1.1. Introduction 4 1.2. Definition of Key Terms 5 1.3. Effective Research 10 1.3.1. Logistics and time as a trade barrier 10 1.3.2. The Logistics Performance Index 14 1.4. Summary 21 2. Data Analysis of Logistics industry and Trade in Kazakhstan 24 2.1. Introduction 24 2.2.1 External Trade 24 2.2.2. Assessment of the Transport and Logistics Sectors 29 2.2.2.2 Logistics Sector 41 2.2.3 Constraints in Physical Infrastructure and Transport Facilities 43 2.2.3.1 Constraints
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2012 THIRD-PARTY LOGISTICS STUDY The State of Logistics Outsourcing Results and Findings of the 16th Annual Study 2012 16Th AnnuAL ThIRD-PARTY LOGISTICS STuDY Contents 4 7 15 23 33 41 44 48 50 Executive Summary Current State of the 3PL Market Emerging Markets Electronics Talent Management Strategic Assessment About the Study About the Sponsors Credits GIVE US YOUR OPINION Scan this code and share your suggestions for topics to cover in next year’s study. ©2012 C. John Langley
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Reduction ROA Improvement Logistics Cost Reduction SCM Some Facts: • Annual Plan Outlay • Fiscal Deficit • Inventory tied up • Logistics Cost • GDP SCM : Rs. 1.13 Lakh Crores : Rs. 1.35 Lakh Crores (5.3% of GDP) : Rs. 1.17 Lakh Crores : 13.6% of our GDP : Rs. 25.57 Lakh Crores Logistics Cost Country Asian region China Japan Korea Singapore Taiwan European region France Germany Italy Netherlands Spain UK Sweden North American region Canada Mexico US GDP (billions) Logistics as % of GDP 14.5 10.5
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TRUE or FALSE 1. T F It is impossible to develop a process that has zero variability. 2. T F Assignable variations in a process are also called natural variations. 3. T F An x-bar chart would be appropriate to monitor the number of defects in a production lot. 4. T F The central limit theorem provides the statistical foundation for control charts. 5. T F If we are tracking quality of performance for a class of students‚ we should plot the pass/fail result on a p-chart. 6. T F Sample
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N IO pro T Re Cr E Fo Pt S No IN This case was prepared by Robin Lane‚ Mike Sweeney and Brad Lincoln at the Cranfield School of Management‚ Cranfield University‚ Cranfield‚ Bedford‚ MK43 0AL‚ England‚ as a basis for class discussion rather than to demonstrate either effective or ineffective business administration. © Cranfield School of Management Supply Chain Management in the NHS du Jim frowned deeply as he strode down the corridor. He had just left a meeting with the Chief Executive of Morecambe
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24/02/2014. CASE STUDY The future of shopping’’.Harvard business review‚ December‚ pp. 65-67 Question 1 What arguments would you use to persuade a traditional retailer to move to omnichannel retailing? 2 choose a retailer to assess its degree of integration of digital and physical retailing and suggest additional changes it should implement to become an omnichannel retailing. Tailor your advice to the sector and the characteristics of the retailer. Word count: 1195
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MS&E 252 Decision Analysis I Handout #16 November 8th‚ 2007 Case Study Due: Friday November 30th‚ 2007 The case study will give you practice applying the concepts you are learning in MS&E 252. . You are from the XYZ consulting company (you can create your own name). William Jaeger of Freemark Abbey Winery has hired your company to help him make a production decision. A storm is approaching the winery and Jaeger is not sure if he should wait for the storm or harvest the grapes immediately
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LOGISTICS CENTRES DIRECTIONS FOR USE EUROPLATFORMS EEIG 1 A report by EUROPLATFORMS EEIG January 2004 The term “logistics centres” generally denotes those sites specially organised for carrying out logistics activities. The name of these sites may vary depending on the customs in practice in each country – for instance we may find: 1. Centres logistiques de fret 2. Gares routières de marchandises 3. Logistics park 4. Platform freight terminal 5. Interporto 6. Centro integrado
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Executive Summary In today’s rapidly changing business environment‚ ever-greater demands are being placed on business on every industry‚ such as to provide products and services quicker‚ with greater added value‚ to the correct location‚ with no relevant inventory position‚ etc. However‚ customers are more sophisticated by wanting more quality‚ design‚ innovation‚ choice‚ convenience and service‚ and they want to spend less money‚ effort‚ time and risk. Hence‚ every business has to deal with highly
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Strategies for Reverse logistics : ’ Dedicating special areas for Return material storage ’. Table 4.7f Strategies for Reverse logistics: ’ Dedicating special areas for Return material storage ’. a Level of presence. Not at all present Least present Somewhat present Mostly present Present all across Total No. of Respondents 0 2 114 143 9 268 % Respondents 0.0 0.7 42.5 53.4 3.4 100.0 Note. a Level of presence:
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