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Source : Bibliothиque Du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING previously offered for sale, but also items that for fast liquidation of fhese items for the staff had been used tor the Games, such as balls, and volunteers, planning to sell remaining banners, uniforms, or other items that were items to the general public. Orders far ex­ deemed to be collectibles. ceeded the available inventory, and to be fair, The AGOG Procurement and Contract Ad­ AGOG allocated only one banner per order. ministration (P&CA) division had responsibil­ Additionally, there was a significant number of ity tor the liquidation of the assets of the cor­ special requests, as well as commitments to poration. P&CA developed an RFP and u lti­ college campuses where banners prepurchased mately selected an auction company to com­ by the schools had been stolen. To allow for mence with liquidation. (For more information, some public sales of the banners, a limited see the Financial Services chapter.) number were pulled from inventory and in­ -. - ,... 1 1 Before approving any items tor auction. cluded in the main auctions. '.X . • M erchandising identified selected items to sell at a premium both prior to and following the C o n c l u s io n s a n d R ecommendations Games. Street banners, awards flags, and com ­ petition bails were the main sales efforts prior The merchandising of apparel, memorabilia, to the Games. After the Games, AGOG Retail souvenirs, and other collectibles generated sig­ Operations acquired the right to sell the re­ nificant income, as well as promoted the Cen­ maining staff and volunteer uniforms. (During tennial Olympic Games but, most importantly, the Games, a competitive market developed provided individuals the ability to have a part among spectators who encouraged staff and of the Games experience for themselves and i volunteers to sell their uniform s because they their friends. The following recommendations were unavailable to the general public). are offered to future organizing committees. Immediately after the Games, AGOG began ■ Encourage wholesale activity to sustain selling uniforms and street banners. At a party revenue flow and maintain space commitments for staff and volunteers, a temporary concession within existing retail outlets. tested the sale of these items. Subsequently, ■ The incremental value of special sales dur­ AGOG Retail Operations sold uniforms and ing special events is more promotional than banners from its warehouse through a mail­ revenue generating. order program. Mail-order and store sales of ■ Demand for unique items not available in uniforms totaled $352,000, an overwhelming all retail outlets such as uniforms, balls, and response. Remaining inventory was sold in two banners enhances any central sales location. employee stores, to the public at auctions, and at AGOG's Inforum offices. There were not enough banners to satisfy demand. Many had been stolen, and these were by far the items staff, volunfeers, and col­ lectors most wanted. AGOG set a price allowing 1 r Atlanta 1996, PATRICK L CAUGHEY • VICTORIA A CAUGHEY • ALBERT L C AU LEV • ROBERT K CAULK • JOHN CAUSBY • LEWIS M CAUSEY JR • ALEXANDRIA C CAUSTON • NATASHA K CAUSTON • JEANETTE C CAU- THEN • DANIEL CAVALIERE • JOHN A CAVAULIN • MICHAEL A CAVALLO • ARTHUR I CAVAN AG H • BRENDAN E C AVAN AG H • HEATHER E C AVAN AG H • KATHLEEN M C AVAN AG H • MICHAEL J CAVAN AG H • 242 PATRICIA A C AVAN AG H • RONNIE G CAVAN AG H • STEVEN D CAVANAUGH • CHARLES M CAVE • JEFFREY CAVE • RONALD S CAVE • CHACE CAVEN • CATHERINE J CAVENDER • CELETAECAVENDER • Source : Bibliothèque du CIO / IOC Library CHAPTER FOURTEEN / LOGISTICS a simpler venue podding system (VPS), metropolitan-Atlanta area: the main distribu­ whereby each venue was allocated predeter­ tion center (MDG); the Decatur distribution Fig u r e 1: T h e Lo g is t ic s mined space for the storage of its FF&E. center (DDG), which also housed the uniform W a r e h o u s in g S y s t e m Staffing strategy was the most significant distribution center; the Fort Gillem warehouse; area addressed. Logistics had originally planned and the Savannah Port Authority warehouse. Main distribution center to have a 3:1 ratio of warehouse employees to (For the dimensions o f facilities and items stored Storage capacity: 585,000 sq operational employees and hire venue logistics in the warehousing system, see Figure 1.) ft (54,405 sq m) Stored: General managers (VLMs) 90-120 days prior to the The warehouses separated and stored mate­ CHAPTER FOURTEEN commodities, technology Games. The department's customer service strat­ rials by venue for quality control and review Items (Motorola and LOGISTICS egy of providing assistance in planning and fu ll by the VLM. The warehouses also supported Panasonic), sports delivery of materials required intimate knowl­ venue operations through the provision of equipment and AOB items, edge of each venue; thus. Logistics began a con­ temporary labor and material resupply per and recovered ACOG assets for the liquidation process certed effort to hire all VLMs immediately, des­ VLM schedules and requests. VERVIEW— AGOG organized the Logis­ usage of this module was delayed by its com­ LOGISTICS ignating regional agents to be responsible for As materials arrived at the warehouses, the Decatur distribution center tics Department in summer 1993, under plex technological installation and the exten­ cluster venues as well as specially skilled staff to Storage capacity: 650,000 EMPLOYEES O sive training that warehouse personnel required VLM verified receipt and proper packaging, then the direction of the Operations Department. move equipment at venues. sq ft (60,450 sq m) for its implementation. Due to the dependence directed the warehouse staff in picking, packing, Date Staff Number The objectives of the department were to ware­ Stored/Technology items In 1995, under its new structure. Logistics on this module's inventory sorting capability, loading, and shipping those materials to their re­ house and transport the material goods needed (Xerox), uniform distribution June 1993 4 operated in four divisions—Logistical Support, its late implementation posed a challenge to spective VPS w ithin the warehouse or directly to to support the Games; quantify and coordinate and Paralympic Games January 1996 35 Venue Logistics, Waste Management, and Ad­ the logistical support required during the 1995 the venue itself, when space was available. materials, and recovered the total furniture, fixture, and equipment Ju ly 1996 163 ministration. test events. Initially, Logistics staff members Warehouse Operations implemented a ACOG assets for the (FF&E) needs; provide operational support in liquidation process were unable to react quickly to the needs of seven-phase process for the AGOG warehouses Note:These staff numbers do not preparation, resupply, and recovery of Games include contract, VIK, and volunteer AGOG's constituents and record all transac­ L o g is t ic a l Su ppo rt to add structure and discipline to their ware­ Fort Gillem warehouse personnel. equipment; and provide an efficient and glob­ tions on the new system. AGOG realized that housing efforts. Storage capacity: 60,000 ally conscious waste management program. The Logistical Support division was responsible ■ Phase 1: Arrival on dock—receiving crew sq ft (5,580 sq m) As Games-time approached. Logistics as­ in order to achieve the needed flexibility for for logistical operations, which included ship­ accepted delivery, verified quantity, and en­ Stored: Fixtures, equipment. sumed additional responsibilities for other op­ delivery of materials, the system and planning ping and receiving at all AGOG warehouses; tered receiving information into the computer­ Department of Defense erations, including the import, quarantine, efforts would have to be restructured. items, and recovered ACOG providing transportation of needed items and ized management system. and export of equine animals; coordination of The Logistics Department shifted away from assets for the liquidation services from the warehouses, vendors, and ■ Phase 2: Put-away—warehouse crew moved venue cleaning and housekeeping; transport of its previous focus on warehousing to concen­ process suppliers to AGOG and its constituents; coordi­ trate on creating a comprehensive customer ser­ items to their designated storage location and athletes' excess and oversized luggage between Savannah Port Authority nating international transportation and cus­ vice operation with the capacity to identify and grouped like items for ease of locating. Desig­ warehouse the airport and the Olympic Village; and pro­ toms clearance; and developing policies and procure the materials needed and distribute nated venue items were moved to the VPS. Storage capacity: 112,000 sq vision of linen and laundry service to the Vil­ procedures for managing assets. ft (10,416 sq m) them in a timely manner. The new focus would ■ Phase 3: G onfirm material requirements lage and other specialized areas. Logistical Support operated in four subdivi,- Stored: Boats and general provide the flexibility to support venue opera­ w ith venues—regional agents served as liaisons commodities to support the sions—Warehouse Operations, Transportation, between the VLM representing customer needs tions in a more cost-effective manner given the yachting venue O rganization Gustoms Brokerage, and Asset Management. and the computerized management system for available resources. Three key areas were addressed in the re­ reconciling inventory. The Logistics warehouse During the planning years, the Logistics Depart­ Warehouse Operations structuring. In cooperation with Gonstruction, crew initiated the picking process. J- ment's strategies for the support of the Games Four warehouses comprised the Logistics ■ Phase 4: Prepare to ship—regional agents followed two distinct planning methods. The Technology, Venue Management, and other warehousing system, which received all AGOG functional areas. Logistics developed a initiated and monitored shipping preparations. early methodology focused primarily on ware­ AGOG, Atlanta O lym pic Broadcasting (AOB), process, called baselining, to define and o p ti­ The transportation crew was responsible for housing and transportation.
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