Supply & Demand of Logistics Workforce and Education
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A Critical Success Factor in the Logistics of Donations Management
Collaboration: A critical success factor in the logistics of donations management Leonardo Varella Federal University of Santa Catarina (UFSC) [email protected] Mirian Buss Gonçalves Federal University of Santa Catarina (UFSC) [email protected] Abstract Donations Management is an important and relevant aspect in humanitarian operations. This paper presents collaboration as the most critical factor within an efficient donations management, asserting strategies that might improve its relevance in such scenarios, proposing an operations reference model, and simulation as important tools to achieve better results Keywords: donations management, humanitarian logistics, reference model INTRODUCTION Humanitarian logistics is a complex and highly unstable business process, because it involves serious operational challenges such as: the uncertainty of time, personnel training, issues regarding the media coverage, financial support from different entities, lack of information and poor presentation, setting up an information technology infrastructure, among others (Overstreet et al., 2011). Adverse situations where such knowledge can be applied for the relief and recovery of an initial state vary, such as wars, terrorist attacks, forest fires, landslides, flooding, droughts, famine, to name a few. Humanitarian aid environments have a wide variety of actors, each one with different backgrounds, goals, interests, and skills. These environments commonly need supplies, clothing and food in quantities and times that defy other logistics operations. Such humanitarian logistics processes occur through the humanitarian supply chain. One of the critical factors for the uninterrupted flow of humanitarian logistics operations and the management of relevant supply chains is the donations management, a logistic flow with unique features and characteristics. Donations management is an imperative and relevant aspect in humanitarian operations. -
Issues and Experiences in Logistics Collaboration
Issues and Experiences in Logistics Collaboration Nadia Lehoux 1, Jean-François Audy 1, Sophie D‘Amours 1, Mikael Rönnqvist 2 1 FORAC,CIRRELT, Université Laval, Québec, Canada 2 Norwegian School of Economics and Business Administration, Bergen, Norway [email protected], [email protected], [email protected], [email protected] Abstract. Collaborative logistics is becoming more important in today’s industry. This is driven by increased environmental concerns, improved efficiency through collaborative planning supporting resources sharing and new business models implementation. This paper explores collaborative logistics and reports on business applications within the forest products industry in Sweden and Canada. It first describes current opportunities in collaborative planning. It then discusses issues related to building the coalition as well as sharing resources and benefits. Three business cases are described and used to support the discussion around these main issues. Finally, different challenges are detailed, opening new paths for researchers in the field. Keywords: Collaborative logistics, inter-firm collaborations, game theory. 1 Introduction Logistics and transportation are activities that provide many opportunities for collaboration between companies. This collaboration, either through information or resource sharing, aims to reduce the cost of executing the logistics activities, improve service, enhance capacities as well as protect environment and mitigate climate change. Specifically, collaboration occurs when two or more entities form a coalition and exchange or share resources (including information), with the goal of making decisions or realizing activities that will generate benefits that they cannot (or only partially) generate individually. This can range from information exchange, joint planning, joint execution, up to strategic alliance (e.g. -
Careers in Logistics
CAREERS IN LOGISTICS ® Introduction 1 TABLE OF The Nature and Importance of Logistics 2 What is logistics? 2 How important is logistics? 3 CONTENTS What is the role of logistics in the organization? 4 Who works in logistics management? 4 Salary Information 5 Do logistics managers earn high salaries? 5 Why are there such wide salary ranges? 6 How can I estimate my earnings potential? 6 Are benefits important? 6 Where the Jobs Are 7 What kinds of organizations employ logistics managers? 7 What is the most common career path in logistics? 7 Where do new logistics managers get started? 9 What skills do logistics managers need? 10 Job Profiles 11 Analyst 12 Consultant 13 Customer Service Manager 14 International Logistics Manager 15 Inventory Control Manager 16 Logistics Engineer 17 Logistics Manager 18 Logistics Services Salesperson 19 Logistics Software Manager 20 Materials Manager 21 Production Manager 22 Purchasing Manager 23 Supply Chain Manager 24 Systems Support Manager (MIS) 25 Transportation Manager 26 Vendor Managed Inventory Coordinator 27 Warehouse Operations Manager 28 Education and Training Required 29 Is a college degree essential for a career in logistics management? 29 How important is a graduate degree? 29 What if I haven’t completed a college degree? 30 What type of experience/training should I obtain? 30 What should I do if I already have a degree? 31 Where Can I Go For Additional Information? 31 Council of Logistics Management 32 BLANK PAGE EXTRA!! LOGISTICS HAILED AS HOT CAREER Logistics–the second largest employment sector in the United States–offers excellent salaries, opens doors, and provides advance- ment opportunities to the prospective manager. -
The Business School Rankings Dilemma
Ranking Report cover 8/16/05 10:44 PM Page FC1 . The Business School Rankings Dilemma A Report from a Task Force of AACSB International’s Committee on Issues in Management Education . Ranking Report body 9/8/05 1:51 PM Page 1 Contents The Business School Rankings Dilemma A Report from a Task Force of AACSB International’s Committee on Issues in Management Education AACSB International – The Association to Advance Collegiate Schools of Business 777 South Harbour Island Boulevard Suite 750 Tampa, Florida 33602-5730 USA Tel: 1+ 813-769-6500 Fax: 1+ 813-769-6559 www.aacsb.edu © 2005 AACSB International Ranking Report body 9/8/05 1:51 PM Page 2 Foreword usiness school rankings have been around since the late 1980s, when a couple of general business publications real- Bized that “best of” lists were a powerful sales tool. Since then, they have mushroomed. The rankings have consistently caused concern among AACSB International accredited schools and members. For instance, across various rankings different methodologies and data collection produce wide variations in results. Students and others often do not realize that usually only MBA programs are being evaluated. Nonetheless, most business schools continue to participate even though the cost in manpower and resources is high because the rankings garner so much atten- tion from prospective students, alumni, and major donors. A rankings task force of AACSB International’s Committee on Issues in Management Education (CIME) has created the following report to the Board of Directors that marks the beginning of a long-term initiative to place rankings in perspective and to expand access to students and employers to additional, relevant data they need to make decisions. -
Lee Business School WORKSHEET: BSBA Degree, Management, 2015-2016
Evaluator/Date Lee Business School WORKSHEET: BSBA Degree, Management, 2015-2016 Student: NSHE ID#: Students must activate the UNLV e-mail account at http://rebelmail.unlv.edu/activate. University Core Requirements Minimum C (2.0) grade required in all business and *pre- NSHE degree: AB AA AS major courses and all prerequisites for business courses. English Composition, 6 credits * Pre-major courses ENG 101 3 Additional Pre-major Requirement, 3 credits * ENG 102 3 *MATH 127/128/132/176/181/182 3 Constitution, 3-6 credits US Constitution 3 Business Core, 42-45 credits NV Constitution 1-3 Pre-major Business Courses 15-18 credits Math, 3 credits * ACC 201 3 MATH 124 or higher 3 * ACC 202 3 * ECON 102 3 Distribution Requirement, 18-19 credits * ECON 103 3 Humanities & Fine Arts, 9 cr. * ECON 261 3 * COM 101 3 * computer proficiency 0-3 Humanities 3 Humanities courses must be from two different areas. Upper-division Business Core Courses, 27 credits Fine Arts 3 FIN 301 3 Life & Physical Sciences & Analytical Thinking, 9-10 cr. IS 378 3 Science IS 383 3 Science MGT 301 3 Must include one lab Lab satisfied BLW 302 or MGT 303 3 PHIL 102 3 MGT 367 3 Social Sciences -- No additional credits required since this is MKT 301 3 satisfied with business requirements. SCM 352 3 First-year Seminar, 2-3 credits BUS 496 or 497 or 498 (capstone course) 3 Second-year Seminar, 3 credits 3 Required by all Business Majors, 6 credits (For a list of approved coures for the second-year seminar, COM 102 3 go to http://generaled.unlv.edu/core.) ENG 407A 3 Multicultural International For a list of courses that satisfy these requirements go to Major Courses, 24 credits http://facultysenate.unlv.edu/students/multicultural. -
The ACE Decision-Making Model When Choosing Between Options, Do You Rely on Cool Analysis Or Lively Intuition? Both Have Their Place, Yet Both Have Shortcomings
The ACE Decision-making Model When choosing between options, do you rely on cool analysis or lively intuition? Both have their place, yet both have shortcomings. Here’s a framework that helps you make smart decisions with rigour By Salman Mufti Find us on the web at www.qsb.ca/insight and on Twitter at @QSBInsight MAKING A DECISION COMES SO NATURALLY TO US that we rarely take the time to explore how we do it and whether or not the decision was the right one. When senior managers are asked how they make decisions, they often tell a similar story. They say they first identify the problem, About the author such as high employee turnover or low sales. They try to find the Salman Mufti is Associate reason behind the problem, then list various objectives or criteria for Dean and Executive Director of Queen's School of solving it, based on the company’s strategy. From this, they say, they Business Executive generate a number of options that are gauged against objectives. Out Education. He is also pops the decision. Associate Professor of Management Information Systems at Queen's School But when researchers actually observe senior managers make of Business and Visiting Associate Professor at The decisions, it is clear that the process has much more nuance. Intuition Johnson School of — a gut feeling — often dictates the final outcome. Management at Cornell University. He teaches and conducts research in the If analysis is the science of decision making, then intuition is the art areas of managerial decision of decision making. -
The Institutions of Corporate Governance
ISSN 1045-6333 HARVARD JOHN M. OLIN CENTER FOR LAW, ECONOMICS, AND BUSINESS THE INSTITUTIONS OF CORPORATE GOVERNANCE Mark J. Roe Discussion Paper No. 488 08/2004 Harvard Law School Cambridge, MA 02138 This paper can be downloaded without charge from: The Harvard John M. Olin Discussion Paper Series: http://www.law.harvard.edu/programs/olin_center/ The Social Science Research Network Electronic Paper Collection: http://papers.ssrn.com/abstract_id=###### This paper is also a discussion paper of the John M. Olin Center's Program on Corporate Governance JEL K4, H73, G34, G28 The Institutions of Corporate Governance Mark J. Roe* Abstract In this review piece, I outline the institutions of corporate governance decision- making in the large public firm in the wealthy West. By corporate governance, I mean the relationships at the top of the firm—the board of directors, the senior managers, and the stockholders. By institutions I mean those repeated mechanisms that allocate authority among the three and that affect, modulate, and control the decisions made at the top of the firm. Core corporate governance institutions respond to two distinct problems, one of vertical governance (between distant shareholders and managers) and another of horizontal governance (between a close, controlling shareholder and distant shareholders). Some institutions deal well with vertical corporate governance but do less well with horizontal governance. The institutions interact as complements and substitutes, and many can be seen as developing out of a “primitive” of contract law. In Part I, I sort out the central problems of corporate governance. In Part II, I catalog the basic institutions of corporate governance, from markets to organization to contract. -
Organizational Culture Assessment Instrument Companyx September 9, 2019 2
Report Organizational Culture Assessment Instrument CompanyX September 9, 2019 2 Table of Contents The Organizational Culture Assessment Instrument (OCAI) Introduction 3 The Competing Values Framework � � � � � � � � � � � � � � � � � � � � � � � � 3 The culture types � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 5 The OCAI assessment � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 7 Working with your OCAI culture profile � � � � � � � � � � � � � � � � � � � � � � 8 Results CompanyX 11 The dominant culture � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �11 Discrepancy between current and preferred culture � � � � � � � � � � � � � � � �12 Cultural Congruence � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �12 Dominant Characteristics � � � � � � � � � � � � � � � � � � � � � � � �14 Organizational Leadership � � � � � � � � � � � � � � � � � � � � � � � �15 Management of Employees � � � � � � � � � � � � � � � � � � � � � � �16 Organization Glue � � � � � � � � � � � � � � � � � � � � � � � � � � � �17 Strategic Emphases � � � � � � � � � � � � � � � � � � � � � � � � � � �18 Criteria of Success � � � � � � � � � � � � � � � � � � � � � � � � � � � �19 Congruence � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �20 Next steps: OCAI Workshop and the Culture process 21 How to stimulate the Create / Adhocracy Culture � � � � � � � � � � � � � � � � � �22 How to stimulate the Collaborate / Clan Culture � � � � � � � � � � � � � � � � � �23 How to stimulate the Control / Hierarchy -
The Magic Cube of Inventory Management ARVATO OFFERS OPTIMAL INVENTORY MANAGEMENT in the MARKET //PAGE 04
HEALTHCARE EDITION 01 | 2019 NEWS ABOUT THE HEALTHCARE WORLD The Magic Cube of Inventory Management ARVATO OFFERS OPTIMAL INVENTORY MANAGEMENT IN THE MARKET //PAGE 04 STOK Added Value from Inventory Management in Hospitals: Positive Feedback from STOK’s Major Hospital Survey //PAGE 12 ORDER-TO-CASH LOGISTICS Analysis: Integrated or Best-of-Breed Outsourcing? //PAGE 14 CONTENTS COVER STORY Arvato Supports Inventory Management within the Market THE MAGIC CUBE OF INVENTORY MANAGEMENT //PAGE 04 OTHER STORIES STOK Added Value from Inventory Management in Hospitals: Positive Feedback from STOK’s Major Hospital Survey 12 Order-to-Cash Logistics Integrated or Best-of-Breed-Outsourcing? 14 Whitepaper „The future of the supply chain in the healthcare sector“ 18 News Distribution of Medications in Portugal: Arvato and Rangel Enter into Partnership 19 Network Growth at Arvato: New Site in Birmingham Begins Operations 20 Facts & Figures – Things Worth Knowing... Internet of Medical Things & Connected Medical Devices 21 Data in the Supply Chain 22 Events Supply Chain Roundtable 2019 23 EDITORIAL Dear Readers, Highly accurate availability of medical devices, medical technology and medicinal products at the point of care is of increasing competitive im- portance. In this context, reliable management of inventory for consign- ment stock in hospitals or local forward stocking locations (FSLs) can be an alternative to express deliveries. In intelligent combination with European central warehouses, this can lead to an overall reduction in inventory even at the highest level of availability. Arvato has developed a tool, the Magic Cube of Inventory Management that provides analytic support for optimal field inventory. Field inventory management is generally outsourced, increasingly as part of an integrated process chain and across multiple countries. -
Phoenix Forward Transportation & Logistics Leadership Council
PHOENIX FORWARD TRANSPORTATION & LOGISTICS LEADERSHIP COUNCIL The Greater Phoenix region is a crucial gateway for international commerce, linking businesses to domestic CO-CHAIR and global markets. Mary E. Peters Greater Phoenix is ideally positioned for global business with convenient access to the President & CEO busy California markets and international trade with Mexico. A robust transportation system that includes highways, rails and bustling Sky Harbor International Airport will Mary E. Peters continue to foster rich and dynamic trade relationships. Consulting Group, LLC The region is home to more than 2,900 transportation and logistics companies, employing approximately 97,000 people. The air transportation network of Greater Phoenix has a direct annual economic impact of more than $30 billion, serving more than 42 million passengers and transporting more than 328,000 tons of air cargo annually. Flights from Phoenix travel to 89 locations within the United States and 17 cities internationally including destinations in Norway, Sweden, Greenland, Mexico, India and Canada. A stronger, more competitive industry is the catalyst for business expansions and the CO-CHAIR creation of additional highly skilled, high-wage jobs in transportation and logistics companies as well as businesses that depend on a strong transportation network. Karrin K. Taylor Founder Who is involved and President, Phoenix Forward’s Transportation & Logistics Leadership Council explores industry Arizona Strategies trends and public policy issues that impact critical transportation infrastructure and addresses industry challenges and opportunities. The council is led by Mary Peters, former Director of the Arizona Department of Transportation and former Secretary of the U.S. Department of Transportation, and Karrin Kunasek Taylor, Founder and President of Arizona Strategies. -
B.S. Business Administration, Supply Chain Management
Cameron School of Business Fact Sheet for Pre-Business Majors HOW DO I GET ADMITTED TO THE CAMERON SCHOOL OF BUSINESS? The Admission process starts while you are still in University College. As soon as you express an interest in Business, your UC advisor will guide you in taking University Studies courses that are also required for admission to the Cameron School of Business (CSB). When you have at least 24 hours of earned credits, you can declare your “PRE-Business” major. All students will first become Pre- Business, then Admitted Cameron students, assuming the eligibility requirements described below are met. Requirements to declare PRE-Business (STEP 1): Students will declare “PRE-Business” as their major first. Students declare PRE-Business BEFORE they have met all of the admission criteria described under the admission section below. - Students can declare “PRE-Business” once they have earned 24 hours of credits at UNCW. - Declaring PRE-Business does not guarantee admission to the CSB, however, students who meet all admission criteria will be accepted. - It is recommended that students first successfully complete MAT 111 prior to declaring PRE-Business. Requirements for Admission to Cameron School of Business (STEP 2): Pre-Business majors may be admitted to the Bachelor of Science with a major in business administration upon successful completion of the following admission requirements: - Completion of at least 30 credit hours, with at least 12 credit hours taken from within CSB. - Completion of each of the following courses with at least a “C-“: ENG 101, ENG 201,(ENG 103 may be substituted for ENG 101 and ENG 201); MAT 151 or MAT 161; BAN 280; ACG 201, ACGL 201; ECN 221, and ECN 222; MIS 213 or 313 - An overall grade point average of at least 2.70 on a 4.0 scale for all course work attempted at UNCW. -
The Great Divide Between Business School Research and Business Practice
Business School Research and Business Practice / I. Dostaler & T. J. Tomberlin 115 CSSHE SCÉES Canadian Journal of Higher Education Revue canadienne d’enseignement supérieur Volume 43, No. 1, 2013, pages 115-128 The Great Divide Between Business School Research and Business Practice Isabelle Dostaler Concordia University Thomas J. Tomberlin Carleton University Abstract In their 2005 Harvard Business Review article, Bennis and O’Toole described business schools as being “on the wrong track” as a result of their focus on so-called scientific research. Some commentators argue that business schools have slowly lost their relevance since the end of the 1950s when they under- took a major overhaul in response to the harsh criticism of the Ford and the Carnegie Foundations on the state of theory and research in business admin- istration. Inspired by Khurana’s (2007) book on the development of American business schools, this article describes the debate on the relevance of scientific business research that can be found in the popular business press and the aca- demic literature, and suggests a number of structural and cultural changes to increase the relevance of business research and its impact on practice. Résumé Dans leur article publié en 2005 dans la Harvard Business Review, Bennis et O’Toole décrivaient les écoles de gestion comme étant « sur la mauvaise voie » en raison de l’importance qu’elles accordent à la recherche soi-disant scientifique. Certains observateurs soutiennent que les écoles de gestion ont lentement perdu leur pertinence depuis la fin des années 1950 alors qu’elles ont entrepris d’importants remaniements en réponse aux critiques sévères formulées par les fondations Ford et Carnegie quant à la théorie et à la recherche en administration des affaires.