Mr Hendricks is an approved Senior Consultant at Appleton Greene and he has experience in production, management and globalization. He has achieved a Masters of Business Administration, a Bachelor of Business Administration and is Certified in Production and Inventory Management. He has industry experience within the following sectors: Aviation; Aerospace; Automotive; Transport and Logistics. He has had commercial experience within the following countries: United States of America, or more specifically within the following cities: Ann Arbor MI; Detroit MI; Toledo OH; Cleveland OH and Cincinnati OH. His personal achievements include: developed strategy trained associates SAP; facilitated improvement scrap rate; implemented lean manufacturing processes; improved cycle count accuracy and JIT sequencing supplier. His service skills incorporate: SAP implementation; master scheduling; inventory management; work management and performance optimization.
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The need for this Unique Service Proposition is because companies need to focus on Communication, Supply Analysis, Manufacturing Planning, Manufacturing Control and Strategies / Applications.
John Wooden was a Basketball Coach at UCLA from 1948 to 1975. Wooden coached UCLA to 10 NCAA Men’s Basketball Championships in 12 years between 1963 and 1975. The best high school basketball players in the United States of America came to UCLA to study and play basketball. The players would shoot baskets from 25 to 30 feet. Coach Wooden told them that is great but now I want you to make 100 layup baskets in a row.
Having worked with Companies with poor supplier ratings, I discovered the need to go back to and review the basics, indeed it is essential for success. I worked with a Supplier that was scrapping 80 to 90% on a certain product line. A team approach was taken that consisted of the Executive Management Team, a Customer and 3 tiers of Suppliers, that collectively changed the results to 0% Scrap. I have also experienced working with a Customer and Supplier where the relationship was very tenuous. The Supplier could only produce 50% of their Customer’s requirements during the startup of a new product launch. I was able to work with a team that eventually made it possible for the Supplier to meet all of the Customer’s Requirements.
About Zapp! The lightning of empowerment. Most managers know that revitalization in their companies must occur from the ground up. But how do you get that message across to employees without applying the kind of pressure that makes them even less productive? The answer is empowerment. In this very motivational service, you will find specific strategies designed to help you encourage responsibility, acknowledgment, and creativity so that employees feel that they “own” their jobs.
The Methodology of this Unique Service Proposition (USP) will be to review the basics. As a Professional Tennis Instructor and Student of Sports, I recommend reviewing the basics at all times so that people do not lose sight of the goal or mission.
The Peter Drucker theory of management embodies many modern management practices. Peter Drucker, also known as the Father of Modern Management Theory, coined terms and strategies that are still used today. He advocated for a more flexible, collaborative workplace, and the delegation of power across the board. According to Drucker, “management is doing things right; leadership is doing the right things.” Unlike many early management theorists, Drucker thought that subordinates should have the opportunity to take risks, learn and grow in the workplace.
Drucker’s management theory embodies many modern concepts, including: Decentralization (He wanted all employees to feel valued and empowered, like their work and voice mattered. He believed in assigning tasks that inspire workers, and bringing supervisors and their subordinates together to achieve common, company goals.), Knowledge work (Knowledge workers are those whose jobs require handling or using information, such as engineers or analysts. Drucker placed high value on workers who solved problems and thought creatively. He wanted to cultivate a culture of employees who could provide insight and ideas.), Management by objectives (process that encourages employees of all levels to work together. Each worker has an equal say, sharing their own insight and opinions to reach common ground. From there, teams establish shared goals and delegate tasks according to skill sets and interests. There are five steps of MBO: Review goals, Set objectives, Monitor progress, Evaluate performance, and Reward employees), and S.M.A.R.T. (The acronym calls for each objective to be: Specific, Measurable, Achievable, Relevant, and Time-Oriented).
Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.
Coach John Wooden, the legendary UCLA coach who led his teams to numerous championships and double-digit winning streaks, began learning the rules of success at an early age. His father taught him that it was better to be the best person he possibly could rather than strive to be better than everyone else.
The Service Mission of the Unique Service Proposition (USP) is to be the best one can be rather than striving to be better than everyone else. If Team Members focus on being the best they can be they will achieve their goals. If not, they will be frustrated with not being better than everyone else. Frustration is realizing we need to deal with the way things are rather than the way we wish they were. Team members need to play the cards they have been dealt rather than the cards they were not dealt.
The aim is to be the best we can be and not be frustrated because of the way things are. We need to look at our circumstances and rise above the difficulties we encounter. “Discipline yourself and others won’t need to.” –John Wooden It is a very challenging instruction when we give it to ourselves. Sometimes when a leader lacks self-discipline, there is no one watching. “I coined my own definition of success, which is peace of mind attained only through self-satisfaction in knowing you made the effort to do the best of which you’re capable,” Wooden said he considered every practice session to be a journey, an opportunity for daily improvement.
The purpose is to help, to prevent, to correct, to improve, rather than to punish. Criticism is not meant to punish, but rather to correct something that is preventing better results. The only goal is improvement. For an athlete to function properly, he must be intent. There has to be a definite purpose and goal if you are to progress. If you are not intent about what you are doing, you aren’t able to resist the temptation to do something else that might be more fun at the moment.
The following list represents the Key Service Objectives (KSO) for the Appleton Greene Supply Chain Process Improvement service.
Communication is crucial to supply chain success and yet it is surprisingly one of the biggest areas in need of improvement. When it comes to cooperating with staff in other departments, many procurement professionals admit it is very difficult. And when it comes to communicating with those outside the organization, i.e. the suppliers, communications can become even further strained. The Importance Of Communication In Supply Chains: It all boils down to the simple fact that with proper communication between stakeholders and external suppliers, more creative ideas can be brought to the table, thus improving the process. If people from different points of the process are able give ideas for improvements based on firsthand experience, it stands to reason that this will made for a much better managed process. If communication is limited, so is the ability of the procurement department to influence the end to end procurement process. Steps To Improving Procurement Communications: If we are to tackle this communication issue in supply chains, there are some steps that procurement professionals need to consider: Prioritize stakeholders/suppliers. Assess how supportive your stakeholders are and their importance to the organization. Suppliers; consider the impact it would have on your business if they stopped supplying and how strategic they are. Regularly meet with stakeholders and suppliers. By getting together with them on a regular basis (weekly for instance) you can highlight and tackle their concerns and worries as they occur. Don’t be scared to over-communicate, make sure they are regularly updated even if it’s just a quick summary email. With suppliers it’s also important to regularly asses how you can improve your relationship from both sides, and offer constructive feedback to the supplier as well as asking for it yourself. Always offer options. After negotiations, produce a list of options and relevant cases that back up each. This way, you are giving the stakeholders some influence and aren’t taking the decision out of their hands, making them feel they have status. When it comes to the communication method itself, you should assess which method best suits the situation and will deliver the optimum results. There are also some basic principles to consider when it comes how you communicate with stakeholders and suppliers: Be clear. This may sound like an obvious basic principle, but it’s vital to make sure the ‘narrative’ of the proposal comes across, so stakeholders understand and are excited by what you are proposing. Use a brief headline to sum up the proposal and focus on the benefits the project will deliver as well as how they will be achieved. Tailor it. When getting across the key benefits of the project, don’t just focus on general benefits and costs. Consider the stakeholders you are addressing and tailor it to show how you will tackle their own individual concerns. Be personal and pragmatic. Often with stakeholders, it’s more beneficial to give them a call or pay a quick visit than to send less direct communication such as emails. A personal and pragmatic approach will get faster and better results when aiming to implement change. The importance of communication both with internal stakeholders and external suppliers cannot be overlooked. With the right steps taken and changes applied you can turn around poor communication and improve the procurement process.
- Supply Analysis
Supply Analysis is a research and analysis done to understand the supply trends and responses to changing market and production variables. Supply Analysis considers the production costs, raw material costs, technology, labor wages etc. The analysis helps the manufacturers and companies to understand the impact of these variables on supply and eventually demand. The goal of demand-supply chain is to make sure that the supply and demand work properly. The demand should be met, and supply should not be more than what expected. There are lot of variables which are considered in demand analysis and supply analysis. Supply Analysis helps manufacturers to analyze the impact of production changes, policies on increase or decrease in supply of finished goods. e.g. newer upcoming technology can help produce more goods in same amount of time. The analysis can help determine if this new technology should be adopted or not. Also if this technology can help produce more, is the demand there for more products. What impact will it have on the current labor and how would be it impact supply in the market.
- Manufacturing Planning
Planning is an essential part of every manufacturer’s life and the key to effective inventory and resource management. Even engineer-to-order and lean make-to-order manufacturers must plan for materials and resources (equipment, capacity, people/skills) to be available to satisfy customer requirements. Manufacturing planning is a coordinated process involving demand management, forecasting, master scheduling, material planning (MRP), and capacity planning, fully integrated with operational management applications including production control, inventory management, and procurement. Planning is all about turning customer demand, a combination of real orders and forecasted demand, into production schedules and planned purchases mapped out in time to assure that the materials, parts and products are available when needed but only in the quantity needed and at the time needed to keep the plant operating efficiently with minimal excess inventory. Execution applications – in production and purchasing – ensure that all activities are coordinated and work is completed on time, maximizing the efficient use of resources. The result is on-time shipment, happy customers, and minimal costs. This coordinated planning and execution ‘closed loop’ also keeps things coordinated in the face of changing demand, unexpected disruptions and other challenges.
- Manufacturing Control
Manufacturing control is the activity of monitoring and controlling a large physical facility or physically dispersed service. It is a “set of actions and decision taken during production to regulate output and obtain reasonable assurance that the specification will be met.” The American Production and Inventory Control Society, nowadays APICS, defined production control in 1959 as: Production control is the task of predicting, planning and scheduling work, taking into account manpower, materials availability and other capacity restrictions, and cost so as to achieve proper quality and quantity at the time it is needed and then following up the schedule to see that the plan is carried out, using whatever systems have proven satisfactory for the purpose. Production planning and control in larger factories is often run from a production planning department run by production controllers and a production control manager. Production monitoring and control of larger operations is often run from a central space, called a control room or operations room or operations control center (OCC). The emerging area of Project Production Management (PPM), based on viewing project activities as a production system, adopts the same notion of production control to take steps to regulate the behavior of a production system where in this case the production system is a capital project, rather than a physical facility or a physically dispersed service. Production control is to be contrasted with project controls. As explained, project controls have developed to become centralized functions to track project progress and identify deviations from plan and to forecast future progress, using metrics rooted in accounting principles.
- Strategy / Applications
Supply chain management operates at three levels: strategic, tactical, and operational. At the strategic level, company management makes high-level strategic supply chain decisions that are relevant to whole organizations. The decisions that are made with regards to the supply chain should reflect the overall corporate strategy that the organization is following. The strategic supply chain processes that management has to decide upon will cover the breadth of the supply chain. These include product development, customers, manufacturing, vendors, and logistics. Product Development: Senior management has to define a strategic direction when considering the products that the company should manufacture and offer to their customers. As product cycles mature or products sales decline, management has to make strategic decisions to develop and introduce new versions of existing products into the marketplace, rationalize the current product offering, or developing a new range of products and services. These strategic decisions may include the need to acquire another company or sell existing businesses. When making these strategic product development decisions, the overall objectives of the firm should be the determining factor. Customers: At the strategic level, a company has to identify the customers for its products and services. When company management makes strategic decisions on the products to manufacture, they need to then identify the key customer segments where company marketing and advertising will be targeted. Manufacturing: At the strategic level, manufacturing decisions define the manufacturing infrastructure and technology that is required. Based on high-level forecasting and sales estimates, company management has to make strategic decisions on how products will be manufactured. The decisions can require new manufacturing facilities to be built or to increase production at existing facilities. However, if the overall company objectives include moving manufacturing overseas, then the decisions may lean towards using subcontracting and third-party logistics. As environmental issues influence corporate policy to a greater extent, this may influence strategic supply chain decisions with regards to manufacturing. Suppliers: Company management has to decide on the strategic supply chain policies with regards to suppliers. Reducing the purchasing spend for a company can directly relate to an increase in profit and strategically there are a number of decisions that can be made to obtain that result. Leveraging the total company’s purchases over many businesses can allow company management to select strategic global suppliers who offer the greatest discounts. But these decisions have to correspond with the overall company objectives. If a company has adopted policies on quality, then strategic decisions on suppliers will have to fall within the overall company objective. Logistics: As well as strategic decisions on manufacturing locations, the logistics function is key to the success of the supply chain. Order fulfillment is an important part of the supply chain and company management needs to make strategic decisions on the logistics network. The design and operation of the network have a significant influence on the performance of the supply chain. Strategic decisions are required in warehouses, distribution centers which transportation modes should be used. If the overall company objectives identify the use of more third-party subcontracting, the company may strategically decide to use third-party logistics companies in the supply chain. Strategic decisions determine the overall direction of the company’s supply chain. They should be made in conjunction with the companies overall objectives and not biased towards any particular product or regional location. These high-level decisions can be refined, as required, to the specific needs of the company at the lower levels which allow for tactical and operational supply chain decisions to be made. Summary: The primary and overriding goal of any supply chain is to make sure a company is delivering the orders its customers want when its customers want those orders—and accomplish this by spending as little money as possible. Only by lowering costs and improving performance can a supply chain be truly optimized. When a supply chain is managed at the operational, tactical and strategic levels—it has the best chance of helping its company reach its goals. When the strategic supply chain is optimized, a company is delivering what its customers want, when its customers want it—and spending as little money as possible getting that done.
“As a Material Planner, Mr. Hendricks was responsible for creating and updating supplier releases, ensuring on time delivery of production material, and supplier performance. In his role as a SAP Key User, he played an instrumental role in transitioning legacy processes and procedures to the SAP environment and developing the SAP cycle process for the plant. Additionally, Mr. Hendricks effectively scheduled and managed the daily cycle count process, coordinating the activities of 4 cycle checkers across a 24×7 operation. Mr. Hendricks was always willing to offer his assistance and had an excellent rapport with the many constituents served by Production Control & Logistics, including production, suppliers, material handling, and other stake holders. I would highly recommend him for any position or career that he may now choose to pursue.”
“This is my personal and professional recommendation for Mr. Hendricks. In my previous assignment at MTU, as the Manager in charge of Parts Customer Service and Material Planning, I had the pleasure of hiring Mr. Hendricks for Material Planning and Scheduling. He immediately brought a lot of enthusiasm and commitment to the job. His attention to detail and willingness to take on new assignments have assisted him to adapt quickly to the changing work environment at MTU. Mr. Hendricks’ knowledge of SAP, material planning skills and can-do attitude, made him a well-respected member of the After Sales Team. His daily contacts with the offices in Germany and his coordination of emergency parts drop shipments, gave him valuable experience in dealing with German business culture and in tracking international shipments. I highly recommend Mr. Hendricks.”
Valeo North America
“I highly recommend Mr. Hendricks as a candidate for employment. He was employed as Supply Chain Material Planning & Production Control Supervisor. Mr. Hendricks was responsible for coordination and management the MPS ( master production schedule) & SIOP ( Sales, inventory and operation plan) process. He managed the load of the plant and proposed resources regarding customer demands, recognizing and managing all demand for products from customers by driving SIOP & MPS as well to manage the material procurement from suppliers. Mr. Hendricks has excellent communication skills. In addition, he is extremely organized, reliable and computer literate. Mr. Hendricks can work independently and is able to follow through to ensure that the job is done. He is flexible and willing to work on any project that is assigned to him. Mr. Hendricks would be a tremendous asset for any company and has my highest recommendation.”
More detailed achievements, references and testimonials are confidentially available to clients upon request.
This service is primarily available to the following industry sectors:
Consumers will see a substantial increase in the value they derive from air transport in 2019. The average return fare (before surcharges and tax) of $317 in 2019 is forecast to be 61% lower than in 1998, after adjusting for inflation. The number of new destinations is forecast to rise further this year, with frequencies up too; both boosting consumer benefits. We expect 1% of world GDP to be spent on air transport in 2019, totaling $899 billion. RPK growth, which has been running well above trend, is forecast to slow further as economic growth weakens and fuel prices rise. But the major new weakness in the business environment is world trade, as a result of the trade disputes. GDP growth has slowed but by much less than trade, as domestic demand remains strong. Economic development worldwide is getting a significant boost from air transport. This wider economic benefit is being generated by increasing connections between cities – enabling the flow of goods, people, capital, technology and ideas – and falling air transport costs. The number of unique city-pair connections has exceeded 22,000 this year, more than double the connectivity by air twenty years ago. The price of air transport for users continues to fall, after adjusting for inflation. Compared to twenty years ago real transport costs have more than halved. Air transport is vital for manufactures trade, particularly trade in components which is a major part of cross border trade today. We forecast that the value of international trade shipped by air next year will be $6.7 trillion. Tourists travelling by air in 2019 are forecast to spend $909 billion. Another impact on the wider economy comes through the influence increased airline activity has on jobs in the sector, in its supply chain, and the jobs generated as spending ripples through the economy. These ‘supply chain’ jobs around the world are estimated to rise to more than 70 million in 2019. Governments have also gained from the good performance of the airline industry. Airlines and their customers are forecast to generate $129 billion in tax revenues this year. That’s the equivalent of 45% of the industry’s GVA (Gross Value Added, which is the firm-level equivalent to GDP). But in many countries the value that aviation generates is not well understood. The commercial activities of the industry remain highly constrained by bilateral and other regulations. Moreover, regulation is far from ‘smart’, leading to unnecessarily high costs. Visa requirements discourage inbound tourism and business travel. Encouragingly visa openness levels are improving. But the number of individual ticket taxes has risen to 237, while the level of many existing taxes continues to ratchet upwards.
In 2018, the global aerospace and defense (A&D) industry recuperated and experienced a solid year as passenger travel demand strengthened and global military expenditure continued to rise. The industry is expected to continue its growth trajectory in 2019, led by growing commercial aircraft production and strong defense spending. This outlook reviews the performance of the A&D industry in 2018 and forecasts its growth in the coming years. It also outlines performance across major A&D markets and discusses trends that will impact the industry. Key findings: The commercial aircraft order backlog is at its peak of more than 14,000 with about 38,000 aircraft expected to be produced globally over the next 20 years; Geopolitical tensions are continuing to intensify and demand for military equipment is on the uptick, driving defense spending across the globe; Changes in the international trade agreements likely to disrupt the global supply chain and increase costs; M&A activity to remain strong as pressure on suppliers to reduce costs and increase production rates continues; Though A&D industry growth is primarily led by the United States, few other regions including China, France, India, Japan, the Middle East, and the UK, will be contributing to the industry’s performance in the near term. In 2014 the global aerospace manufacturing market is expected to maintain the overall 5% growth rate that has been seen in 2012 and 2013. The growth will be driven by the continued expansion of the civil aviation sector while the military sector is expected to continue its contraction. Boeing forecast a long-term demand in global civil aviation for 35,280 new airplanes between 2013 and 2032, valued at $4.8 trillion. 14,350 of these new airplanes will replace older, less efficient airplanes. The remaining 20,930 airplanes will be for fleet growth, stimulating expansion in emerging markets and innovative airline business models. Approximately 24,670 airplanes (70 percent of new deliveries) will be single aisle airplanes, reflecting growth in emerging markets such as China, and the continued expansion of low-cost carriers throughout the world. Wide body share will also increase, from 23 percent of today’s fleet to 24 percent in 2032. With these growth rates there is a possibility that a new major manufacturer may enter the civil aviation market based in one of the emerging economies. The anticipated rate of expansion in civil aviation will pose significant challenges for the supply chain across the global economy. In 2014 the recent rate of revenue contraction for defense contractors of around 2% p.a. may well be sustained. European defense equipment manufacturers face particular problems – McKinsey has estimated that European governments could save over 30% by joint procurement of equipment and services. Defense programs have become extraordinarily expensive and affordability has become a major issue. Next generation technologies must be developed and maintained in service at a much lower cost than hitherto. According to Deloitte, the UK industry has utilized two major business model innovations to help fund new requirements in this challenging environment – public private financing initiatives and performance-based logistics – which are making acquisitions more affordable. Some defense companies have also been anticipating defense budget cuts by reducing staff, cutting overhead costs, and getting lean. Automation is being used to reduce labor costs. Digital product development and computer aided design are creating significant efficiencies in product development. Lean manufacturing and Six Sigma have cut waste in the production process. Such initiatives will almost certainly accelerate in 2014 as companies in the defense sector seek to maintain margins and profitability.
The automotive industry is America’s largest exporter. Over the past six years, automakers and suppliers have exported over $775 billion worth of vehicles and parts. They beat the next best performing sector (aerospace) by $125 billion. Last year alone, automakers and suppliers out-exported the aerospace industry by $6 billion. The U.S. auto industry is one of the largest consumers of domestic raw materials and parts. Last year, automakers sold more than 17 million cars in the U.S., and each contained between 8,000 to 12,000 parts, using more than 3,000 pounds of iron, steel, rubber, glass and semiconductors. Approximately 734,000 Americans work at the plants, offices and research labs that produce those parts and materials. Designing those 8,000 to 12,000 auto parts and helping put them together makes autos among the most engineering-intensive industries in the world. In fact, seven out of the world’s top 25 corporate investors in research and development are automakers. FCA US, Ford and General Motors each invest more each year on research and development than HP, Boeing, and AT&T – and 80 cents of every dollar they invest in research and development is spent here in the U.S. Thanks largely to this investment, nearly one in 10 engineers and scientists in private sector R&D work for an automaker or auto supplier. Global sales of passenger cars are forecast to hit 78.6 million vehicles in 2017. Along with China, the United States is counted among the largest automobile markets worldwide, both in terms of production and sales. About 6.9 million passenger cars were sold to U.S. customers in 2016, and around four million cars were produced here in the same year. The United States became a key automotive market in the early 1900s, when Ford introduced assembly line car production to mass-manufacture its Model T. Today, the Ford Motor Company still ranks among the leading manufacturers of passenger cars, its most popular passenger car model currently being the Ford Focus, which was also one of 2016’s best-selling light vehicles worldwide. In terms of revenue, Toyota, Volkswagen, and Daimler topped the list of major automobile makers in 2016, while the automotive supplier industry was dominated by Bosch, Continental, Denso and Magna. Prompted by global initiatives, such as the Paris Agreement, several countries around the globe are enacting stricter emissions controls on new vehicle models. As such, automakers are beginning to expand their business into the electric mobility sector. Germany is expected to lead the way with projected electric car production to reach some 1.3 million units by 2021. Over the next decade, Internet-connected car technologies and autonomous vehicles are set to stir up yet another revolution in the automotive sector. In 2016, some 40 percent of U.S. respondents stated that they were willing to use fully autonomous vehicles, presumably because they consider autonomous vehicles to be safer than conventional cars. The global market for autonomous driving hardware components is expected to grow from 400 million U.S. dollars in 2015 to 40 billion U.S. dollars in 2030.
The logistics and transportation industry in the United States is highly competitive. By investing in this sector, multinational firms position themselves to better facilitate the flow of goods throughout the world’s largest consumer market. International and domestic companies in this industry benefit from a highly skilled workforce and relatively low costs. United States Business Logistics Costs reached $1.6 trillion in 2018 (8 percent of GDP that year). Analysts expect investment to correlate with sector-specific growth in the U.S. economy. America’s highly integrated supply chain network links producers and consumers through multiple transportation modes, including air and express delivery services, freight rail, maritime transport, and truck transport. To serve customers efficiently, multinational and domestic firms provide tailored logistics and transportation solutions to ensure coordinated goods movement from origin to end user through each supply chain network segment. Logistics services: This subsector includes inbound and outbound transportation management, fleet management, warehousing, materials handling, order fulfillment, logistics network design, inventory management, supply and demand planning, third-party logistics management, and other support services. Logistics services are involved at all levels in the planning and execution of the movement of goods. Air and express delivery services (EDS): Firms offer expedited, time-sensitive, and end-to-end services for documents, small parcels, and high-value items. An $87 billion industry in the United States, EDS firms also provide the export infrastructure for many exporters, particularly small and medium-sized businesses that cannot afford to operate their own supply chain. Recent EDS industry growth has been generated by the expansion of electronic commerce use by businesses and consumers. Freight rail: High volumes of heavy cargo and products are transported long distances throughout the United States via rail network. Each day, this 140,000-mile system delivers an average of 5 million tons of goods and serves nearly every industrial, wholesale, retail, and resource-based sector of the economy. In 2017, Freight rail moves more than 70 percent of the nation’s coal, about 58 percent of its raw metal ores, 1.6 million carloads of wheat, corn, and other agricultural products, and 13.7 million intermodal containers and trailers that transport consumer goods. Maritime: This subsector includes carriers, seaports, terminals, and labor involved in the movement of cargo and passengers by water. Water transportation moves nearly 70 percent of all U.S. international merchandise trade, including 72 percent of U.S. exports by tonnage. Trucking: Over-the-road transportation of cargo is provided by motor vehicles over short and medium distances. According to the American Trucking Associations, trucking revenues were $700 billion in 2017. That year, trucks moved almost 11 billion tons of freight.
Global logistics is expected to reach US$12 trillion in value by 2025, recording a 6% CAGR over the period. The key opportunities lie in construction industry and transportation of cement, metals, textiles and electronic components. Retail and wholesale, in the meantime, will become an increasingly challenging area with limited potential and growing supply chain complexity. 2015 was a difficult year for global logistics companies. However, accelerating Asia Pacific economies and recovering manufacturing in Western Europe are expected to have a positive effect on global logistics, which started to recover in 2016 and is expected to continue solid growth in the next 10 years. Retail and wholesale growth is expected to stand at 4% CAGR over 2015-2025 -lowest among key logistics customers. China and the US are expected to remain lucrative markets that will account for over 50% of future value growth in retail and wholesale until 2025. Following growth of e-commerce, logistics companies will have to adopt innovative delivery solutions and integrate delivery systems. The most significant elements that enable us to understand economic growth and development levels of nations are economic indicators of the country of interest. As much as these indicators have positive and high values, they affect the economic, social, psychological and cultural texture of the nation positively. These effects increase the culture, living and welfare levels of the individuals in the society. Logistics is one of the tools that play an important role in the change and improvement of economic indicators. Logistics industry provides significant macro contributions to national economy by creating employment, and creating national income and foreign investment influx. On the micro scale, logistics industry is a key industry in increasing the competitive power of corporations. Furthermore, the logistics industry has an important mission in revitalizing and improvement of the competitiveness of other industries. Today, all industries are dependent on logistics sector. The present study aimed to investigate how the logistics variables of transportation and communication affected economic growth in 34 OECD countries. The effect of both transportation industry variables and communication industry variables that form the logistics industry on the increase in per capita income in OECD countries was identified.
This service is primarily available within the following locations:
Ann Arbor MI
In 2017, Ann Arbor, MI had a population of 119k people with a median age of 27.5 and a median household income of $61,247. Between 2016 and 2017 the population of Ann Arbor, MI grew from 118,087 to 119,303, a 1.03% increase and its median household income grew from $57,697 to $61,247, a 6.15% increase. The population of Ann Arbor, MI is 68.6% White Alone, 15.9% Asian Alone, and 6.89% Black or African American Alone. 21.9% of the people in Ann Arbor, MI speak a non-English language, and 88.4% are U.S. citizens. The largest universities in Ann Arbor, MI are University of Michigan-Ann Arbor (14,000 degrees awarded in 2016) and Concordia University-Ann Arbor (111 degrees). The median property value in Ann Arbor, MI is $271,600, and the homeownership rate is 45.9%. Most people in Ann Arbor, MI commute by Drove Alone, and the average commute time is 18.9 minutes. The average car ownership in Ann Arbor, MI is 2 cars per household. The economy of Ann Arbor, MI employs 61.4k people. The largest industries in Ann Arbor, MI are Educational Services (20,095 people), Health Care & Social Assistance (9,377 people), and Professional, Scientific, & Technical Services (6,416 people), and the highest paying industries are Utilities ($78,958), Manufacturing ($67,681), and Mining, Quarrying, & Oil & Gas Extraction ($61,008). Median household income in Ann Arbor, MI is $61,247. Males in Ann Arbor, MI have an average income that is 1.37 times higher than the average income of females, which is $46,762. The income inequality in Ann Arbor, MI (measured using the Gini index) is 0.476, which is lower than the national average. Households in Ann Arbor, MI have a median annual income of $61,247, which is more than the median annual income of $60,336 across the entire United States. This is in comparison to a median income of $57,697 in 2016, which represents a 6.15% annual growth. Michigan (and the nation) is now enjoying the longest economic recovery in more than a century. Yet several factors are emerging that could leave the state more vulnerable to the next downturn, from transformations in the automotive industry that are costing some manufacturing jobs, to ongoing talent challenges, to international trade skirmishes Michigan has limited power to control. The ongoing national expansion surpasses the previous record, from March 1991 to March 2001, and economists say it isn’t expected to end anytime soon. Put simply, a growing economy doesn’t die just because it’s old. While economists don’t forecast a recession is imminent, they caution that Michigan’s economy remains tied to the cyclical fate of the auto industry, even if the state is less reliant on manufacturing than it used to be. American consumers are buying fewer new cars as the industry restructures toward more electric and self-driving vehicles — a transformation that has led to layoffs even amid near-record low unemployment rates. As home base to Ford, General Motors and Chrysler, Michigan also is more likely than other states to be harmed by escalating global trade disputes because the auto industry is a global business. Uncertainty surrounding federal trade policy, more than any other factor, is emerging as a cautionary sign tempering economists’ otherwise optimistic forecasts.
After decades of demographic and economic decline, culminating in America’s largest municipal bankruptcy in 2013, many observers were ready to proclaim that the city of Detroit was dead. But over the past several years, following successful resolution of the bankruptcy and the emergence of new municipal leadership, views have changed. Now academics and the popular press are documenting Detroit’s recovery and resilience. But does this positive image of Detroit reflect reality? Will the recovery culminate in a new Detroit that will provide all residents with a quality of life that is sustainable in the decades to come? These rosy descriptions were not consistent with the reality of what we continued to see in many Detroit neighborhoods. To provide perspective on Detroit’s comeback story, we examined trends in a variety of indicators including population, poverty, income disparities, business recovery, unemployment, residential sales prices and vacancies, and crime. Two major conclusions emerged from our data. First, by a number of measures Detroit continues to decline, and even when positive change has occurred, growth has been much less robust than many narratives would suggest. Second, within the city recovery has been highly uneven, resulting in increasing inequality. Overall, citywide data suggest Detroit is continuing to experience decline that makes it worse off than it was in 2000 or even 2010 in the depths of the national recession. Population, employment and incomes continue to decrease, while vacancies and poverty have increased. Real progress has occurred in recent years in the Downtown/Midtown core, which runs along Woodward Avenue for almost four miles and covers an area of just over seven square miles. In addition to corporate and government offices, it includes the Detroit Medical Center, Wayne State University, sports and entertainment venues, and the city’s major cultural institutions. Recent developments include restaurants, specialty retail and multifamily housing. Downtown/Midtown covers only 5 percent of Detroit’s 140 square miles, and its population of 26,000 is a tiny fraction of the 3.6 million residents of the metro area, 80 percent of whom live in the suburbs. Improvements in Downtown/Midtown have been insufficient to offset continued citywide negative trends. Less than half a mile from the GM Renaissance Center, the most visible marker of Detroit’s downtown (motto: “Reflecting a new Detroit”), empty lots, weeds and dilapidated buildings prevail. The Hudson-Webber Foundation’s 7.2 Square Miles report highlights the concentration of positive activities in the Downtown and Midtown areas of the city. Although home values in Midtown have increased by 5 percent since 2008, this has not been sufficient to offset continued weakness in other neighborhood housing markets. In 2017, Detroit, MI had a population of 673k people with a median age of 34.6 and a median household income of $30,344. Between 2016 and 2017 the population of Detroit, MI grew from 672,829 to 673,103, a 0.0407% increase and its median household income grew from $28,099 to $30,344, a 7.99% increase. The population of Detroit, MI is 78.7% Black or African American Alone, 10.5% White Alone, and 7.18% Hispanic or Latino. N/A% of the people in Detroit, MI speak a non-English language, and 96.4% are U.S. citizens. The largest universities in Detroit, MI are Wayne State University (6,162 degrees awarded in 2016), Wayne County Community College District (2,202 degrees), and University of Detroit Mercy (1,558 degrees). The median property value in Detroit, MI is $50,200, and the homeownership rate is 46.9%. Most people in Detroit, MI commute by Drove Alone, and the average commute time is 24.3 minutes. The average car ownership in Detroit, MI is 1 car per household. The economy of Detroit, MI employs 234k people. The largest industries in Detroit, MI are Health Care & Social Assistance (39,064 people), Manufacturing (37,262 people), and Accommodation & Food Services (25,078 people), and the highest paying industries are Public Administration ($49,307), Utilities ($48,215), and Professional, Scientific, & Technical Services ($41,518). Median household income in Detroit, MI is $30,344. Males in Detroit, MI have an average income that is 1.38 times higher than the average income of females, which is $48,042. The income inequality in Detroit, MI (measured using the Gini index) is 0.473, which is lower than the national average. Households in Detroit, MI have a median annual income of $30,344, which is less than the median annual income of $60,336 across the entire United States. This is in comparison to a median income of $28,099 in 2016, which represents a 7.99% annual growth.
The economic situation in the Toledo metro area has gradually improved. The unemployment rate dropped 0.9 percentage points in the 12 months that ended with August 2018, and gains in manufacturing employment are helping to fill the gap left by the closure of the Jeep Cherokee plant. Home price growth has slowed but remains strong, and residential building permit issuance continues to increase. Households’ financial situations are holding steady, as measured by the credit card delinquency rate and consumer debt per capita. Though the metro area suffers from a declining population and little change to aggregate measures such as personal income per capita and GDP per capita, the economy appears to be firming up. After rising earlier in the year, the unemployment rate in the Toledo metro area stabilized at 4.9 percent in August 2018; this is almost a full percentage point (0.9 percentage points) lower than it was in August 2017. The size of the labor force declined in all but one month of 2018. This situation can cause the unemployment rate to rise if the number of unemployed people stays the same because the unemployment rate is the number of unemployed workers divided by the size of the labor force. It is encouraging that the metro area has continued to see year-over-year unemployment rate declines despite a declining number of workers in the labor force. In Ohio and the United States, the unemployment rate has been declining, but the downward trend seems to be slowing as the economy approaches full employment. Ohio’s unemployment rate was 4.6 percent in August 2018, and that of the United States was 3.9 percent. The Toledo metro area’s real GDP per capita has been largely flat since 2015, with only small fluctuations in both population and real GDP. At $57,060, the metro area’s GDP per capita is slightly higher than the state’s ($56,918), but, in percentage terms, the metro area’s output per person has not grown as much as the state’s average has since 2007. This shows that the metro area remains highly productive, but its productivity has not grown in recent years. Most likely, the metro area’s slow productivity growth is due to the fact that manufacturing continues to be a large share of the metro area’s output and, nationally, manufacturing productivity has been fairly stagnant since 2010. Since before the recession, the metro area’s GDP per capita has grown 7.1 percent, the state’s GDP per capita has grown 9.9 percent, and the nation’s GDP per capita has grown 4.7 percent.
In 2017, Cleveland, OH had a population of 386k people with a median age of 36.2 and a median household income of $28,974. Between 2016 and 2017 the population of Cleveland, OH declined from 385,810 to 385,552, a -0.0669% decrease and its median household income grew from $27,551 to $28,974, a 5.16% increase. The population of Cleveland, OH is 48.3% Black or African American Alone, 32.9% White Alone, and 12.4% Hispanic or Latino. N/A% of the people in Cleveland, OH speak a non-English language, and 96.9% are U.S. citizens. The largest universities in Cleveland, OH are Cleveland State University (4,053 degrees awarded in 2016), Cuyahoga Community College District (3,796 degrees), and Case Western Reserve University (3,402 degrees). The median property value in Cleveland, OH is $70,200, and the homeownership rate is 40.4%. Most people in Cleveland, OH commute by Drove Alone, and the average commute time is 22.5 minutes. The average car ownership in Cleveland, OH is 1 car per household. The economy of Cleveland, OH employs 159k people. The largest industries in Cleveland, OH are Health Care & Social Assistance (32,149 people), Manufacturing (20,186 people), and Retail Trade (16,609 people), and the highest paying industries are Management of Companies & Enterprises ($49,538), Professional, Scientific, & Technical Services ($48,543), and Public Administration ($46,311). Median household income in Cleveland, OH is $28,974. Males in Cleveland, OH have an average income that is 1.33 times higher than the average income of females, which is $46,904. The income inequality in Cleveland, OH (measured using the Gini index) is 0.457, which is lower than the national average. Households in Cleveland, OH have a median annual income of $28,974, which is less than the median annual income of $60,336 across the entire United States. This is in comparison to a median income of $27,551 in 2016, which represents a 5.16% annual growth.
In 2017, Cincinnati, OH had a population of 301k people with a median age of 32.7 and a median household income of $38,938. Between 2016 and 2017 the population of Cincinnati, OH grew from 298,802 to 301,305, a 0.838% increase and its median household income grew from $38,539 to $38,938, a 1.04% increase. The population of Cincinnati, OH is 47.5% White Alone, 42.3% Black or African American Alone, and 3.91% Hispanic or Latino. N/A% of the people in Cincinnati, OH speak a non-English language, and 95.6% are U.S. citizens. The largest universities in Cincinnati, OH are University of Cincinnati-Main Campus (10,382 degrees awarded in 2016), Xavier University (1,668 degrees), and Cincinnati State Technical and Community College (1,414 degrees). The median property value in Cincinnati, OH is $143,100, and the homeownership rate is 37%. Most people in Cincinnati, OH commute by Drove Alone, and the average commute time is 22 minutes. The average car ownership in Cincinnati, OH is 2 cars per household. The economy of Cincinnati, OH employs 153k people. The largest industries in Cincinnati, OH are Health Care & Social Assistance (24,557 people), Retail Trade (17,442 people), and Manufacturing (14,917 people), and the highest paying industries are Management of Companies & Enterprises ($85,058), Finance & Insurance ($64,680), and Finance & Insurance, & Real Estate & Rental & Leasing ($59,144). Median household income in Cincinnati, OH is $38,938. Males in Cincinnati, OH have an average income that is 1.33 times higher than the average income of females, which is $46,904. The income inequality in Cincinnati, OH (measured using the Gini index) is 0.457, which is lower than the national average. Households in Cincinnati, OH have a median annual income of $38,938, which is less than the median annual income of $60,336 across the entire United States. This is in comparison to a median income of $38,539 in 2016, which represents a 1.04% annual growth.
This service’s current clients or employers include:
Honeywell Aerospace innovates and integrates thousands of products and services to advance and easily deliver safe, efficient, productive and comfortable experiences worldwide. Honeywell Aerospace offers a wide range of products and services that solve complex, high-level problems across a range of market categories. Learn more about Honeywell’s offerings, news and events in air traffic management, operational efficiency, energy efficiency and transforming your aircraft. Customer Commitment – Partnering for Success: At Honeywell, we value customer feedback and use that information for continuous improvement of our service. With our global technical operations center, field service engineering staff, an interactive web experience, and increased worldwide parts availability, we’re listening and we’re here for you 24/7/365, worldwide. Energy Efficiency – Saving Fuel and Costs: By focusing on solutions that offer greater efficiency, Honeywell presents a full range of upgrade solutions to better manage your fuel investment and reduce costs. Whether through weight reduction or operational advancements, these technologies can add up to significant nose-to-tail efficiency savings. Operational Efficiency – Reducing Cost of Operations: Honeywell supplies a broad range of systems for data acquisition, aircraft condition monitoring, and data transfer. Our goal is to collect and convert data available on an aircraft to useful and timely information that can reduce operating costs and improve safety. Additive Manufacturing – 3D printing: Honeywell is driving additive manufacturing practices to lower overall costs and increase quality in aerospace. Air Traffic Management – Modernizing the Air Space: The skies are crowded, and the infrastructure is aging. The current air traffic management (ATM) system is insufficient and unable to support the growing demand. The only solution is to modernize the world’s airports and ATM infrastructure. Connectivity: Honeywell networks the skies, enabling the best airborne connectivity experience for commercial, government and military aircraft around the globe. Honeywell is a premier hardware and bandwidth provider with technology that enables flight safety, crew and passenger productivity, and passenger entertainment. We are changing the way people communicate on and with an aircraft, today and in the future. Safety: As a pioneer in aircraft safety systems, Honeywell Aerospace provides enhanced situational awareness by surrounding the pilot with the most advanced weather, traffic, terrain and position information available to decrease pilot workload and improve flight safety.
Robert Bosch Corporation
Supply Chain Excellence; In the spirit of our founder, we particularly demonstrate social and environmental responsibility. Cooperation: Preferred suppliers are the first to be involved in our strategies and development projects, enhancing their ability to plan ahead. For our industry as a whole, it is a constant challenge to find ways of delivering excellence at globally competitive prices. We must prepare for an accelerated pace of change and a volatile market environment. Globalization, ever scarcer resources, and the internet will radically change the way markets operate. We see this primarily as an opportunity. Our customers expect to be supplied with quality products exactly when they are needed. But this is not enough. If we are to retain our position as market leaders in our areas of business and compete successfully in an increasingly tough environment, then we also have to demonstrate technological competence and innovative ability. We all know that no company can meet these challenges on its own; we have to look at the whole supply chain. Open relationships with our suppliers, based on a spirit of partnership, are therefore the condition for our mutual success and an essential contribution towards supply chain excellence. Eco-friendly production and transportation: Due to climate change and the increasing scarcity of resources, products now have to meet ever-stricter environmental requirements. Firstly, legislation is being introduced to minimize air, water, and soil pollution. Secondly, growing environmental awareness and rising energy prices mean that ecological considerations are playing a greater role in customers’ purchasing decisions. With the “Design for Environment” concept, Bosch ensures that material specifications as well as energy and resource efficiency are considered when new products are being planned. This responsible approach is also expected from our development partners and suppliers. Furthermore we use professional warehousing concepts and appropriate bundling of transports to reduces reduce costs and to protect resources and environment.
Dakota Moon Enterprises
Dakota Moon Enterprises LLC (DME) is focused on bringing our experience and expertise to our customers. Our sole purpose is to manage your suppliers’ performance, thereby, allowing our customers to focus on corporate goals and profitability. As our business base has expanded, DME has established offices in strategic areas to better support customer needs. Our management team actively recruits and retains self-motivated, highly experienced experts. We are recognized throughout the industry as a leader of support staff. We continue to offer a qualified team of professionals to assist our customers in goal realization. Mission Statement: Dakota Moon Enterprises commits to supply the appropriate skilled resources for our Customer′s SOW by utilizing our superior quality consulting, in-house staff and consultants — in an expeditious manner and at a competitive price. Culture and Values: DME believes that we will be successful when we accomplish our customer and consultant goals. Our success is based on our consultants´ performance. We strive to make each Customers´ experience with DME profitable, and each Consultants´ experience rewarding. Diverse and Open Communication = Successful Interactions.
Cornerstone Consulting Organization
We will help you become extraordinary. Cornerstone Consulting Organization, LLC is a veteran-owned and managed consulting company specializing in a variety of business management services. Established in 2015, our consulting team brings organizations individualized, results-oriented solutions. Our focus is maximizing earnings before interest, taxes, depreciation, and amortization (EBITDA), cash flow, and profit. Serving many industries, we provide premier consulting services around the globe. Our consultants have a vast amount of experience leading companies, managing plants, and driving operational results. Their leadership and technical expertise enable our clients to see accelerated, cost-effective results. Our passion sets us apart and delivers outstanding results for our clients. Our Mission: We maximize cash flow and EBITDA from strategy throughout implementation across multiple industries around the globe. Veteran-Owned: Cornerstone is proud to be a veteran-owned and managed company. We’re a Center for Veterans Enterprise (CVE)-certified Service-Disabled Veteran-Owned Small Business (SDVOSB). Many of our consultants are veterans with exceptional leadership skills. Working with Cornerstone not only drives value to our clients but also supports the outstanding men and women who have supported the fight to maintain our freedom. Materials & Logistics Engineering: Factory Flow – Factory flow consulting can encompass many things but focuses on the flow of materials through a factory. The success of any manufacturing facility is measured by getting everything from the back door to the front door as efficiently as possible. It’s all about getting the right stuff in the right place at the right time. We can assess your processes to identify inefficiencies and areas for improvement. We’ll implement new strategies and automated processes to maximize your output; PFEP – Plan for every part (PFEP) is a material flow plan that includes data on every part number coming from suppliers and every finished good going to customers. Partnering with Cornerstone to implement this plan gives you the foundation for continuous improvement of material-handling systems; Interim Materials Support – To be successful, it’s vital to bring the right amount of material into the plant. Our team of specialists can fill the void in a number of materials areas including: Materials manager; Production scheduler; Procurement manager; Truck coordinator; Shipping supervisor. BOM Creation/Validation: Bill of materials (BOM) is a complete list of parts, items, assemblies, and other materials required to create a product as well as instructions required for gathering and using the required materials. The creation of BOM is comprehensive and time consuming; let our consultants help you develop this important list. Warehouse/Dock Optimization: Implementing optimal warehouse processes is essential for success. Warehouse and dock optimization can include everything from the sizes of boxes you use to the location of your forklift; all aspects of your warehouse affect the overall efficiency of your process. Our consultants focus on structuring your warehouse in a way that makes the most sense for all aspects of your process, ensuring all systems work together to maximize entropy.
Vision: We believe in creating innovative solutions for sustainable mobility and a safer, healthier environment. Mission: We will consistently deliver value-creating, sustainable light weighting solutions through team excellence and world-class customer service to the global transportation community. Shiloh Industries, Inc. (NASDAQ: SHLO) is a global innovative solutions provider focusing on light weighting technologies that provide environmental and safety benefits to the mobility market. The Company designs and manufactures products within body structure, chassis and propulsion systems. Shiloh’s multi-component, multi-material solutions are comprised of a variety of alloys in aluminium, magnesium and steel grades, along with its proprietary line of noise and vibration reducing ShilohCore® acoustic laminate products. The strategic BlankLight®, CastLight® and StampLight® brands combine to maximize light weighting solutions without compromising safety or performance. The Company has over 4,100 dedicated employees with operations, sales and technical centers throughout Asia, Europe and North America.
- Process improvement
- Logistics management
- Procurement excellence
- Procurement excellence
- Supply-chain process
- Insourcing optimization
- Outsourcing optimization
- Lean process
- Productivity improvement
- Distribution enhancement
- Performance improvement
- Productivity improvement
- Stakeholder management
- Supply-chain process
- Decentralized approach
- International engagement
- Strategic alliances
- Proactive distribution
- Lean management
- Project management
- Global process
- Business partnering
- Cost reduction
- Mergers acquisitions
- Quality management
- Production improvement
- Supply-chain globalization
- Process decentralization
- Competitive improvement
- Return on investment
Monthly cost: USD $1,500.00
Time limit: 5 hours per month
Contract period: 12 months
Bronze service includes:
01. Email support
02. Telephone support
03. Questions & answers
04. Professional advice
05. Communication management
The Bronze Client Service (BCS) for Supply-Chain provides clients with an entry level option and enables client contacts to become personally acquainted with Mr. Hendricks over a sustainable period of time. We suggest that clients allocate up to a maximum of 5 Key Employees for this service. Your Key Employees can then contact the consultant via email, whenever they feel that they need specific advice or support in relation to the consultant’s specialist subject. The consultant will also be proactive about opening and maintaining communications with your Key Employees. Your Key Employees can list and number any questions that they would like to ask and they will then receive specific answers to each and every query that they may have. Your Key Employees can then retain these communications on file for future reference. General support inquiries will usually receive replies within 48 hours, but please allow a period of up to 10 business days during busy periods. The Bronze Client Service (BCS) enables your Key Employees to get to know their designated Appleton Greene consultant and to benefit from the consultant’s specialist skills, knowledge and experience.
Monthly cost: USD $3,000.00
Time limit: 10 hours per month
Contract period: 12 months
Bronze service plus
01. Research analysis
02. Management analysis
03. Performance analysis
04. Business process analysis
05. Training analysis
The Silver Client Service (SCS) for Supply-Chain provides more time for research and development. If you require Mr. Hendricks to undertake research on your behalf, or on behalf of your Key Employees, then this would understandably require more time and the Silver Client Service (SCS) accommodates this. For example, you may want your consultant to undertake some research into your management, performance, business, or training processes, with a view towards providing an independent analysis and recommendations for improvement. If any research and development, or business analysis is required, then the Silver Client Service (SCS) is for you.
Monthly cost: USD $4,500.00
Time limit: 15 hours per month
Contract period: 12 months
Bronze/Silver service plus
01. Management interviews
02. Evaluation and assessment
03. Performance improvement
04. Business process improvement
05. Management training