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Outsourcing transport and warehousing: How to be Successful

Logistics Bureau

Over the last 10-15 years, outsourcing of logistics activities to third-party logistics service providers has become increasingly popular. Research indicates that up to 75% of firms report positive impacts from outsourcing to logistics service providers (Langley J, Capgemini 2007). Why do organisations outsource logistics operations?

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Successful Outsourcing – Why, How, Who?

Logistics Bureau

Outsourcing. Outsourcing is simply defined as the contracting out of services. In this article, outsourcing will refer specifically to transport and warehousing functions. Establishing clear outsourcing goals ensures that the decision to outsource aligns with the company’s strategic objectives.

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Boeing: The Turning Point(s)

The Lean Thinker

With the justification aside, they next had us go through exercises calculating net present value and ROI for a hypothetical capital investment in tooling – as though a shop floor supervisor would do this at any point in the course of their job. The Fabrication Division has seized the crisis.

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PODCAST: Modern Courier Delivery Compliance Considerations: Understanding SOX and SOC Compliance

The Logistics of Logistics

It will explain the various types of SOC audits, how SOC certified service providers can support SOX compliance, and why most courier delivery providers fail to meet SOX requirements. As long as the control meets the required criteria, the company is granted Type 1 compliance.

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Capability gaps and the absence of assessment – Logistics ‘unpreparedness’ and the International Forces East Timor mission in 1999 – Part Four

Logistics in War

He was required to take the five year old Commercial Support Program to the final Tier of Activity – Tier Three – which gave serious consideration to outsource every function performed by the newly formed Command. General Peter Gration, CDF in the early 1990s, says as much in the histories of the time.

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Capability gaps and the absence of assessment – Logistics ‘unpreparedness’ and the International Forces East Timor mission in 1999 – Part Four

Logistics in War

He was required to take the five year old Commercial Support Program to the final Tier of Activity – Tier Three – which gave serious consideration to outsource every function performed by the newly formed Command. General Peter Gration, CDF in the early 1990s, says as much in the histories of the time.

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Sustaining National Defence – logistics investment in the National Defence Strategy

Logistics in War

In fact, Defence’s logistics capability was in a long-term ‘secular’ decline which followed four decades of sales of infrastructure, commercialisation and outsourcing, and successive force structure programs and plans which harvested the ‘tail’ to, it was thought, the ‘teeth’. Before this time, the situation was grim.