Saturday, 30 April 2016

Chit Chat: 2016 eCommerce Trends

There are some fads that can be ignored in business, but genuine trends need to be focused on. These trends have an effect on how and what customers buy. There are lots of trends that have surfaced; here are some of the top ones that will have a major influence on online retailers.

  1. Ecommerce personalisation and retargeting with programmatic advertising. Programmatic advertising is an evolved form of retargeted advertising. It uses deeper datasets to find the right audience to show the ads, and to show them the ads at the right time.
  2. Automated marketing. Automatic marketing has moved on from email marketing to include customised landing pages, easy to use shopping carts, discount promotions and so on. Each line of communication is automated yet personalised.
  3. AI Algorithms. Algorithms have been useful for ecommerce but they still require analysis from humans.
  4. Improved delivery options are vital. Customers now want the option of same day deliveries, free shipping options and so on.
  5. Mobile Commerce. This is a trend that continues to grow from strength to strength. Customers need to have mobile access to stores, being able to see goods and access any information they want, as well as place orders, contact customer services and so on. Mobile ecommerce stores need to have the same access that is provided on the full website.

Friday, 29 April 2016

What three main features of distribution management should service include?

Here are the three main features that should be included in the distribution management service.

  1. Quality control. Making sure the goods collected from the suppliers are compliant with the specified quality standards.
  2. Consolidating orders and delivery. They should include the sorting, labelling and the packaging of the goods based on the requirements of the end customers. Then deliver the goods to the end customer.
  3. Information management to include EDI integration between the purchase order system of the customer, their financial and distribution systems along with the global supply chain management system.
Benefits include improving the quality standards of the supplier, reducing the costs of warehousing and handling while reducing the order cycle times.

Thursday, 28 April 2016

What four features of delivery and customs clearance should service include?

The four main features of the delivery and customs clearance service as provided to a drinks company that serves 50 brands across the globe as an example.

  1. Inventory management that includes providing the client with online reporting and direct data exchange.
  2. Order picking. The order picking should include focusing on the maximisation of the deliveries of the export shipments that are heading directly to the end customer.
  3. Quality control, to include shipments being checked on their arrival as well as relabelling, arranging and repacking as required by the customer.
  4. Providing security that is suitable for the high value commodity.
Other key results include providing storage that is both secure and cost effective and delivery to match the level of market demand.

Wednesday, 27 April 2016

What four areas of supply chain management does global logistics operator need to focus on for users of the service?

Global logistics operators offer supply chain management as one of their four key service areas. Some of the common users of the service include high street retailers, producers of wines and spirits, fashion goods and footwear, automotive manufacturers, electronics manufacturers and sports goods.

Supply Chain Management
Logistics operators work to ensure the goods arrive in good quality, allowing for t hem to be sold. They need to be manufactured and transported in a cost effective way and be delivered on time while maintaining their quality. There are 3 aspects that are covered by supply chain management:

  1. Vendor management. This involved processing the orders from the customers directly to their suppliers and overseeing the production process.
  2. Data. Dealing with information including the receipt of customer orders using EDI or RFID download. This information allows for 24-hour monitoring and complete reporting that includes status and the costs, all the way down to the item level.
  3. Communications. Allowing customers to be informed with advance notice of off schedule shipments using email links.
The benefits include reducing inventory levels, improving the visibility of the costs to time levels and improved on time delivery with strong management responsibility.

Tuesday, 26 April 2016

What six areas should global logistics operator concentrate on that are sought by customs?

Here are the 6 areas that are sought by customs that global logistics operations need to concentrate on.
  1. Operators need to concentrate on the issues that come with sourcing long-distance products, and their movements. Strategic solutions are required, which will match the business needs of the client with their expertise and the most up-to-date techniques.
  2. Making improvements in the quality of the service provided to the end customers. They need to make sure they do everything possible to ensure the products arrive in quality condition, on time, without any failures.
  3. The firms should provide capabilities that include different transport modes, including air, rail, road, sea and canals.
  4. Profits increased with the aid of marketing and ensuring the financial benefits to the user are incorporated in the global logistic system.
  5. Successfully managing the tradeoffs that exist in the supply chain.
  6. The logistics management serviced outsourced to the experts.

Monday, 25 April 2016

What are the benefits of outsourcing all or part of company operations? – Part 2

Today we’re continuing our look at the benefits of outsourcing all or part of company operations.
  • Outsourcing offers a cost effective way of quickly scaling the GTM resources and capabilities.
  • GTM performance visibility is typically improved when using outsourced partners.
  • The outsourced partners are able to relieve the in-house operations of extensive paperwork involved with customs, carriers, brokers, banks and ports, complying with laws and trade agreements and staying on top of regulations that are constantly changing.
  • Many companies have difficulties with the classification of products with dynamic portfolios or products with complex bills of materials. Customs compliance on a global scale also involved regional trade agreements, tariff preferential agreements and bilateral trade agreements. Companies benefit by passing on these complications to the experts rather than trying to deal with them in-house.
  • There are risks that come with supply chains, theft, smuggling, terrorism and counterfeiting are just four of those risks. Security related initiatives such as the CTAPT, CSI and Advance Manifest Rule are in place and knowledge of these is a must.
  • Global traders also face increased financial risks, which can included bottom line influences such as inventory costs and increased cash to cash cycles caused by the customs clearance delays. Firms must also comply with the Sarbanes-Oxley Act of 2002, which is a law focused on improving reliability and accuracy of corporate financial statements. Information needs to be complete and accessed at speed and have established process controls in place.
  • Although reducing costs is one of the reasons many businesses go global, but costs can increase such as training personnel and taking on additional staff to cope with the influx of work.
  • Outsourcing provides companies with a way of dealing with fragmented supply chains that can be very difficult to manage. 

Saturday, 23 April 2016

Chit Chat: 2016 Toy Trends

Toy trends are predicted each year by industry analysts. Here are some of the trends that are expected to take off in 2016.

Mini Toys
Mini playsets are popular with children and parents alike. The small size allows for easy transportation and they are affordable for all household budgets. Many families now spend a lot of time away from the home and children can use these toys to play wherever they are.

Water Fun
Children love to play with water, whether they are given bowls and pans to play with or super toys. This is an area of the market expected to grow bigger, aquatic theme toys along with water pets and blasters will be a popular gift.  Water toys encourage the development of the senses, logical thinking, social skills and concentration.

Do it yourself has expanded into children’s toys and design kits, construction toys, building toys and programmable toys will take off in a big way in the coming months. We also expect to see 3D printed toys become hugely popular.

Technology is taking over the lives of our children and our own adult lives too, it’s very hard to escape this trend but it’s not all bad news. Robotic toys, tablets and apps expand playtime and learning possibilities and prepare them for the technical world ahead.

Open Ended Play
Toys with no rules are encouraging children to use their own imagination and take their play in any direction they choose. These types of toys include vehicles, blocks, creative arty toys, PlayDoh and so on.

Learning Through Play
Children learn so much through play and it is an important part of natural development. Preschool children learn through play effectively. Educational toys that teach children continue to be big news in the toy industry.

Dinosaurs have been a popular toy for many years and this will not end in 2016 or anytime soon.

Soft toys remain popular, they are soft and cuddly. Soft toys can be used to soothe and comfort as well as in imaginary play. Soft toy colours expected to take off this year are the neutrals, muted and pastel shades.

Friday, 22 April 2016

What are the benefits of outsourcing all or part of company operations? – Part 1

Here is a summary of some of the benefits that come when outsourcing some or all of the company operations along with some of the challenges the come with global trade flows.
  • A lot of companies don’t think that global trade management, GTM, is a core internal competency
  • Scaling GTM resources and capabilities quickly and cost effectively is a challenge
  • By outsourcing, companies have improved visibility into their GTM performance compared with when their performances are managed in-house.
  • Adding resources and costs are avoided when outsourcing, allowing companies to scale their global trade activities.
  • Reducing customs duties paid.
  • Improved management of the broken networks.
  • Cycle times are faster.
  • Business decisions are made with greater intelligence.
Return on Monday when we’ll complete our look at the benefits and challenges for outsourcing company operations.

Thursday, 21 April 2016

What does ‘leading edge’ logistics envisage in terms of the supply chain of the future?

Here are a few points relating to what leading edge logistics envisage for future supply chains.

  • Aligning the organisation internally around opportunities in the supply chain, efforts and priorities to reduce the risks of making improvements that are ineffective in the supply chain.
  • Having the capability to detect and select a reduce number of upstream collaborations with suppliers and partners and downstream with the customers.
  • Being able to map the complete and true costs involved in fulfilling customer orders and manage the service costs to increase profitable development.
  • Creating new supply chain managers that have the skills and knowledge to achieve everything listed above.

Wednesday, 20 April 2016

What are the changing needs and requirements that apply to the most effective supply chain managers? – Part 2

Today we’re continuing our look at the changing needs for supply chain managers of the future.

  1. Instead of saying no, the managers need to learn more about the need for requesting services that aren’t served.
  2. Technology shouldn’t be relied on fully. Technology supports the supply chain but people still need to be involved especially in change related issues.
  3. Don’t say yes too often to avoid initiative overload.
  4. Initiatives need to have cross-functional involvement, sponsorship, ownership and goal sharing.
  5. Focus on solving problems and not fixing issues. Fixing things take time and can distract from creating structural solutions for preventative measures.
  6. Supply chain managers need to think and work like business general managers as the role is now cross functional.
  7. Listen to and use the voice of the customer and use it.
  8. Concentrate on growing the supply chain and how it contributes to the growth of the entire organisation.

Tuesday, 19 April 2016

What are the changing needs and requirements that apply to the most effective supply chain managers? – Part 1

Future supply chain managers will need to have the following key capabilities if they wish to be successful.

  1. Managers will need to be effective when interfacing with customers. In the past the supply chain employees were almost entirely operationally and internally focused. Supply chain managers lack customer insight as the sales monopolised the customer.
  2. A new qualifier for supply chain managers is functional knowledge, this used to be a differentiator but now it’s a base requirement.
  3. Interpersonal skills are essential as they are no longer solely internally focused. Now the managers need to engage with business people and align their peers.
  4. Essential skills include general management and strategic management as they need to be able to integrate and contribute to the corporate strategic goals.
  5. They must be able to clearly translate technical jargon to peers who then need to understand how it relates to their own day t o day activities.
  6. Internal and external relationships need to be developed and fostered.
  7. The business ethic should not include saying yes to everything. Trade-offs need to be used in operations so the answer isn’t always yes or no.

Monday, 18 April 2016

How to implement closer supply chain relationships?

Here are five methods that can be used to implement a closer supply chain.

  1. Reduce the number of suppliers that the organisation needs to deal with directly and use a reduced number of strategic suppliers by using supply base rationalisation.  The rationalisation requires the supply chain to be re-tiered, positioning other suppliers under the lead suppliers (tier 1 suppliers). The aim is to improve the quality of the communications and the frequency the communications take place between the members and to increase competitiveness.
  2. Supplier association in Japan is called keiretsu. In keirestsu there are some extra characteristics, ownership and control of the network, which are based on the exchanges of equity between the members. Some of the negatives of keiretsu structures are related to the inflexibility of the structure and the capital costs involved.
  3. Italian districts gain competitive advantage by clustering together multiple SMEs that are all positioned close together geographically into a network. A challenge seen in this system is the inability to provide a flexible response to global issues.
  4. The integration processes and synchronisation work to improve responsiveness of the supply chain. Working with a joint strategy and coordination the flow of transparent information is required to make this effective.
  5. There are barriers that get in the way of implementation, which include self-interest, focusing on the negatives, opportunism, price preoccupation and the inappropriate use of power.

Saturday, 16 April 2016

Chit Chat: 2016 Tech Trends

Here’s a list of ten tech trend predictions that will become strategic for most organisations during the months to come.

1.      Greater cooperative interactions between devices are expected between connection models. Expect to see the device mesh such as the sensors in the Internet of Things, mobile devices, and home electronic devices, and wearables, environmental and automotive devices.
2.      Creation of ambient user experience, preserving the continuity over different boundaries of time, space and device mesh.
3.      3D printing materials will drive 3D printer shipments. This will require the rethinking of the assembly line and the supply chain processes.
4.      Information of Everything addressing the huge influx of data that is now present in business. Strategies and technologies need to link all the information from the various sources of the data. New tools and analysis techniques will continue to be formed to bring order in the information chaos that has been created.
5.      Advanced machine learning allows organisations to address the challenges that come from the information of everything trendy. Companies need to assess how they’re able to apply the new technologies in order to become highly competitive and gain an advantage.
6.      Virtual personal assistants and autonomous agents are not just a flash in the pan, they will continue to evolve and become more useful in the next two decades.
7.      IT leaders need to focus on finding and responding to threats, requiring adaptive security architectures to be developed, monitored and managed. Blocking measures are also essential to prevent future attacks.
8.      The use of advanced system architecture that can run at super-fast speeds and still remain energy efficient will allow advanced machine learning to come into homes, devices, cars and human beings.
9.      Web-scale performance, agility and flexibility will be made possible with mesh app and service architecture.
10.    Internet of Things platforms designed to complement the mesh app and service architecture.

Friday, 15 April 2016

What are the different types of relationship in the supply chain?

Supply chain relationships vary from arm’s length at one end to vertical integration at the other.  Arm’s length is characterised by focusing on price and having a few points of contact between the organisations involved. 

Vertical integration is characterised by integrating processes and having contacts at all levels. Choosing the most appropriate relationship is achieved by recognising that not all suppliers are as strategic as their competitors. Using a purchased portfolio index and dividing suppliers up according to their strategy, bottleneck, leverage and non-critical characteristics are a method used to segment the supplier base.

A way of adding value to supply relationships is by building partnerships. Partnerships use the following 7 factors:
1.      Sharing information
2.      Trusting and being open
3.      Coordination and planning
4.      Sharing risks and having mutual benefits
5.      Recognising shared goals
6.      Mutual interdependence
7.      Having compatible corporate philosophies

There are three defined stages of the development of partnerships:
1.      Cooperation
2.      Coordination
3.      Collaboration

The characteristics of collaborative partnerships do increase the scope of the activities and the time horizon.

Thursday, 14 April 2016

What are the 5 barriers to achieving strategic partnerships in the supply chain? - Part 2

Today we’re continuing our look at the 5 barriers to achieving strategic partnerships in the supply chain.
  • While buyers value trust, commitment and reliability, they continue to be opportunistic and seek gains at their partner’s expense. Partnerships can be prevented because of the gap between the strategic requirements of the long term partnerships and opportunism and other tactical level manoeuvres.
  • Buyers focus on their own company’s self-interest, often because they are incentivised to do so.  Establishing and maintaining partnership based supply chains pose problems for the companies.
  • Price is viewed as the key attribute in supplier selection. Buyers can have problems putting a price on their technological capabilities, experience and know-how and their own style of production or innovation, resulting in inaccurate pricing.

Wednesday, 13 April 2016

What are the 5 barriers to achieving strategic partnerships in the supply chain? - Part 1

Studies have shown that strategic partnerships are resource intensive and demanding and in some situations, open market negotiations can prove to be the best option. Transitioning from multiple sourcing and short-term negotiations and purchase price allocated contracts to a cooperation, collaboration relationship that is built on trust does require a supply chain process to be built. This process has to be managed, designed, developed and optimised. Here are the barriers that need to be overcome in order for partnerships to become worthwhile and successful.
  • There is an inappropriate use of power over the supply chain partner. If one member is able to control another at a different level, it can prove to be detrimental to the supply network as a whole, resulting in conflicts.
  • There is a focus on the negative implications of entering into a partnership. Buyers ay view the cost saving aspects as being more important than improving revenue. The buyers often see the heightened dependency on fewer suppliers as being less favourable to them.
Return tomorrow when we’ll look at the final three barriers that exist when trying to achieve strategic partnerships in the supply chain.

Tuesday, 12 April 2016

How can upstream supply processes be integrated to improve material flow?

Having a supply chain that is highly integrated with upstream suppliers is one of the ways to improve responsiveness. Lead times in a supply chain are commonly measured in weeks and not days because of excessive inventories, packaging materials and intermediate products that are helping upstream of the point of manufacture. This increases the P-time of the whole supply chain and it increases costs. 

Supplier development is one of the ways that these issues can be resolved. Supplier development is the effort that a buying firm puts in with a supplier in order to increase capabilities and performance, meeting the buyers short or long-term supply needs.  Two trends used by firms looking to improve the management of the upstream supply are integrated processes and Synchronous production.

Integrated processes are when critical processes are aligned. The alignment of the processes has to consider working together on planning and strategy development. This collaboration stops the supply chain from being built around convenience and moves it so that each party benefits, working on joint goals and using key suppliers.

Synchronous production improves material flow by linking together the production schedules from upstream, with the demand from downstream. Seamless networks aim to reduce inventories and improve responsiveness. Transparency of information is a must if firms want synchronisation to be successful.

Monday, 11 April 2016

What are supplier association and the Japanese keiretsu?

Informal groups made up of companies who all supply one type of customer or provide support for a whole industry can form supplier networks.  Three of the commonly used networks are:

  • Supplier associations - Supplier associations can be traced back to the 1930s. Groups would be formed for their own benefits. One such group is linked to Toyota, who formed a group of 18 suppliers of basic commodities. Toyota didn’t perform actively in the group at the beginning, but this changed due to the Second World War. The government worked to force the assemblers and the subcontractors to collaborate in order to improve the efficiency of the supply chain. The full benefits of supplier associations weren’t recognised until the 1940s.
  • Japanese keiretsu - Keiretsu is one of the structures that have received interest from Western business. It is a business consortium that is built on coordination, joint ownership, control and cooperation.  The characteristic that keiretsu has is having ownership and control between the supply chain members that is based on equity exchanges. This is a supply chain model that is commonly found in the Japanese automotive and electronic sectors. The organisations are led by a lead firm and have developed into a pyramidal structure that is tiered to ensure the assembler works only with a select few of suppliers and it is these suppliers who then manage the next level down.
  • Italian districts - The Italian districts have benefited from using a set of highly developed suppliers along with support industries and infrastructure and services. It is the geographical concentration of the involved firms that work to create a supercharged process. They may be hundreds or thousands of small firms that only have a handful of employees, many family-own and led by craftsmen.

Saturday, 9 April 2016

Chit Chat: 2016 Mobile Technology Trends According to Industry Experts

Here are 8 of the capabilities that organisations need to master during 2016.
  1. HTML 5 will become essential for those looking to deliver multiple platform applications.
  2. Application development tools need to support a 3x3 future, which is the three platforms (Android, iOS and Windows) and three architectures (native, hybrid and mobile web).
  3. Delivering services and contextual information will require the need to know the location of the individual to within a few meters. Wireless beacons will be used more and smart lighting will become more prevalent in the future.
  4. Smartphones will become a hub for a wealth of wearables and personal tech along with sensors that are embedded into clothing and shoes. The apps found in smart jewellery and watches for example work with the smartphone to deliver the information.
  5. Demand on Wi-Fi networks will increase and so Wi-Fi standards will need to increase performance capabilities.
  6. EMM, enterprise mobile management will mature and be used to address mobile management needs across tables, PCs and smartphones.
  7. Homes will have hundreds of smart objects by 2020, everything from LED light bulbs to medical devices. Domestic smart items will become part of the Internet of Things and they will be able to communicate together at a hub, such as the smartphone.
  8. Comprehensive app testing is impossible due to the diversity of mobile devices. Mobile metrics and tools used to monitor the data will help to provide app behavior visibility, providing statistics that will ensure the app features can be successfully exploited.

Friday, 8 April 2016

What are the drivers for reducing the numbers of direct suppliers?

Reducing the number of direct suppliers can be beneficial when integrating a supply chain. When there is a substantial supply chain the act of aligning processes can be impractical. High intensity relationships with a limited supply base can be more practical and beneficial but what criteria are used to select the lead suppliers? Let’s take a look at two of the drivers for reducing the amount of suppliers.

Supplier management
The supplier management is when the management of the supply chain works to organise sourcing materials and components from suitable suppliers. Companies that are working to reduce their suppliers need to find a set of suppliers that have the right capabilities.

Lead suppliers
Lead supplier is a widely accepted concept. Many companies have consolidated their supplier base over the past decade. Firms using 2000 suppliers may now be using 200, but many of the original suppliers might still be contributing to the supply through lower down the tiers. The management responsibility for those suppliers is now in the hands of the suppliers that are in the first tier.

Thursday, 7 April 2016

What are partnerships, and what are their advantages and disadvantages?

Economic justification for partnerships
Different structures that move away from open market rules are created when entering a partnership with a company. The structures need to show benefits in order to gain competitive advantages. Successful partnerships involve bringing together transitions, making commitments and trusting each party. Economic and strategic advantages can be gained even though risks and transaction costs may increase.

Advantages of partnerships
Savings can be achieved by reducing the negotiations and coming up with separate contracts, reducing the monitoring of suppliers and increasing productivity. These savings along with shortened lead times and product cycles provide advantages created by the partnership. It is important to set the advantages against any problems that are experienced when introducing trust and commitment in a new partnership.

Disadvantages of partnership
There are some potential disadvantages that come with partnerships, such as:
  • Not being able to price up qualitative matters
  • Suppliers exhibiting opportunism
  • Risks of having sensitive information shared with competitors
  • Needing to collect information about potential partners

Wednesday, 6 April 2016

How to choose the right supplier relationship?

Strategic items Strategic items are the ones that the buyer has strength with but there are few suppliers available to supply them. Therefore, the purchaser has to attract suppliers using their strength and form a long term supply.

Bottleneck items The bottleneck items are when the buyer doesn’t hold a lot of power and there aren’t many alternatives available. Purchasing has to find a way of reducing the dependency on these items and find additional suppliers by expanding their diversification. They can find substitutes and come up with new designs to help avoid bottlenecks in their new products.

Non-critical items Non-critical items are achieved through multiple suppliers and perhaps using standardized parts as part of a strategy. Purchasing using a traditional competitive tendering. Non-critical items have characteristics such as unbranded, low investment in equipment and tools, aren’t developed jointly and they don’t have an effect on performance.

Leverage items  The leverage items are when there are lots of available suppliers and the buyer has lots of spending power. The buyer is able to use their buying power to bring down the process and receive preferential treatment. Buyers should work hard not to upset the suppliers to protect themselves if the market changes.

Tuesday, 5 April 2016

How can integration be put into practice in the supply chain?

Here are some ways to put integration into practice.
  1. JIT2’s purpose is to have the supplier and customer working together as the supplier-in-plant, achieving inter-company collaboration manually.
  2. There are three ways to undertake electronic collaboration: transactional, information sharing and collaborative planning.
  3. ECR (efficient consumer response) works to rationalize and integrate product range, replenishment, promotions and the introduction of new products over the supply chain.
  4. CPFR (collaborative planning, forecasting and replenishment) aims to make inventory management more cost effective and efficient and improve customer service and improve profits by using technology. It focuses on the synchronisation of the plans of the customer and supplier. The result is more accurate and timely replenishment of products.
  5. QR (quick response) logistics is used and a total supply chain view is adopted to follow the sales trends. QR works to be more responsive to the demands of the market so lead times are shortened.

Monday, 4 April 2016

How Can Broader Based Relationships be Formed Between Trading Partners in the Supply Chain Part 2

Factors in forming supply chain relationships

Nine factors have been proposed for the analysis for the relationship between the customers and suppliers.
  1. Setting out the order winners, this may include the product quality, process, product range and advanced technology.
  2. How the sourcing decisions are made, it could be by tenders, supplier accreditation, auctions and so on.
  3. Electronic collaboration and how it is performed, collaborated, info sharing or transactional.
  4. The attitude to capacity planning and who’s responsible for it. Is it the supplier or the buyer or do both share the strategic issue.
  5. Price negotiations, does the buyer impose the price reductions? Are they a result of continuous improvements or game playing from both the parties?
  6. Call off requirements. Is it down to the customer to make changes to the schedules without giving notice, J IT deliveries in set windows or synchronised deliveries?
  7. Product quality. Will the customer help to improve process capability with the supplier? Who set s the aggressive targets? Is the supplier or customer responsible for the warranty and quality of the incoming goods?
  8. Research and development management. Will the customer be the ones to impose new designs or is it down to the supplier to provide the instructions for the customer to follow? Will the supplier play a role in the development of new products? Is it the responsibility of the supplier to design new products and develop the complete product?
  9. Pressure levels. Does the customer have the power to put pressure on the supplier to avoid them becoming complacent?

Saturday, 2 April 2016

Chit Chat: 2016 Sport Industry Trends

Sports tourism is likely to have another successful year in 2016. It is an $8 billion dollar industry that enjoys unprecedented growth and plays an important role in tourism as a whole. These are the trends that are expected to have an impact on the sports industry over the coming months:
  1. Venue development will be impacted by the destination marketing companies and the sports commissions becoming more active in developing and managing the venues.
  2. Last year, lots of the sports commissions merged together to create convention bureaus. However, some of the small and midsized markets have taken the sports commissions out of their DMOs.
  3. Social media are an asset that can be used to give real time updates to the audience during the live events. These apps are more flexible and they can be easily updated, taking over the role of printed guides. Customers are using their phones to find information and to find the events that are taking place.
  4. There is a court case that could have an impact on how volunteers are used in sporting events. One volunteer believes she should have received payment for working for one of the largest sport events companies in the world.
  5. The industry needs to provide formal board training that is regularly administrated. This needs to begin with the orientation process and there must be annual reviews of the roles of the board members. The volunteers must be given set expectations, directions and goals.
  6. Host cities do not want to pay bid fees; they want a financial partnership with the right holders of the event. This is a shared risk reward model that is becoming more and more common.
  7. The industry has had to revisit housing as the hotel rebates are coming to a head. Challenges are being able to track the room rebates and blocks and protect the rate integrity.
  8. Events are becoming more about the experiences the fans have. They want to have memories created and have activities and see sights to treasure.
  9. Legacy leaves behinds for events are becoming more and more important and are growing in importance. It is important for events to leave a positive mark on the community.
  10. Build relationships with the sponsors of the events and work together so everyone is able to benefit from the experience. Engage with sponsors before requesting money and make sure they are fully aware of what you do.

Friday, 1 April 2016

How can broader based relationships be formed between trading partners in the supply chain? Part 1

Creating closer relationships between the supplier and customer has been limited in the past as the relationship was primarily kept between the buyer of the customer and the salesperson of the supplier. This traditional relationship is in contrast to the multiple contract model. This alternative model involves forming multiple contacts between the different functions, forming relationships that aren’t limited to a single channel.

The multi-level connections between all the supply chain players requires a high level of electronic collaboration and the suppliers need to collaborate in the high level strategy developments. There is often tension found between the togetherness experienced in the practice and the separateness. Together the suppliers need to share information, make joint decisions and have a common knowledge based. They also need to have congruent goals and aligned coordination mechanisms. Separately, they have separate decision making, they’re focused on the internal organization, the bonus schemes aren’t aligned and there are a lack of explicit relationship goals and labour turnover.

It is important to focus on sharing success in order to reduce the tension and to bring the partners together. Coordination will help to avoid separateness and benefit everyone in the supply network.