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Add You - Reverse Logistics in Supply Chain Management
Making the transition from college student to full-time member of the workforce can be a difficult time for many graduates. Many graduates will accept responsibilities for their own lives and their own financial support for the very first time. A surprising number of graduates are advised of the challenges of finding a good job in the current job market. Many graduates are advised to simply apply for and accept any job that comes to their attention. Unfortunately, far too many new graduates are guided by this advice and settle for jobs in which they are undervalued and under-challenged.But, you don't have to settle. You can find a challenging job in which you will be valued and in which you can thrive. We offer the following top tips to new grads as they enter the job market.1. Know your skills, abilities and strengths. This applies to both "hard" skills, and to those "soft" skills that make people good with other people.2. Know what you want to do and focus on jobs that will allow you to do what you love. Remember that smart organizations hire for passion and train for skill.3. Know the kind of environment in which you can thrive. If you know that tight, regimented routines with someone looking over your shoulder every minute don't work for you, look for environments that value and reward innovation and creativity.4. Create a powerful professional pitch. Develop your own brief statement of who you are,
The next major step in the evolution of Reverse Logistics is collaboration with partners and external resources. It is a greater awakening and realization of integration with the entire Supply Chain by leveraging data exchange. It begins with an understanding of the value of the components that comprise a completed manufactured product, the Bill of Materials (BOM). The Bill of Materials is also used by manufacturers to forecast, procure and manage an inventory of spare parts that are used for repair. Frequently, the combined cost of the individual components exceeds the cost of the original retail product. Furthermore, due to price erosion, the cost to repair some products exceeds the cost of replacing the entire unit. Manufacturers must make quick financial decisions regarding the return on investment to refurbish returned products, repair or replace defective warranty products, and the potential resale value for refurbished products returned to market. Manufacturers must also weigh the potential cost if inventory for procuring spare parts to support warranty, extended warranty and out of warranty regulations. To be truly effective, manufacturers must make these decisions before
The cost of starting up an enterprise is high; most advisers recommend that you have at least $50,000 capital on hand "just in case" when you begin your own venture. This is meant to be for unknown problems and glitches, not the actual equipment and running costs. You really need that buffer to create a comfort zone to allow your venture to operate until it takes off on its own. But cheer up. If starting an enterprise is costly, you can usually get all the advice you will ever need or want for free.But when this nest egg begins to decrease and your venture just hasn't taken off, how do you remain current on all of the financial obligations? Do you consider obtaining additional financing or is debt relief counseling a better solution?First of all, it is time to review what types of loans are being offered and which type you may already have. Every bank, savings and loan and credit union has a somewhat bewildering package of small business loans. Most of the loans offered are straightforward, unsecured loans that are based upon the overall credit picture of all of the partners, the overall plan, and the determination of the lender that you prospectus is sound. This sounds as though you will be facing quite a bit of scrutiny. Is there an alternative is you don’t get the money you need in this way? There are always alternatives, but it is important to determine if they are valid for your purpose.One alternative that may be of
This is a case of modern Darwinism. It is survival of the fittest. It requires collaboration an integration within Supply Chain Logistics, or appear on the endangered species list. Even the mighty predator, the Tyrannosaurus Rex, was doomed to extinction by the constant progress of evolution. Today, technology drives evolution at an astounding pace. The ability to capture, migrate, integrate and facilitate the intelligent analysis of data is akin to the invention of fire. This is what will separate the companies who can walk upright from the ones that will be stuck in the tar pits of slow response.
The early days of Reverse Logistics were measured by convenience and customer accommodations. The focus was on the front end of the return process, the ability for consumers to be able to return unwanted or defective merchandise. The ability to facilitate a consumer return was a courtesy that turned into a compelling competitive differentiator in retail. The companies that did not support consumer returns found themselves at a strategic disadvantage to those that did, and were eventually forced to adopt the same consumer conveniences or lose those customers to the competition.
It did not take long for retail merchants to seek the same concessions from manufacturers and distribution channels. Stock rotation became a normal condition of business, and processes for returning defective merchandise became standard practice. Although this is accepted as commonplace today, it has not always been this way. Even today there are cultural differences with regards to consumer returns, especially for product that is not defective and returned because of 'customer remorse'.
As the cost of Reverse Logistics continued to increase, and as the methods of transportation became more sophisticated, manufacturers and distributors began to look for alternatives in transportation for savings. Planning and consolidating freight for return products was identified as a way to reduce expenses related to fuel and labor. This also led to detailed analysis of transportation options, like truck, air and railway. In Supply Chain Logistics business you are either the one driving the truck, the one pumping the gas, or the one paying the other two.
The next step in the evolution of Reverse Logistics was the experimentation and cost comparison between multiple local hubs and single consolidated returns centers. The simple analysis for savings contrasted the costs of warehouse space and manpower to the amount of freight and transportation fees for handling the back end of the Supply Chain. Other factors also played a significant role in the financial analysis, including volume, material costs and inventory controls.
As the costs of Reverse Logistics continued to rise, the importance of returning refurbished merchandise to market also became more significant. Organizations began to place financial significance on the devaluation of product for every day lost in transportation, handling, processing or warehousing. As technology and features improved, price and demand for aging product diminished, as did the ability to recoup costs from returns. Speed to return to market could be measured in resale value.
In the next step of Reverse Logistics evolution, there was an awakening and realization that reverse logistics is only a portion of the entire back-end services solution. Consolidation meant more than merely consolidating returns, it meant consolidation of activities related to back-end support operations. Manufacturers began to consolidate spare parts and materials in the same warehouse as the returned merchandise, discovering that it is less expensive to move parts and packing materials across an aisle than across state lines. Spare parts used to refurbish returns were placed in the same building. Taking this concept one step further, manufacturers began to consolidate depot warranty repair operations inside the same facility to maximize the utilization of parts, labor, warehouse and materials. This activity often required collaboration between previously diverse management and operational groups within large organizations. The collaborative effort reduced expenses for all participating departments and groups within the organizations.
The next major step in the evolution of Reverse Logistics is collaboration with partners and external resources. It is a greater awakening and realization of integration with the entire Supply Chain by leveraging data exchange. It begins with an understanding of the value of the components that comprise a completed manufactured product, the Bill of Materials (BOM). The Bill of Materials is also used by manufacturers to forecast, procure and manage an inventory of spare parts that are used for repair. Frequently, the combined cost of the individual components exceeds the cost of the original retail product. Furthermore, due to price erosion, the cost to repair some products exceeds the cost of replacing the entire unit. Manufacturers must make quick financial decisions regarding the return on investment to refurbish returned products, repair or replace defective warranty products, and the potential resale value for refurbished products returned to market. Manufacturers must also weigh the potential cost if inventory for procuring spare parts to support warranty, extended warranty and out of warranty regulations. To be truly effective, manufacturers must make these decisions before
When you interview someone for a job you already know their qualifications and work experience from reading their resume. These might need some clarification and expansion, but you have the basic facts.What you don’t have is a real understanding of the personality of the applicant. Would it be beneficial to you, the employer to be able to see and understand not only the negatives but also the positives in your job applicants without depending upon answers to questions? It can be done, easily, quickly and with simple training.As you progress through the interview, you do get to know each other better, quite naturally, through give and take of conversation, and through the candidate relating past experiences.However, the old questions that used to “trick” candidates into “revealing” themselves are working less and less. “What is your greatest weakness?” is one of them. “Why should I hire you?” is another.These questions if delivered to an unsuspecting interviewee could result in very open answers, some of which might reveal more than the candidate intended.But more and more job seekers are taking courses and reading books on how to interview well.I have taught interview skills for many years, and know the difference in the answers of an “unschooled” interviewee and those of a “graduate” are very different. After a study of interview skills the stu
The early days of Reverse Logistics were measured by convenience and customer accommodations. The focus was on the front end of the return process, the ability for consumers to be able to return unwanted or defective merchandise. The ability to facilitate a consumer return was a courtesy that turned into a compelling competitive differentiator in retail. The companies that did not support consumer returns found themselves at a strategic disadvantage to those that did, and were eventually forced to adopt the same consumer conveniences or lose those customers to the competition.
It did not take long for retail merchants to seek the same concessions from manufacturers and distribution channels. Stock rotation became a normal condition of business, and processes for returning defective merchandise became standard practice. Although this is accepted as commonplace today, it has not always been this way. Even today there are cultural differences with regards to consumer returns, especially for product that is not defective and returned because of 'customer remorse'.
As the cost of Reverse Logistics continued to increase, and as the methods of transportation became more sophisticated, manufacturers and distributors began to look for alternatives in transportation for savings. Planning and consolidating freight for return products was identified as a way to reduce expenses related to fuel and labor. This also led to detailed analysis of transportation options, like truck, air and railway. In Supply Chain Logistics business you are either the one driving the truck, the one pumping the gas, or the one paying the other two.
The next step in the evolution of Reverse Logistics was the experimentation and cost comparison between multiple local hubs and single consolidated returns centers. The simple analysis for savings contrasted the costs of warehouse space and manpower to the amount of freight and transportation fees for handling the back end of the Supply Chain. Other factors also played a significant role in the financial analysis, including volume, material costs and inventory controls.
As the costs of Reverse Logistics continued to rise, the importance of returning refurbished merchandise to market also became more significant. Organizations began to place financial significance on the devaluation of product for every day lost in transportation, handling, processing or warehousing. As technology and features improved, price and demand for aging product diminished, as did the ability to recoup costs from returns. Speed to return to market could be measured in resale value.
In the next step of Reverse Logistics evolution, there was an awakening and realization that reverse logistics is only a portion of the entire back-end services solution. Consolidation meant more than merely consolidating returns, it meant consolidation of activities related to back-end support operations. Manufacturers began to consolidate spare parts and materials in the same warehouse as the returned merchandise, discovering that it is less expensive to move parts and packing materials across an aisle than across state lines. Spare parts used to refurbish returns were placed in the same building. Taking this concept one step further, manufacturers began to consolidate depot warranty repair operations inside the same facility to maximize the utilization of parts, labor, warehouse and materials. This activity often required collaboration between previously diverse management and operational groups within large organizations. The collaborative effort reduced expenses for all participating departments and groups within the organizations.
The next major step in the evolution of Reverse Logistics is collaboration with partners and external resources. It is a greater awakening and realization of integration with the entire Supply Chain by leveraging data exchange. It begins with an understanding of the value of the components that comprise a completed manufactured product, the Bill of Materials (BOM). The Bill of Materials is also used by manufacturers to forecast, procure and manage an inventory of spare parts that are used for repair. Frequently, the combined cost of the individual components exceeds the cost of the original retail product. Furthermore, due to price erosion, the cost to repair some products exceeds the cost of replacing the entire unit. Manufacturers must make quick financial decisions regarding the return on investment to refurbish returned products, repair or replace defective warranty products, and the potential resale value for refurbished products returned to market. Manufacturers must also weigh the potential cost if inventory for procuring spare parts to support warranty, extended warranty and out of warranty regulations. To be truly effective, manufacturers must make these decisions before
I am sure at some point we have all been tempted by 'get rich quick' schemes. You have heard and seen it all before, the tempting schemes that we receive by email/post/newspaper advertisements etc. They promise we will be able to give up work and make ?1000's for just a few minutes work a day on the internet. They tempt you by promises of nice houses, cars and holidays and lots of ???'s.Here are some key points on how to establish whether a 'Business Opportunity' is likely to leave you broke rather than lead you to the promised pot of gold at the end of the rainbow.- DUE DILIGENCE. See what you can find out about the company. Check their details with the government website: CompaniesHouse.gov.uk. Their WebCheck service offers a searchable company names and address index which is free of charge and enables you to search for information on more than 1.8 million companies in the UK. You can also use WebCHeck to purchase a company's latest accounts and annual returns as well as a selection of company reports, all online. In addition to checking the company details you can run some simple checks such as search the address using a search engine. Search the company name on to see whether that reveals any useful information on the company. If you find the address is a 'maildrop' address, this may make the company difficult to trace should they not be legitimate. Also check the contact telephone number and call to ask any questions you may ha
The next step in the evolution of Reverse Logistics was the experimentation and cost comparison between multiple local hubs and single consolidated returns centers. The simple analysis for savings contrasted the costs of warehouse space and manpower to the amount of freight and transportation fees for handling the back end of the Supply Chain. Other factors also played a significant role in the financial analysis, including volume, material costs and inventory controls.
As the costs of Reverse Logistics continued to rise, the importance of returning refurbished merchandise to market also became more significant. Organizations began to place financial significance on the devaluation of product for every day lost in transportation, handling, processing or warehousing. As technology and features improved, price and demand for aging product diminished, as did the ability to recoup costs from returns. Speed to return to market could be measured in resale value.
In the next step of Reverse Logistics evolution, there was an awakening and realization that reverse logistics is only a portion of the entire back-end services solution. Consolidation meant more than merely consolidating returns, it meant consolidation of activities related to back-end support operations. Manufacturers began to consolidate spare parts and materials in the same warehouse as the returned merchandise, discovering that it is less expensive to move parts and packing materials across an aisle than across state lines. Spare parts used to refurbish returns were placed in the same building. Taking this concept one step further, manufacturers began to consolidate depot warranty repair operations inside the same facility to maximize the utilization of parts, labor, warehouse and materials. This activity often required collaboration between previously diverse management and operational groups within large organizations. The collaborative effort reduced expenses for all participating departments and groups within the organizations.
The next major step in the evolution of Reverse Logistics is collaboration with partners and external resources. It is a greater awakening and realization of integration with the entire Supply Chain by leveraging data exchange. It begins with an understanding of the value of the components that comprise a completed manufactured product, the Bill of Materials (BOM). The Bill of Materials is also used by manufacturers to forecast, procure and manage an inventory of spare parts that are used for repair. Frequently, the combined cost of the individual components exceeds the cost of the original retail product. Furthermore, due to price erosion, the cost to repair some products exceeds the cost of replacing the entire unit. Manufacturers must make quick financial decisions regarding the return on investment to refurbish returned products, repair or replace defective warranty products, and the potential resale value for refurbished products returned to market. Manufacturers must also weigh the potential cost if inventory for procuring spare parts to support warranty, extended warranty and out of warranty regulations. To be truly effective, manufacturers must make these decisions before
Does this sound like you?* You're spending way too much time trying to network online and are on networking overload.* You're trying to keep up with all the threads that relate to your business in all the social networking groups you've joined.* You're also monitoring all the discussion lists you're on looking for an opportunity to jump in and share your pearls of wisdom with the others on the list.* You're afraid to keep track of the hours you spend in online networking because whatever the number is, it's way too high.* You've just gotten an invitation to join yet another social networking group and while you're very flattered, you realize if you join one more group in an effort to network your way to a full client roster, you won't need any new clients because you'll be out of business* You're spending so much time trying to master online networking that you've totally neglected the face-to-face networking that has been working for millions of people for centuries. (Come on, how do you think people built their businesses before the Internet came along?)I mean, seriously, how much time can you afford to take away from your work to keep current on all the goings on in all the online networking groups you belong to without your business starting to spiral downward?There is a solution to all this online networking mania and it's very simple: Cut back on your online networking and up your of
In the next step of Reverse Logistics evolution, there was an awakening and realization that reverse logistics is only a portion of the entire back-end services solution. Consolidation meant more than merely consolidating returns, it meant consolidation of activities related to back-end support operations. Manufacturers began to consolidate spare parts and materials in the same warehouse as the returned merchandise, discovering that it is less expensive to move parts and packing materials across an aisle than across state lines. Spare parts used to refurbish returns were placed in the same building. Taking this concept one step further, manufacturers began to consolidate depot warranty repair operations inside the same facility to maximize the utilization of parts, labor, warehouse and materials. This activity often required collaboration between previously diverse management and operational groups within large organizations. The collaborative effort reduced expenses for all participating departments and groups within the organizations.
The next major step in the evolution of Reverse Logistics is collaboration with partners and external resources. It is a greater awakening and realization of integration with the entire Supply Chain by leveraging data exchange. It begins with an understanding of the value of the components that comprise a completed manufactured product, the Bill of Materials (BOM). The Bill of Materials is also used by manufacturers to forecast, procure and manage an inventory of spare parts that are used for repair. Frequently, the combined cost of the individual components exceeds the cost of the original retail product. Furthermore, due to price erosion, the cost to repair some products exceeds the cost of replacing the entire unit. Manufacturers must make quick financial decisions regarding the return on investment to refurbish returned products, repair or replace defective warranty products, and the potential resale value for refurbished products returned to market. Manufacturers must also weigh the potential cost if inventory for procuring spare parts to support warranty, extended warranty and out of warranty regulations. To be truly effective, manufacturers must make these decisions before
Don't risk Your MortgageTaking out a an additional Mortgage, buying a car or making large credit card charges before you close could risk your loan commitment. Lenders run a second credit check before closing to check for new charges.Time to CloseClosing at the start of a month, the lender would need you to "prepay" the interest on your loan from day of closing to end of the month. Therefore, the cash you need to close would be more than if you close at the ending of the month. Talk with your lender about this.Buyers RemorseIt's general for buyers to feel stressed or remorseful during and after the purchase of a home, educating you about the buying process would assist reduce "buyer’s remorse". You would probably forget it soon after you move into your new home.Notify Services & UtilitiesDon't forget to get in touch with services such as: post office, insurance, movers, telephone, utilities, newspaper, etc., a few weeks preceding to you moving out to "change over" billing/mailing addresses. See any "local directory" of phone numbers of such services.Final Walk ThroughDo a final walk through as close to sign off as possible. Check the appliances for operability. Test outlets with a radio or test device. Turn on light switches. Check the water faucets and toilets. Make sure promised cleaning and maintenance have been completed. Check that all items incorpora
The next major step in the evolution of Reverse Logistics is collaboration with partners and external resources. It is a greater awakening and realization of integration with the entire Supply Chain by leveraging data exchange. It begins with an understanding of the value of the components that comprise a completed manufactured product, the Bill of Materials (BOM). The Bill of Materials is also used by manufacturers to forecast, procure and manage an inventory of spare parts that are used for repair. Frequently, the combined cost of the individual components exceeds the cost of the original retail product. Furthermore, due to price erosion, the cost to repair some products exceeds the cost of replacing the entire unit. Manufacturers must make quick financial decisions regarding the return on investment to refurbish returned products, repair or replace defective warranty products, and the potential resale value for refurbished products returned to market. Manufacturers must also weigh the potential cost if inventory for procuring spare parts to support warranty, extended warranty and out of warranty regulations. To be truly effective, manufacturers must make these decisions before the returned product enters the reverse logistics supply chain, not after it is in it.
Manufacturers have the ability to gather data on activities that drive demand. Contributors to demand planning include failure rate or rate of repairs that require spare parts. At the very front end, potential return trends and potential repair trends can be identified by customer technical support or customer care phone calls. Quality analysis of returns and defective products can also be used to identify demands for spare parts planning. Resale value trends for refurbished products and seasonal sales cycles can be used to predict demand and resale value for refurbished products, and if the product is cost effective to refurbish or repair. In some cases the parts can actually be sold for more greater margin than the whole product. At the very least, parts can be harvested from return products to mix and match repair of other defective return products, avoiding expensive spare parts procurement when applicable. All of these factors contribute to planning the demand for a refurbished product or the component parts.
Once you know the demand and resale value for component parts and whole units, then it is only a matter of maintaining an intelligent planning engine that uses the input to analyze the Bill of Materials for returned products. Before the merchandise enters the Reverse Logistics Supply Chain, make an immediate and intelligent decision regarding the value and intended disposition of the whole unit or the component parts. In some cases the product will be scheduled for de-configuration to feed refurbishing activities or develop a spare parts inventory for warranty repairs. In other cases, the units may be expedited for refurbishing and resale. Some products may be scheduled to be environmentally scrapped for materials. Product may even be de-configured at the retail location to support local customer demands and thereby avoid freight entirely. Whatever the final result may be, the decision can be made before the product enters the Reverse Logistics Supply Chain cycle, as long as the intelligent engine is provided with continuously updated and accurate information. The new problem and the new solution is knowing what you sold, who wants to return it and what it is really worth, before you own it again.
It's hard to believe that there are still companies that invest millions of dollars each year in tools to forecast procurement and inventory management of spare parts, without accurately forecasting and managing the largest single source of surplus components that results from return merchandise. There are still organizations that struggle to achieve freight savings purely by negotiation or consolidation, without a achieving a balanced approach to freight avoidance, localization and intelligent de-configuration disposition. In the competitive landscape of rapidly evolving technology, mass production and eroding profit margins, managing the total cost of the supply chain and the composite value of the components is essential to cost reduction and financial survival. To ignore this aspect of reverse logistics can not only be costly, it can be fatal for an organization.
For Consumer Electronics and Computer products, the Reverse Logistics handling requirements are further complicated by compliance and regulations like RoHS, WEEE, controls on Lead based and Mercury materials, just to name a few. Recognizing these component parts is absolutely essential to the proper management of the intelligent engine that directs the disposition of returns immediately upon notification that merchandise may enter the returns cycle. Proper management is not only financially rewarding, but in the case of hazardous materials, it is the law.
In service, to be competitive is to be the first to provide the services that would otherwise put you out of business. If you can do this, you will place your competitors out of business, or at least have them working for you. Gathering the data that pertains to customer call centers, extended warranty services, spare parts, resale value, parts procurement costs and impending returns often requires extensive collaboration, integration and data exchange. To be successful, it is often necessary to partner with multiple organizations and experts to leverage best practices in a collaborative environment. The companies that collaborate, integrate and optimize date exchange will enjoy the competitive advantages of improved profit margins and precision management. The organizations that do not participate will be remembered as fabulous fossils.
Words of Wisdom
"In Supply Chain Logistics business you are either the one driving the truck, the one pumping the gas, or the one paying the other two." - John Mehrmann
"The old ways are dead. And you need people around you who concur. That means hanging out more with the creative people, the freaks, the real visionari
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