The Professor's Notes

My friends Joe Tillman and Kate Vitasek have written a <A HREF=”http://www.dcvelocity.com/articles/20091201order_fulfillment_perfection/”> very timely article</A> discussing the “perfect order.” What they point out is that, while service providers may have “perfect order fulfillment” as their goal, you won’t get there if you don’t have as <B>your</B> measure of perfection the same measure as your customer.

They do use a very timely approach, expressing the perfect order in terms that would satsify Ralphie, from the Christmas movie classic “A Christmas Story.” The article is well worth your read.

For those not practicing the fine art of Ostrich-ing (hiding your head in the sand), you will note that the dollar is performing poorly against most (all?) international currencies at this time. Of course, the media is reporting this as yet another indicator that times are tough.

Alas, all is not as clear when assessing the economy. In fact, a “weak dollar” has some significant benefits–especially for the “average” American.  And, for those readers here for Supply Chain information, the impacts of the dollar are felt throughout. Read the rest of this entry »

 The alert reader has no doubt heard and read stories about the US Air Force’s selection of the next air refueling aircraft, or “Tanker.”  In what to many was a surprise move, the Air Force selected the Northrup Grumman/AEDS (Airbus) proposal rather than the Boeing proposal.  And, not surprisingly, Boeing has objected to losing what had been a “lock” for them for over 50 years.¹  What is surprising, however, are the arguments we are beginning to hear.

One would expect to read that Boeing lost the contract despite being the better aircraft.  That, somehow, the AF overlooked key performance characteristics of the aircraft.  That, perhaps, politics came in to play to select an inferior product.  But no. Read the rest of this entry »

I have to admit, I am a water junky. I drink most likely gallons of water a day. I have all but abandoned sodas, and only drink coffee in the morning. Otherwise, it’s all water. Of course, having such a water addiction means that I, like most junkies, want my “fix” all the time. And I want my “fix” to be the purest possible. For me, this means a reliance on filters at home, and bottles of water when I am not home.

I tell myself this is healthy. This is a good thing. That I am keeping my body healthy. And yet, I can’t help but wonder about the efficiencies of a system that makes clean and pure water available to drink, out of half-liter bottles.

There are a number of concerns here, almost all of which touch on environmental issues, but are also at their heart “supply chain” issues. For instance, if we are shipping cases of water, we are moving tons, literally tons, of water by truck. Read the rest of this entry »

I presented my paper on Podcasting in Supply Chain Education. The paper received the “Teaching Innovation Award” for best paper in teaching innovations.

From the paper:

“Podcasting” has taken the technological and hobbyist worlds by storm, allowing for the creation of highly specialized audio (and now video) productions for delivery over the internet. This sort of capability has found its way into the classroom and into courseware, allowing professors to deliver a wide range of content to their students. (King, et al., 2006) This paper discusses the background of podcasting, the technology that enabled it, and how podcasting can be used to enhance supply chain courses with a “blended” or hybrid learning experience.

In addition to the podcast recording of the presentation, I am including the pdf of the paper, as well as the PowerPoint slides from the presentation.

Let me know what you think of it, and as always, leave comments, or send me a voice mail at the number listed in the contact section!

Podcast: Play in new window | Download

I have posted this over at “Supply Chain Innovations Today” but wanted to cross-post here.

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DC Velocity has published a great article pointing out the way in which logistics (and by extension, supply chain management) comes through time and time again–and occasionally with a high profile effort. In this case, the author writes about the logistics efforts that were essential to the successful roll-out of the latest, and final, Harry Potter book.

I mention the author, Peter Bradley, focuses on the logistics necessary to deliver 12 million books in quantities large (and small) around the globe for a single, timed, opening. This of course goes beyond a simple planning and execution initiative. It required coordination, as Bradley mentions, between the publisher, and a network of transportation providers (carriers.) He writes:

Scholastic’s success was no act of magic. Rather, it was a carefully planned and executed distribution effort that required close collaboration among members of the company’s logistics team and a core group of carriers.

Planning for the rollout began in January, even before Scholastic had the finished manuscript. Internally at Scholastic, the project would require tight coordination among members of the logistics staff and their colleagues in sales, purchasing, customer service, and manufacturing. Yablin points to Ed Swart, director of operations, and Francine Colaneri, vice president of manufacturing and procurement, as key partners and team members.

The close collaboration also extended to Scholastic’s logistics partners: J.B. Hunt, Combined Express, Yellow Transportation, and ActivAir. J.B. Hunt, one of the nation’s largest truckload carriers, moved the majority of the books—all but about a million of the copies. Hunt operated in partnership with Combined Express, a Bensalem, Pa. based logistics and trucking company that specializes in publishing and retail shipping. Yellow Transportation, a major LTL carrier, handled domestic LTL shipments. ActivAir, an international forwarder that specializes in book and magazine distribution, managed international shipments to 32 destinations in 29 countries.

I would like to point out that contemporary to this initiative was the release of the much-touted iPhone. That release required a delivery between 4 and 6 pm local time, for a store opening of 6 in the evening. Another opportunity for logistics to shine.

Let’s not lose sight of the importance of collaboration across the supply chain for both of these products. In both cases, there was a line in the sand–a promised delivery date for large scale release. Satisfactorily meeting these dates required not only a close coordination of “in house” production but also coordination among all the suppliers that provide key elements to your product. In the case of the iPhone, there are many components that make up the phone, from numerous suppliers. According to their analysis (as reported in RFDesign)these suppliers include: South Korea’s Samsung (The processor core), German-based Infineon (providing the RF and broadband functions), and National Semiconductor (a single chip.) In addition, the most exciting part of the iPhone, the multi-touch screen, has many providers:

It is believed by iSuppli that the supplier for the touchscreen module in the model torn down by iSuppli was Balda, with its partner TPK Holding. It is believed by iSuppli that the iPhone LCD display itself is multi-sourced through Epson Imaging Devices, Sharp and Toshiba Matsushita Display Technology. The cost of the LCD used in the iPhone is estimated at $24.50, representing 9.8% of the 8 Gbyte version’s costs. source: RFDesign http://rfdesign.com/rfic/iphone-isuppli-components-0712/

Coordinating such a complex, and global, supply chain and ensuring pinpoint accuracy in delivery (both spatial and temporal) shows how a collaborative supply chain can truly deliver.

As many of you know, one of my research areas of interest is “Space Logistics” and “Interplanetary Supply Chain Management.” We presented three papers a conference in April, and one of them (lead-author by Mke M) looked at Submarines as an analogy to long duration space missions.

NASA has another on-going mission—NEEMO. This mission titled “NASA Extreme Environment Mission Operations” is “testing concepts for future space exploration at an underwater laboratory off the coast of Florida. “ It’s a very interesting concept. Of course, NASAWatch, the blog dedicated to holding NASA to task, is concerned that NASA is ignoring this mission that they themselves have funded.

NASAWatch does point to a link for the underwater webcams. They are interesting to watch, and the descriptions of the various camera views are even somewhat humorous.

If anyone is interested in Space Logistics, shoot me a note.

Amazon.com: Why ERP? A Primer on SAP Implementation: Books: F. Robert Jacobs,David Clay Whybark:
“Why ERP? Because I didn’t have a choice as to read it or not. I’d rather take a bath in gasoline and light myself on fire than read this thing again.” (Reviewer’s comment)

Last posting, I put a story up about SAP releasing V 5 of their SCM software. I commented there on the need for software to support supply chain collaboration, among other things. It was pointed out to me by a colleague that the book, “Why ERP” presents an implementation of an SAP ERP system that failed. I have yet to read the book, but it is now high on my reading list (and I encourage those of you interested in these things to do as well.)

Hey, I make it easy for you–I am linking this posting to the Amazon site for this book. But not to get you to buy it, because if that was my goal I would have figured out a way to get a kickback. I wanted to actually link to the comments reviewing the book, like the one quoted above. It appears that this book is fairly common required reading, and that students don’t like it. Don’t believe me? Go read the comments!

This was doubly interesting to me, since it combined the ERP discussion with a discussion on evaluations by students. Over at the blog “Confessions of a Community College Dean” the Dean is trying to figure out ways to evaluate his faculty. This is often stymied by the fact that students’ evaluations are, well, sometimes less than constructive. Note, I say sometimes.

In these reviews of the book you will find there to be constructive critiques. These critiques say things like:

“Do not read this book if you are an expert on SAP or very familiar with ERP systems. This is little more than a text book put in the form of one large example.” (Hmmm one CASE example can be quite rich in individual exmplars used for discussion and study. But still, good critique.)

CAUTION: This book (actually a novel) is good only for those who do not know anything about ERP. Finish this quickly and move on to more detailed stuff like MISSION CRITICAL by Thomas Davenport. (again, the usefulness is challenged, but at least the commentator provides an alternative.)

and, Perhaps the best review:

This actually is a good read. It kept my interest for a full 2 hours, which is what is took to read it. The case study is real and on the mark. It illustrates that even if SAP is being widely adopted in your industry (in this case furniture), it may not be the right solution for you. In this instance, SAP (or the SAP implementation approach) was wrong because the company, whose business model was “make to order”, tried to cut time and costs by directly implementing a configuration which worked well for a company that has a very limited (few part numbers with minimal change) product line.

The author also did a realistic job in presenting the politics of the situation. The company president wanted an easy integration under a tight deadline. The IT geek wasn’t interested in the business model and wanted a showcase quick installation. The marketing guy wasn’t interested in the details and wanted to showcase the installation. The book’s hero is a healthy skeptic, who is trying to understand ERP, its benefits, and how it fit his company’s business.

Based the book’s title, I thought I was picking up another SAP marketing book. But it is not that at all. It’s objective and deals with business issues. No ABAP, idocs, and organization elements here.

My recommendations for anyone writing a review or a critique, including critiquing a course or an instructor? They are quite simple really:

1. Provide positive feedback if at all possible. What did you like, and why? The why is important because it helps to know how to develop future information in a way that worked well previously. Criticism need not be negative, or even pointing out weaknesses. Sometimes people need to be told the good things.

2. Be critical, with a positive attitude. Say things like “While I appreciate XXX, it didn’t work well, because…” Again, the because, or the why, is critical to helping the professor or author provide a fix for things later.

3. Understand the purpose of what you are critiquing. If you are critiquing a course, and the course is on advanced astrophysics, don’t criticize the lack of creative writing assignments. Alternatively, if you are in an MBA program, regardless of the quantitative rigour of the individual course, you should have an expectation that students will be expected to communicate clearly–after all, you are there to be better managers.

So, remember: criticism should be given with the intent of improvement, and while it may have been cathartic for the reviewer to write: “I wouldn’t even make paper airplanes with this book – because they would suck too. When millions of books were burned in WWII, why did they miss this one?” they certainly provided nothing to the discussion.

The Prof

Postscript: (In fact, the paper airplane comment was followed by a recommendation to read “The Goal” by Goldratt. An excellent book, but with a completely different message/intent. This reviewer apparently missed point number three.)

I have argued, here and elsewhere, that the challenge that faces this great nation is far more complex than the armchair presidents would lead us to believe. The question “why wasn’t anything done sooner” inevitably comes back to the fundamental laws, and requirements, of the physics of movement and storage (Logistics, in other words.) You can only move as far as your ability to support the folks that are working, and can only move forward what the transportation networks can support.

Apparently, the Louisiana Director for Homeland Security went so far as to say the Feds SHOULD have been “force feeding” the people of LA within an hour of the hurricane subsiding. All this says, to me, is that the Colonel served in a capacity other than logistics–and never appreciated what it took to enable him to do his job.

It is challenging, and often means we cannot do as much as we want, as quickly as we would like. And then, human nature kicks in, and we begin to lay blame. Why? Because we cannot accept that some things are beyond man’s ability to control.

I put forward this little poem, The Logistician’s Lament, as a pithy description of the challenges that face logisticians. In this case, I suggest the Colonel in charge of Louisiana Homeland Security is one of the generals.

The Logistician

Logisticians are a sad and embittered race of men who are very much in demand in war, and who sink resentfully into obscurity in peace. They deal only in facts, but must work for men who merchant in theories. They emerge during war because war is very much a fact. They disappear in peace because peace is mostly theory. The people who merchant in theories, and who employ logisticians in war and ignore them in peace, are generals.

Generals are a happily blessed race who radiate confidence and power. They feed only on ambrosia and drink only nectar. In peace, they stride confidently and can invade a world simply by sweeping their hands grandly over a map, pointing their fingers decisively up terrain corridors, and blocking defiles and obstacles with the sides of their hands. In war, they must stride more slowly because each general has a logistician riding on his back and he knows that, at any moment, the logistician may lean forward and whisper: “No, you can’t do that.” Generals fear logisticians in war and in peace, generals try to forget logisticians.

Romping along beside generals are strategists and tacticians. Logisticians despise strategists and tacticians. Strategists and tacticians do not know about logisticians until they grow to become generals–which they usually do.

Sometimes a logistician becomes a general. If he does, he must associate with generals whom he hates; he has a retinue of strategists and tacticians whom he despises; and, on his back, is a logistician whom he fears. This is why logisticians who become generals always have ulcers and cannot eat their ambrosia.

Author Unknown

Unfamiliar Tasks For an Organization Used to Disaster – Yahoo! News

Yesterday, I wrote about the way technology has been used by individuals to create a virtual community of “The Diaspora.” Of course, many will recognize this as a decentralized, or distributed, network. There exists no central clearinghouse for information, except for those pockets of friends that have the ability to develop lists, and then farm them back out to friends and family.

The Washington Post’s story identifies another need–connecting those who are not connected, because they were unable to flee. For many reasons (all of which will be debated and discussed over the months to come) large numbers of people were unable to evacuate the city of New Orleans. They are effectively cut off from communications, even when located in what was called at the time, the refuge “of last resort.” The challenge? Who should be tasked to pull together these groups, collect the information about the survivors, and those that did not, and get the word out? Historically, that has been the role of the American Red Cross–a role fulfilled through the use of paper, pens, and pencils, and lots of sweat equity. Now they are tasked with finding highly technical means of doing this very thing.

The question that is being worked through is actually one tackled by many a business course. “How does one define oneself?” If the Red Cross views themselves as a provider of relief and comfort, but not technological services, then is their organization prepared to handle such a request? Should the Red Cross be in this business, or should they partner with another organization that perhaps would be better suited for these sorts of technical challenges?

And most importantly, should there be only one organization/firm/business to tackle and coordinate the technical challenges?

These are heady times for technology. This isn’t about the “internet bubble” of the late 1990s. It isn’t about technology stocks making people wealthy. We now see technology being used to ameliorate the wounds of our brothers and sisters. Technology with heart.

The Professor

An addendum:

I have rarely spoken here about my research, but now is perhaps a time for me to speak. I have supervised several research efforts looking at the way we provide support to humanitarian relief operations. While much of it has focused on general command and control type issues, perhaps the most interesting one was a paper that tried to develop a centralized checklist for the NGOs to use to coordinate logistics/supply chain support. Imagine, 30 or 40 different organizations, each trying to get their materials and their people into the ravaged areas, hindered by few/no roads, limited airport access (ramp space is precious–especially if you also have to host a “tent city”) and each optimizing their loads for their cargo, not for the overall cargo required to go in to a disaster area. Quite a challenge.

The problem? These organizations either cannot, or will not, work together. And none can or will take direction from the US Government. Wow–imagine trying to corral these cats…