at the new terminals.

Vietnam Ports

Picture: South Vietnam fragmented container port developments resulting in over capacity and underutilisation (source: ICF GHK Hong Kong)

Compounding the unfortunate scenario is the continuing operation of the Saigon city river ports in downtown HCMC, thereby supporting the existing inefficient operations within the busy city, with the related congestion and pollution, and further entrenching the incumbents’ reluctance to move cargo operations to the new Cai Mep facilities.

As a ray of sunshine amongst the gloom, CMIT (Cai Mep International Terminal) see many positive opportunities for Vietnam to capitalise on the newly constructed, modern, deep-water terminal facilities and their strategic geographic location near the ocean, not least of which is to connect south Vietnam to the major international trade flows from Asia to Europe and USA, eminently feasible assuming larger container vessels can be persuaded to return to Cai Mep and that multimodal hinterland connectivity can be enabled through effectively integrated logistics networks.

In the international context, Vietnam’s location on the South China Sea provides access to the main intra-Asia and inter-Asian shipping routes, which are forecast for above average growth in the coming years. Adopting a more holistic and integrated approach to deep-sea port development, and the related multimodal hinterland connectivity, will enable Vietnam to better capitalise on its strategic position and vast potential – with many opportunities to empower performance and growth throughout regional supply chain ecosystems in this Asia Era.

Mark Millar provides value for clients with independent, external and informed perspectives on their supply chain strategies in Asia. His series of ‘Asia Supply Chain Insights’ presentations, consultations, seminars and corporate briefings help companies to improve business operations, plan more effectively, and increase the efficiency of their global supply chain ecosystems. Clients have engaged Mark as Speaker, MC, Moderator or Conference Chairman at more than 300 events in 20 countries. The Global Institute of Logistics recognised him as “One of the most Progressive People in World Logistics” and USA-headquartered Supply & Demand Chain Executive named him as one of their 2014 Pros-to-Know in Supply Chain. mark@markmillar.com

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Raffles joins LSCMS as Corporate Member

rafflesRaffles College of Higher Education, a subsidiary of Raffles Education Corporation Limited has recently joined the Logistics and Supply Chain Management Society. Raffles is the largest private education group in the Asia Pacific region and has an extensive network of 34 colleges in 31 cities across 12 countries in Asia Pacific: Australia, Cambodia, China, India, Indonesia, Malaysia, Mongolia, Philippines, Saudi Arabia, Singapore, Sri Lanka and Thailand.

Raffles will be launching a new course on Supply Chain and Logistics and will be collaborating with the Society in a number of ways such as inviting industry professionals to conduct talks, workshops and seminars for Raffles students. Industrial attachments with the relevant industry players, site visits, and networking opportunities with LSCMS’ extensive network of organisations and individuals are also some of the things that can be coordinated to enhance students’ career advancement.

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May 17, 2014

Benefits of On-Line Learning

Logisticians occasionally write to us to enquire about courses and training. We are more than happy to assist with this.

More and more we are getting questions about on-line courses. Given the exponential growth of on-line learning over the last decade and the amazing growth of MOCC’s like Coursera on-line education is now a widely accepted mode of learning.

In many countries, access to good, recognised, quality education and training is not always accessible or available. On-line learning helps overcome this. Also, on-line learning can be just as challenging – maybe even more so – than conventional classroom learning.

Additionally, there are several benefits of on-line learning that will help you acquire valuable career skills that you will not get from any textbook. These skills are essential to succeed in the workforce; they are also skills that traditional classroom students often will not develop until long after they have graduated – if ever.

In many countries today, having a paper qualification is fairly common. The individual with the soft or less tangible skills like high EQ is what employers are looking for.

The following are just 4 benefits we see from on-line learning.

Benefit 1 — Self-Motivation: Traditional students are required to attend a class. They meet with an instructor on a regular basis. Instructors deliver lessons, answer questions, and help keep students on track.

In an on-line learning environment however, you rarely have a set class time. In progammes that do not incorporate on-line webinars and the like, it is unlikely that you will ever see your instructor face-to-face.

On the positive side, this allows for a flexible schedule but since there is no one there to make you show up and learn, you have to learn how to stay motivated. You have to hold yourself accountable. Self-motivation, once mastered, is an amazingly beneficial skill to possess in the real work world.

Benefit 2 — Communication: Being a highly motivated go-getter is terrific, but what good is that when you cannot convey your ideas to others? Being a good communicator will be highly valued wherever you work.

On-line learning is perfect for helping develop those communication skills. Because you do not get to sit next to your classmates on-line group projects and communication with your instructor is very common and carry their own unique communication challenges.

The primary way you will communicate with them will be through written assignments, e-mails, and posts. To them, you are essentially just “words” on a screen or someone they will see on-line for just a few minutes. Communication therefore has to be clear and succinct. Your communication skills have to be sharp. You want every message, every paper you submit, to communicate your thoughts as clearly as possible. Simple written misunderstandings can lead to bad grades. On-line learning teaches you to communicate well and often.

Benefit 3 — Organization & Time Management: It does not matter how motivated and eloquent you are if you cannot juggle your school work with the rest of your life. As an on-line student, you have to develop a time management plan and prioritise your coursework, otherwise you can easily get left behind.

How much time will you have each day to study? How can you make the most of that time? Will you be able to be more productive during the morning or evening? How many classes will you be able to take at once and still stay sane? You have to ask yourself questions about time management from the beginning, and constantly re-evaluate your time use as your tasks and priorities change.

Benefit 4 — Adaptability: Regardless of how well you plan and prioritize, there is always the chance that something unexpected will happen. You must be able to adapt quickly whether it is a  crashed computer, loss of internet connection, or something else.

In a nutshell, employers today are looking for individuals with these four highly beneficial skills:

  • self-motivation
  • communication
  • time management
  • adaptability

On-line learning students must acquire these same four skills in order to successfully complete an on-line course. Regardless of the programme you choose, the benefits of on-line learning will help you build career strengths that will pay off daily in the real world of work.

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May 7, 2014

LSCMS Advisory Board Member Recognised

Filed under: Asia Supply Chain Insights,Awards,China,General,Newsletter — admin @ 8:52 am

MM Speaking at Global SCM Summit Shanghai 11-2013USA-headquartered Supply & Demand Chain Executive, the executive’s user manual for successful supply and demand chain transformation, has included Hong Kong-based industry leader Mark Millar in its latest annual listing of Pros-to-Know in Supply Chain.

The 2014 Provider Pros to Know is a listing of individuals who have helped their Supply Chain clients or the Supply Chain community at large prepare to meet the industry challenges they face in the year ahead.

As managing partner of M Power Associates, Mark leverages 25 years global business experience and an exclusive network of best-in-class supply chain practitioners to provide value for clients with informed and independent perspectives on their supply chain strategies. His series of ‘Asia Supply Chain Insights’ corporate briefings, consultations and seminars help companies navigate the complex landscapes in China and ASEAN, improve the efficiency of their supply chain ecosystems and make better-informed business decisions.

Speaking from the Multi Modal trade show in Birmingham, England – where he is hosting a seminar on ‘China Supply Chain Strategies’ – Mark said: “I am honoured to be named in this prestigious listing of supply chain leaders, which reflects my continued focus on helping clients to understand and improve their global supply chain ecosystems. These ecosystems play a crucial role in enabling global trade, highlighting why all businesses should put Supply Chain firmly on the strategic agenda in 2014.”

Barry Hochfelder, editor of Supply & Demand Chain Executive, said: “Supply Chain is increasingly recognized as a strategic differentiator and Supply Chain Leaders have become crucial to the success of the enterprise in meeting the challenges of what truthfully has been called a turbulent economy. Our Pros to Know listing highlights many of these outstanding executives and their accomplishments.”

“This honor highlights the many thought-leaders who are helping to shape the Supply Chain industry and advance Supply Chain as a respected discipline in the enterprise,” Hochfelder added. “Their efforts in developing the tools, processes and knowledge base necessary for Supply Chain transformation, and in promoting new approaches to supply chain enablement, have earned them a place on this year’s Pros listing.”

Pros to Know 2014 SDCEWell-known throughout the logistics and supply chain communities across Asia, Mark has been based in Hong Kong since 2005, prior to which he lived and worked in industry roles in Shanghai, Sydney and Singapore. Acknowledged as an engaging and energetic presenter, Mark has been engaged as speaker, moderator, MC or conference chairman at over 300 events in more than 20 countries.

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April 4, 2014

LogiSYM2014 a resounding success!

Filed under: Economics,Education,Events,General,Logistics,Newsletter,Singapore — admin @ 7:58 am

LogiSYM is the region’s first Supply Chain Symposium and Summit, focussed on bridging concepts, practice and technology in Supply Chain management, to real world implementation and benefits that result in increased Supply Chain pipeline velocity, profitability and performance. The symposium was held last in Singapore on the 26th & 27th of March at the National University of Singapore.

Coupling Supply Chain practice with input from specialist academics from the region, the event was a resounding success with more than 250 attendees from Singapore and the region. It has established itself as a platform for mid to senior level Logisticians from all areas of our very dynamic profession to share real solutions, network, develop and learn new skills that they can apply.

Supported by major Supply Chain companies like Toll and DHL, participants of the event have asked the organisers to keep the momentum going by arranging a number of smaller activities throughout the year until the next symposium.

A few members of the Organising Committee

A few members of the Organising Committee

For more pictures and information on LogiSYM, visit www.logisym.com

 

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