Although leaders within your business would like to believe disasters won’t occur, failing to prepare for one puts your workers and bottom line at risk. Several disaster-related hazards can impact your business including, fires, natural disasters, chemical spills, medical emergencies, blackouts and more.
This week, the Index was up an impressive 86.05 since November 20th, for a total value of 788.70, a number we haven’t seen since last April. This gain represents about a 10 percent increase in just two months. This large gain could be attributed to the positive numbers predicted for the 2013 year.
“Nearly three-quarters of companies are implementing technology solutions in addition to ensuring that their staffs are well-trained,” says Bruce Tompkins, Executive Director of the Tompkins Supply Chain Consortium and author of the report.
It never fails, does it? You finally pushed those price increases through — to reflect the fact that your input costs have been going up dramatically — and the market takes another turn. Input costs are now speeding in the opposite direction and your customers are expecting — or rather, demanding — price decreases.
A new executive video by Tompkins International and One Network Enterprises explores why businesses should embrace new demand-driven strategies. Demand-driven supply chains have positive impacts on top and bottom lines. They create greater customer satisfaction, which leads to a more superior customer experience and ultimately results in more revenue.
Grainger looks back at 2012, the year that marked the company’s 85th anniversary, and finds that lessons learned from the past related to customer service continue to represent trends of today and beyond.Grainger reflects on its history and outlines key lessons from the past that have stood the test of time.
The U.S. Economy – and its future – was one of the most hotly debated topics in this year’s presidential election. Regardless of which side of the political spectrum you land on, there is no denying or escaping the fact that most everyone in America with access to a news source is holding their breath in anticipation.
Charles Darwin said, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” In today’s fast-paced world, Darwin’s words have never been more true. For an organization to compete, it must quickly and efficiently adapt to whatever comes its way. How can an organization’s leaders plan and execute lasting change? In a new book from Moe Glenner, managers can find out how.
Consolidated Edison projects that it would cost upwards of $800 million just to rebuild the substations, while hundreds of millions more would be needed to take care of every skyscraper in Manhattan to ensure that the widespread outages didn't happen again. This project, if undertaken, will mean an increased need for parts, wire, and building materials for the city.
It appears that it’s more of the same in U.S. manufacturing. While the overall economy grew for the 42nd consecutive month, economic activity in the manufacturing sector contracted in November following two months of modest expansion, according to the latest Manufacturing ISM Report On Business.
This year presented some significant shifts in the strategies of some long-dominant vendors toward cloud, social capabilities, services, integration, analytics, and partner ecosystem plays — showing that all dogs must learn new tricks or will likely lose market share and dominant positions in 2013.
Price, selection, convenience and experience are the biggest reasons why Amazon is everyone’s competitor this holiday season, according to Jim Tompkins, CEO and President of Tompkins International. The best way to best compete with Amazon is for each retailer to define its own unique business strategy and then develop the supply chain as a vehicle to deliver this strategy to customers.
Since the economic downturn in 2008, the housing and construction markets have been filled with hesitation, uncertainty, and an overall sense of stasis. The next year, however, is looking as if it just might be a better year for all involved, pending the resolution of the fiscal cliff and the perpetuation of consumer confidence.
The data suggests that manufacturing, and specifically American manufacturing, should be on the rise and retaining a slight competitive edge over most countries around the globe. However, this all seems to depend on the way in which Washington handles their monetary issues over the next couple of weeks.
Any entry into emerging markets is fraught with uncertainties. There are no guaranteed winners. Take Carrefour for example. After an unsuccessful attempt to enter Brazil and its focus on the hypermarket model even as consumers buy more goods locally and online, its share prices have fallen since 2009.
The skills gap in U.S. manufacturing today is more limited than many people believe and is unlikely to prevent a projected resurgence in U.S. manufacturing by the end of this decade. But more severe shortages could develop, threatening to constrain that revival, unless aggressive steps are taken now, according to new research by The Boston Consulting Group (BCG).
Employing a clear thinking process, from the C-Suite to the floor, is the only way to empower the capability to manage fast and well all the big issues associated with constant change through an organization. The global capability development and consulting company specializes in clear thinking solutions that enable organizations to run more efficiently, drive productivity, and improve bottom-line results.
Andy Berry, VP and GM of Distribution for Infor, discusses how distributors can be as prepared as possible for events like Hurricane Sandy that interrupt the supply chain on a large scale. He shared four critical areas in which planning was necessary to ensure a strong business continuity effort in the aftermath of a catastrophic event.
Sustainability is not just about the environment. There are also climate change issues – tsunamis, hurricanes, earthquakes, and other natural events that people point to as being related to the general climate – that create financial problems and risks for companies and their supply chains.
Just two weeks after November 6th, and one month from our last index, the data shows a loss across the board for all but four companies in the Index. This week, the Index was down 17.16 points for a total value of 702.65, a loss of about 2%.