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Add You - Distribution Logistics and Warehouse Distribution: Finding The One For You
You can create excellent business relationships through following up quickly. If you go to a meeting with a potential customer, you will spend some time just chatting about what each of you would like to see happen in the future. You will also be giving some free advice or steering the conversation towards a possible contract. During these conversations you will more than likely promise to send a link to a special website, you may promise to give some informa
It is exactly the same way with the distribution logistics in any warehouse distribution system. What works in one warehouse, may not work in another. What optimizes the distribution systems in one warehouse may cause problems in another. However, this is not an excuse to allow retrograde practices to continue. If a certain warehouse is truly underperforming, something needs to be done; and uniformity could be the answer. This is merely to say that distribution logistics is not a "one size
So I’m on a tight deadline and I get this guy’s voice mail, "Hi. I’m either on the phone or away from my desk. Leave a message and I’ll get back to you as soon as I can." I'm sure you've heard it. You probably have it on your machine or know someone who does. I hate it."I'm either on the phone, or away from my desk" is the same as saying, "Leave a message and have fun twisting in the wind until I call you back." Even worse is, "I’m either out of the
It has been said that a retail business is only as good as its channel of distribution. It could be equally stated that distribution logistics are the current that makes that channel flow. Many managers make the mistake of creating a "one size fits all" approach to warehouse distribution. They believe that all warehouses should operate in essentially the same manner, and the way to achieve this uniformity is through uniform distribution logistics. Nothing could be further from the truth.
There are fundamental reasons for this.
Let us look at a simple example.
Say a firm has one warehouse which operates with two shifts for packers and shippers. The same firm also uses two other warehouses which have three shifts. Is it logical to simply put a third shift on the first warehouse so all the distribution logistics can conform? Of course not. There may be very good reasons that the first warehouse only has two shifts; and merely creating uniform distribution logistics for this warehouse may create more problems than it solves.
In addition, output rates are often seen as a sign of the success of the distribution logistic in any warehouse distribution scheme. However, again, even output rates only tell part of the story. You need to examine the full nature of each warehouse's distribution logistics to come to a determination of the logistical scheme which most suits that particular warehouse.
Distribution logistics in any warehouse distribution system should be viewed in much the same way individual workers are viewed. Some workers can work double shifts, but can only do this for a certain period of time -- before needing to take personal days. Others work better sticking to one shift, but rarely take personal or sick days. Which is the more valuable employee? Neither. Both perform their jobs in a manner the company can utilize, but both require different work patterns.
It is exactly the same way with the distribution logistics in any warehouse distribution system. What works in one warehouse, may not work in another. What optimizes the distribution systems in one warehouse may cause problems in another. However, this is not an excuse to allow retrograde practices to continue. If a certain warehouse is truly underperforming, something needs to be done; and uniformity could be the answer. This is merely to say that distribution logistics is not a "one size f
“You mean I spend thousands of dollars in here, and I can’t return a defective tool?” The customer leaned across the counter.“Well, the tool isn’t really defective,” replied Luke, taking an adversarial stance.“So you’re calling me a liar?”The customer now had everyone’s attention in the sales counter area. His loud voice and aggressive manner caused some of the other customers to look at one another and roll their eyes as if to convey the
There are fundamental reasons for this.
Let us look at a simple example.
Say a firm has one warehouse which operates with two shifts for packers and shippers. The same firm also uses two other warehouses which have three shifts. Is it logical to simply put a third shift on the first warehouse so all the distribution logistics can conform? Of course not. There may be very good reasons that the first warehouse only has two shifts; and merely creating uniform distribution logistics for this warehouse may create more problems than it solves.
In addition, output rates are often seen as a sign of the success of the distribution logistic in any warehouse distribution scheme. However, again, even output rates only tell part of the story. You need to examine the full nature of each warehouse's distribution logistics to come to a determination of the logistical scheme which most suits that particular warehouse.
Distribution logistics in any warehouse distribution system should be viewed in much the same way individual workers are viewed. Some workers can work double shifts, but can only do this for a certain period of time -- before needing to take personal days. Others work better sticking to one shift, but rarely take personal or sick days. Which is the more valuable employee? Neither. Both perform their jobs in a manner the company can utilize, but both require different work patterns.
It is exactly the same way with the distribution logistics in any warehouse distribution system. What works in one warehouse, may not work in another. What optimizes the distribution systems in one warehouse may cause problems in another. However, this is not an excuse to allow retrograde practices to continue. If a certain warehouse is truly underperforming, something needs to be done; and uniformity could be the answer. This is merely to say that distribution logistics is not a "one size
How much has the publishing industry changed over the past 30 years? A lot! So why are most publishing companies using business support systems that were built in the 70's and have been obsolete since the 80's? Because someone has convinced them that it is easier and cheaper to put lipstick on a pig than to breed a new animal. Let me tell you, it is not easy and it is far from cheap...it can take a lot of lipsticks which have three shifts. Is it logical to simply put a third shift on the first warehouse so all the distribution logistics can conform? Of course not. There may be very good reasons that the first warehouse only has two shifts; and merely creating uniform distribution logistics for this warehouse may create more problems than it solves.
In addition, output rates are often seen as a sign of the success of the distribution logistic in any warehouse distribution scheme. However, again, even output rates only tell part of the story. You need to examine the full nature of each warehouse's distribution logistics to come to a determination of the logistical scheme which most suits that particular warehouse.
Distribution logistics in any warehouse distribution system should be viewed in much the same way individual workers are viewed. Some workers can work double shifts, but can only do this for a certain period of time -- before needing to take personal days. Others work better sticking to one shift, but rarely take personal or sick days. Which is the more valuable employee? Neither. Both perform their jobs in a manner the company can utilize, but both require different work patterns.
It is exactly the same way with the distribution logistics in any warehouse distribution system. What works in one warehouse, may not work in another. What optimizes the distribution systems in one warehouse may cause problems in another. However, this is not an excuse to allow retrograde practices to continue. If a certain warehouse is truly underperforming, something needs to be done; and uniformity could be the answer. This is merely to say that distribution logistics is not a "one size
When reading Trade Journals it becomes quite obvious of the problems with many of the articles. They appear to be news worthy articles, but are simply trying to bend the mind of the reader over to their view of the industry in order to sell them something. Of course for the Trade Journal it works because it is free filler articles and means less cost in paying writers. It also gives the chance that the author of the articles or series of articles may advertis
Distribution logistics in any warehouse distribution system should be viewed in much the same way individual workers are viewed. Some workers can work double shifts, but can only do this for a certain period of time -- before needing to take personal days. Others work better sticking to one shift, but rarely take personal or sick days. Which is the more valuable employee? Neither. Both perform their jobs in a manner the company can utilize, but both require different work patterns.
It is exactly the same way with the distribution logistics in any warehouse distribution system. What works in one warehouse, may not work in another. What optimizes the distribution systems in one warehouse may cause problems in another. However, this is not an excuse to allow retrograde practices to continue. If a certain warehouse is truly underperforming, something needs to be done; and uniformity could be the answer. This is merely to say that distribution logistics is not a "one size
I have hired and managed many hundreds of salespeople. In most cases, we spent a great deal of time and money recruiting them. Those few who called me directly almost always got an interview, even if we had to send them a plane ticket. The reason is simple: Sales managers want salespeople who are smart enough to apply their prospecting and selling skills to finding a job.Understand that regardless of economic conditions, every large company, and many m
It is exactly the same way with the distribution logistics in any warehouse distribution system. What works in one warehouse, may not work in another. What optimizes the distribution systems in one warehouse may cause problems in another. However, this is not an excuse to allow retrograde practices to continue. If a certain warehouse is truly underperforming, something needs to be done; and uniformity could be the answer. This is merely to say that distribution logistics is not a "one size fits all" affair, and should not uniformly be treated as such. Each warehouse should be studied, its practices examined, and then decisions can be made.
Obviously, successful practices from other warehouses should be tried. But it is important to first examine why the variation in practice has occurred in this particular warehouse. It may possess certain values that initially went unnoticed. For these reasons, we feel that distribution logistics in a warehouse distribution system require some of the most care and attention of anything in the distribution chain. So think twice before suggesting uniformity. It may sound great at a board meeting, but its real world application could be truly disastrous. And that could have damaging effects not only on your business but your career as well.
And we would not want that, now would we?
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