Leaving aside the easy predictions (Wal-Mart and the Department of Defense will continue to deploy, tags and equipment will fall in price), I thought it might be interesting to translate a few shifts in... View More
Somewhere in each of the last five books I have written is the phrase, What gets measured gets rewarded, and what gets rewarded gets done. What does this mean to achieving competitive advantage in the... View More
In the last issue of PARCEL, I talked about companies achieving competitive advantage by sticking to their core competencies and outsourcing non-core competencies to supply chain partners. In this article,... View More
Rochester, New York, July 26, 2007 - - The Bennett Group and the Printing Industries Alliance (formerly the Printing & Imaging Association of New York State) announced they will partner to offer PIA members... View More
Just as email has changed the manner in which you communicate, how you manage your business is about to change as well. Those companies that rapidly seize upon new evolving business tools will have the... View More
In benchmarking the Supply Chain Management (SCM) practices of hundreds of companies, we have learned that many companies achieve competitive advantage by leveraging the management of their supply chains.... View More
Peak season exposes last-mile issues when consumer expectations are high and their tolerance for delivery delays is low. The smaller delivery mistakes and inconsistencies, like&n
Parcel auditing has always been a discipline built on precision. Define the rules, run them against the data, and recover what's owed. For years, that model worked well, and in many respects
A recent Fast Company article written by the chief sustainability officer of Blue Yonder, Saskia van Gendt, caught my attention. Van Gendt wrote that while free returns have become a “powerf
For years, parcel auditing carried an implicit prerequisite: you had to be big enough to justify it. The conventional wisdom among smaller shippers went something like this �
Peak season exposes last-mile issues when consumer expectations are high and their tolerance for delivery delays is low. The smaller delivery mistakes and inconsistencies, like&n
Parcel auditing has always been a discipline built on precision. Define the rules, run them against the data, and recover what's owed. For years, that model worked well, and in many respects
A recent Fast Company article written by the chief sustainability officer of Blue Yonder, Saskia van Gendt, caught my attention. Van Gendt wrote that while free returns have become a “powerf
For years, parcel auditing carried an implicit prerequisite: you had to be big enough to justify it. The conventional wisdom among smaller shippers went something like this �
