Group items tagged labor - ISM Silicon Valley

shared by ISM Silicon Valley on 23 Mar 13 - No Cached

shared by ISM Silicon Valley on 23 Nov 11 -

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shared by ISM Silicon Valley on 08 Oct 10 -

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shared by ISM Silicon Valley on 18 Oct 10 -

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Economic uncertainty, fluctuating fuel prices, increased safety and social regulation, escalating customer expectations, globalization, improved technologies, labor and equipment shortages, a changing transportation service industry…today’s managers are faced with an array of challenges and opportunities that contrast dramatically with those of a decade ago.
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Regardless of external conditions, however, managers must encourage their firms to avoid the temptation of making transportation decisions with an eye toward short-term gain. Rather, they need to view the total cost and total value provided by the function not only in relation to operating expenses but also in terms of the impact on customer service and inventory reduction. The influence on total economic value added is significant.
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shared by ISM Silicon Valley on 17 Jan 10 -

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shared by ISM Silicon Valley on 21 Dec 10 -

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While the market has grown exponentially, and a 30% increased expenditure last year is eye-opening, the nature of these engagements doesn't give us confidence that this market will sustain its growth trajectory unless customers think beyond short-term labor arbitrage, and service providers introduce significant process and technology enhancements to the early adopters to help them optimize their delivery.  This "lift and shift" model could well result in customers losing more than they save.
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shared by ISM Silicon Valley on 17 Dec 10 -

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Develop a Code of Conduct that includes Green. Be clear with what you are looking for in a supplier. Many industry trade groups have codes of conduct that spell out expected behaviors in terms of labor, products, GHG emissions and handling of waste. Point to those, or develop your own, but make it clear that it is more than a pamphlet; it is the way you do business and you expect your suppliers to do business.
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Reward good behavior. Keeping tabs on your suppliers, either by encouraging them to respond to the Carbon Disclosure Project (CDP) or through other audit mechanisms. That way you can see which suppliers have made a commitment to operating more sustainably. Reward that good behavior with a larger share of your business.
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