Shipping is still the primary means of transportation of goods around the world, carrying billions of tons of materials and finished goods to where they are needed most. However, these ships operate in an environment that is not only commercially demanding but also exposed to risks that have serious consequences . In spite of significant

“Full ships!” is a parting greeting often heard in the liner shipping industry. It’s how sales professionals say “bon voyage” or “all the best” to the sales team as they start their daily grind of maximizing vessel revenue and profits. With 90% of the world’s trade done via shipping containers it is no wonder that liner operators

The transformative impact that technology is making to all industries around the world is exciting and well-documented. This digitization trend – where artificial intelligence (AI) and computing technology is used to improve manual, time-consuming operations – has now reached the shores of conventional vessel stowage planning. Those in the maritime industry know full well the

SVM Solutions and Technologies (Solverminds) wins Software Award for shipping at SBR TEA 2021 for MACK – Digital Shipmanagement ERP. Follow our LinkedIn, Twitter and Facebook feeds for more updates.

Many businesses, large and small, have a huge source of great ideas that can help them improve, innovate, and grow, and yet so many of these companies never think of using this amazing corporate asset. What is this highly valuable asset? Its own people.

Says Morgan Fraud, the author of The Thinking Corporation, “Given that we are all capable of contributing new ideas, the question becomes how do you successfully generate, capture, process and implement ideas?” Becoming an organization capable of answering this question can benefit in a number of ways

Growth through innovation/creativity. Rather than be constrained by ideas for new products, services and new markets coming from just a few people, a Thinking Corporation can tap into the employees.

Supported by a robust sales force and tight cost controls, Pharm Ltd. experienced sustained double-digit growth over a number of years, only to find that their supply chain struggled to keep pace. In particular, the initial state of the company’s sales.

In particular, the initial state of the company’s sales and operations planning capabilities limited their ability to account for demand variability or raw material lead times in production and distribution. Improve sales and operations and production planning.

The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.

With hundreds of medications in the market, Pharm Ltd. needed a proper method to predict and manage their inventory. Using a mean absolute percentage analysis (MAPE), the teams defined appropriate levels for raw materials and finished products by mapping.