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Файл:TOPICAL ISSUES OF LOGISTICS. Учебное пособие для студентов-магистров направления «Экономика»
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project we are installing is a system that feeds a battery
system to become our office and IT emergency backup (vs.
relying on a diesel generator) and the specifications are in
the 8-9 hour of backup range."
Such continuous improvement is a measurement
benchmark of the SLI program. The data-collection
technology employs Internet-based tools and the process is
verified by The Sustainable Supply Chain Foundation.
To show continuous improvement, as each facility's
metrics improve, it is designated as having achieved a
silver, gold or platinum level. Linda Hothem believes such
certification serves a useful purpose for shippers.
"To date, there is no standardization on how shippers are
measuring sustainability," she says. "It is arbitrary and
difficult to compare one vendor to another, which puts
them in a difficult position and creates more work for
them. In the near future, Dr. Dale Rogers of Rutgers
University and I would like to scale SLI to measure the
entire supply chain process—from raw materials to
finished product—creating metrics for all segments of the
supply chain."
Global Partnerships
Another factor driving shippers to 3PLs is the complexity
of participating in global trade. The risks associated with
regulations and global supply chains is increasing both in
terms of service disruption and brand and product
reputation. That's why an important consideration when
selecting a 3PL partner to help serve global markets is
having a local presence in those markets. That helps in
navigating customs requirements and understanding how
to work with in-country organizations to get product
moved and keep shipments on time.
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This trend could affect the longevity of 3PL relationships,
according to Capgemini's Shanton Wilcox.
"We think there will be a shift to selecting one or two key
3PL relationships that will be more strategic and long
term, resulting in more investment on both sides of the
relationship in IT and big data," he says.
These relationships will be dedicated to ensuring supply
chain visibility and overcoming the obstacles to that goal.
"The biggest barrier to true supply chain visibility is the
integration of information flows from one supply chain
partner to another," Wilcox continues. "Not just integration
but data standardization and making sure all the
information is consistent so you don't have to guess about
it or do additional work once you get it. You can look at it,
understand it, internalize it and make decisions."
Cloud-based technology is opening the playing field to
participants of all sizes, both on the shipper and the 3PL
sides. That means a wider range of 3PLs can offer more
sophisticated information management capabilities, so the
fact more offer this service means shippers can't rely on
technological sophistication as the sole criterion for
partnering with them. A better indicator of competence
might be the industries the 3PL serves. For example, a
3PL's ability to offer less-than-containerload services in
pharmaceuticals requires precise management of many
regulatory details.
"Such a 3PL must not only know that for one company it is
shipping four pallets of a product, but what is that
product?" Wilcox advises. "What are the handling
characteristics and regulatory requirements? They need a
full profile on that product so they know if they put four
pallets of another pharmaceutical company's products next
to it in a container, they're not creating a problematic
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mixture. From a regulatory perspective, they must make
sure they can ship both of those products in the same
container without separation because mixing the two
together may create a caustic reaction."
At the same time, shippers that adopt a cloud-based
platform can become more attractive for big 3PLs to
partner with, opening a portfolio of services that had
previously been reserved for larger shippers.
"The 3PL can say, ‘You may not represent a lot of
business for us, but you're a profitable business and the
effort it takes to onboard you is minimal because we're
already in the cloud and we have most of your other
trading partners up and running in other supply networks,'"
Wilcox explains.
The bottom line for establishing a partnership with 3PLs,
or a 4PL for that matter, is to know thyself. If you are to
manage margin and maintain expectations, you have to
understand what capabilities you're willing to invest in,
what responsibilities you'll be dedicated to and how your
partner will support you as your business changes.
Managing this relationship is not a part-time job. Just
structuring an agreement and then making sure it's
followed on a day to day basis will demand diligence.
Look at that 3PL as an extension of your company because
your choice will be seen as an extension of you.
Text 16. Are You Afraid of Your Suppliers
Collaborating with suppliers is one of the basic tenets of
supply chain management; after all, if you're not actively
communicating with your external partners, there's no real
chance that you'll gain any competitive advantage by
leveraging those relationships. And yet, as technology has
not only flattened the world but made it that much easier
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for the bad guys to threaten us, companies are
understandably skittish about exactly how much they want
to share throughout the supply chain in all its incarnations.
In fact, securing the physical supply chain might in some
ways be easier than securing the transactional supply
chain. Witness, for instance, the political football that's
been played between the Obama administration and
Congress regarding cybersecurity legislation. H.R. 624, the
Cyber Intelligence Sharing and Protection Act (CISPA),
recently won House approval. Among other things, this act
allows the government to share cyber-threat information
with the private sector; the administration, however, has
signaled it would veto the act on the grounds that it doesn't
go far enough to protect privacy.
"Manufacturers know the economic security of the United
States is directly related to our cybersecurity," says Aric
Newhouse, senior vice president of policy and government
relations with the National Association of Manufacturers
(NAM). "Cybersecurity will play a significant role in
defining the future of the Internet and business in the 21st
century, so it is natural that the manufacturing and hightech communities strongly support the CISPA legislation."
Notwithstanding New- house's assertion, such high-tech
companies as Microsoft, Facebook and Mozilla either
oppose or have yet to strongly endorse CISPA. The issue,
again, comes down to the protection of transactional data.
"Supply chains are inherently insecure, and organizations
create unintended information risk when sharing
information with their suppliers," says Michael de
Crespigny, CEO of the Information Security Forum (ISF),
particularly the risk that the confidentiality, integrity or
availability of that shared information could be
compromised. "There is a 'black hole' of undefined supply
chain information risk in many organizations -- they
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understand and manage this risk internally but have
difficulty identifying and managing this risk across their
hundreds or thousands of suppliers." This risk, he adds, is
yours to manage -- you can't outsource supply chain risk
management.
"When suppliers share your information with their
suppliers, the risk is extended further up the supply chain,
and visibility and control diminish," de Crespigny points
out. "The key to managing information risk in the supply
chain is an information-led, risk-based approach to identify
what information is being shared and assess the probability
and impact of a compromise."
The ISF, a not-for-profit association specializing in
information security and risk management, recommends
that companies focus on identifying information shared in
the supply chain, especially on the contracts that pose the
highest risk. To that end, the group has developed a Supply
Chain Information Risk Assurance Process for large
manufacturers and other companies to manage risk across
thousands or tens of thousands of suppliers.
Text 17. Is the National Land Freight Strategy
on the right track
The 4th meeting of the Standing Council on Transport and
Infrastructure (the Standing Council) has been held
in Canberra to consider a wide range of transport
initiatives and reforms. The Standing Council includes
Transport, Infrastructure and Planning Ministers from the
Commonwealth, States and Territories, New Zealand and
the Australian Local Government Association.
National Transport Regulation reforms
The Standing Council took decisions to finalise the
implementation of the national heavy vehicle, rail safety
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and maritime safety regulators. These reforms are expected
to provide significant productivity benefits to the transport
industry and to Australia’s national economy.
The National Rail Safety Regulator commenced operations
on 20 January 2013 and the Rail Safety National Law has
been enacted in South Australia, Tasmania, Northern
Territory, New South Wales and Victoria. The Standing
Council has now approved the fees regulation to apply for
the 2013-14 financial year, following industry consultation
by the National Regulator.
The National Heavy Vehicle Regulator was established on
21 January 2013. The Standing Council welcomed the
passage of the Heavy Vehicle National Law 2012 and the
Heavy Vehicle National Law Amendment Act 2013
in Queensland; which will allow other states and territories
to pass enabling legislation in the coming months.
The Standing Council also approved the Advanced Fatigue
Management arrangements for managing driver fatigue.
National Land Freight Strategy
The Standing Council agreed to the National Land Freight
Strategy, which represents the first time a national
approach to planning for freight has been jointly agreed by
Australian governments. With Australia’s freight task
forecast to double by 2030 from 2010 levels, the strategy
provides an integrated approach to addressing the key
issues confronting Australia’s freight infrastructure,
identifying the measures needed to address planning,
investment and regulatory challenges. Implementation of
the strategy will commence immediately.
The strategy can be found at
scoti.gov.au/publications/index.aspx.
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ARA comment
The Australasian Railway Association (ARA) has
welcomed the release of the National Land Freight
Strategy by the federal and state governments, through the
Standing Council on Transport and Infrastructure
(SCOTI).
The strategy importantly sets out a work plan that will help
realise the long term goals of an efficient, productive and
competitive national land freight system, a sustainable land
freight system that responds to growth and change, and
that policies affecting land freight are aligned and coherent
across government.
“With our population growing and demand for mining
outputs and commodities on the increase, it’s vital that our
freight transport systems are able to cope now and into the
future,” said ARA CEO Bryan Nye.
Text 18. Still waiting to hear back
on Newcastle container terminal
A container terminal at Newcastle would be good for
people living in northern NSW because the cost of
transporting goods to and from the port will be lower,
obviously, than with Port Botany.
Low-cost access to a container terminal is a vital
ingredient in the successful future of any economic region
worldwide – container ports drive new supply chains,
markets and infrastructure.
If there are valid reasons for not building a container
terminal at Newcastle, they are yet to be identified by
either the NSW government or the Australian government.
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It is relevant to consider why the
former Newcastle steelworks site is owned by the NSW
government.
Sixteen years ago, BHP was proposing to build a container
terminal on the site but, unexpectedly, gave it to the NSW
government, in 2001, which dumped the proposal.
The state government accepted ownership of the site’s
industrial contamination after 84 years of steelmaking.
Last year, the Australian government claimed that
a Newcastle container terminal ”would add costs to the
entire supply chain”. The claim is contained in
the Moorebank Intermodal Terminal Project, Detailed
Business Case, 6 February 2012, on page 62.
No evidence has been provided in support this claim.
The Australian government says its 1.2 million TEU
intermodal terminal at Moorebank is necessary for
expanding Port Botany container terminal.
The intermodal terminal ”would provide a major boost to
national productivity, helping to reduce business costs and
the adverse environmental and social impacts of road
transport, as well as creating jobs in south west Sydney”.
These claims are said to be backed by a “significant
amount of research”. Unfortunately, this research has been
redacted from the ”Moorebank Detailed Business Case”.
Consequently, it is not possible to test the Australian
government’s claims for the proposed Moorebank
intermodal terminal.
Moreover, Port Botany’s traffic congestion is simply being
transferred to Moorebank – seeMoorebank
Intermodal’s Key Assumptions Requires Deeper Scrutiny,
April 2013.
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Other than for the area served by the
small Enfield intermodal terminal, western Sydney is
better served from Eastern Creek – because it is closer to
the main demand areas – than from Moorebank.
By 2030, annual container movements are expected to be 5
million TEU – up from 2 million TEU in 2012 to 7 million
TEU.
At 1.2 million TEU, the Moorebank intermodal terminal is
too small and will be unable to cope with Port Botany
throughput, which in 2020 is estimated to be 3.2 million
TEU.
Both the Australian and NSW governments support an
intermodal terminal at Eastern Creek; and both support a
freight rail by-pass of Sydney and Newcastle.
The likely route is from Glenfield in south
western Sydney, Eastern Creek, across the
HawkesburyRiver, west of the CentralCoast,
and Newcastle.
Eastern Creek would be capable of handling all
of Sydney’s intermodal terminal requirements for the rest
of the century. Ample land for warehousing is a further,
decisive, advantage of Eastern Creek.
It would not be necessary to maintain multiple, small-scale
intermodals scattered throughout Sydney’s west in
cramped conditions.
Paying for the freight rail line between Glenfield
and Newcastle would be achieved by railing containers
between Newcastle and Eastern Creek.
The outer wester Sydney freight rail by-pass would enable
the removal of freight from the Sydney rail network, which
in turn would allow all rail capacity to be used for
passenger services.
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If rall was to absorb 30% of the forecast growth
in Sydney urban travel, the savings would be $1 billion a
year by 2025.
Since the Australian and NSW governments are unwilling
to examine the economic implications to NSW of a freight
rail by-pass of Sydney and a single intermodal terminal for
all of Sydney’s requirements at Eastern Creek, and they
cannot justify their opposition to a Newcastle container
terminal, perhaps it’s time for the Australian Productivity
Commission and Australian Competition and Consumer
Commission to take an interest.
Text 19. How Real-Time Supply & Demand Matching
Drives Sales
A supply chain’s ability to respond rapidly to demand
variability, and match it with supply, will yield lower
working capital requirements and stronger sales levels,
according to the recent report Improving the Consumer
Electronics Supply Chain: Applying Demand-Driven
Practices to Reduce Lead Times.
Published by Tompkins International and One Network
Enterprises, the report explains the financial benefits of
using new technologies such as cloud-based networks for
demand-driven supply chains. The near real-time matching
of supply and demand minimizes inventory, reduces lead
times and maximizes sales, the authors suggest.
“The ability to reduce variable lead time enables
significant decreases in inventory levels, as well as
improved customer service levels, product availability
(both on-shelf and online), and ready-to-ship statuses,”
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