Inligting

Gefokusde logistiek


Gefokusde logistiek

AgtergrondWat is gefokusde logistiek?Evolusie of revolusie?Die maer voorsieningskettingGefokusde logistiek: die voordeleGefokusde logistiek: die nadeleDie voorsieningsketting op maat - 'Pas u, Meneer?'Buigsaamheid en responsiwiteitAfsluitingBibliografie

Agtergrond

Met die einde van die Koue Oorlog en die ontbinding van die Warskou -verdrag en die Sowjetunie, en vandaar die verdwyning van 'n monolitiese bedreiging vir Wes -Europa, is daar 'n toenemende begeerte om die besteding aan verdediging te verminder en skaars hulpbronne na ander openbare sektordienste oor te dra. Hierdie toenemende druk op die verdedigingsbegrotings, wat in die meeste lande in Europa en Noord -Amerika gevoel is, het gelei tot 'n soeke na maniere om 'n krimpende begroting verder te laat strek.
Op een of ander manier staar die Ministerie van Verdediging (MO) dieselfde uitdagings in die gesig as baie kommersiële ondernemings in die laat 1980's en vroeë 1990's met die resessie, in hul poging om die koste te verminder om winsgewendheid te behou. Terwyl die Strategic Defense Review (SDR) nuwe inisiatiewe genereer het, soos 'Smart Procurement' en die oprigting van 'n Defence Procurement Agency (DPA) en Defense Logistics Organization (DLO) ten einde (vir sommige in opdrag van die tesourie) koste in die verkryging en instandhouding van die Britse weermag te verminder. Dit kan egter as belangrik beskou word omdat die verdedigingsinflasie vir baie jare die normale ekonomiese inflasie oorskry het (The Economist, 1998), wat gelei het tot die stygende koste van nuwe wapensisteme.
Namate die logistiek belangriker geword het namate die 20ste eeu vorder, en veral sedert die einde van die Koue Oorlog, word die behoefte aan meer doeltreffende en doeltreffende logistiek van die grootste belang, aangesien dit as 'n 'mededingingsvoordeel' en ' in staat stel '. 'Focused Logistics' is die nuutste term vir gebruik, en hierdie artikel sal ondersoek hoe anders dit is as wat voorheen gebeur het en of dit van toepassing is op sommige van die operasionele uitdagings wat die weermag in die nabye toekoms in die gesig staar.

Wat is gefokusde logistiek?

Namate die 21ste eeu aanbreek, is die tempo van verandering in tegnologiese vooruitgang, in vergelyking met vroeër tye, verstommend. Met hierdie verandering staan ​​die mensdom moontlik voor 'n revolusie in inligtingstegnologie, wat gelyk is aan, indien nie groter as, die van die agrariese en industriële revolusies van vorige eeue. Met hierdie tegnologiese verandering, gekoppel aan die einde van die Koue Oorlog en die oënskynlike noodsaaklikheid om effektief ver van die tuisbasis af te kan ingryp, verander die houding teenoor oorlog, asook die benadering tot sake. Op baie maniere kom die twee bymekaar, terwyl die weermag probeer om 'n paar van die 'beste' praktyke van die sakewêreld en die handelswêreld aan te pak, aangesien albei te kampe het met aansienlike veranderings in politieke en ekonomiese strukture, die geopolitieke balans, tegnologiese vooruitgang en persepsies van die 'bedreiging'.
Die term 'gefokusde logistiek' het sy oorsprong by die Amerikaanse weermag en word gedefinieer as 'die samesmelting van inligting-, logistiek- en vervoertegnologieë om 'n vinnige reaksie op krisisse te bied, om bates op te spoor en te verskuif, selfs terwyl hulle onderweg is, en om op maat gemaakte logistieke pakkette en volhoubaarheid te lewer op strategiese, operasionele en taktiese vlak van operasies. " (Departement van Verdediging, 1999) Die belangrikste elemente hier is die omhelsing van opkomende tegnologie (veral inligtingstegnologie), vervoertegnieke, sakemetodes vir batebestuur en die konsep van 'maatwerk'. (Gansler, 1998)

Evolusie of revolusie?

Is 'gefokusde logistiek' 'n nuwe konsep of 'n evolusie uit huidige idees? Is dit 'n militêre weergawe van 'Lean Logistics'? 'Lean Logistics' het vyf beginsels: spesifiseer waarde, identifiseer die stroom en laat dit vloei, trek net betyds en streef na perfeksie. (Taylor, 1999) Boonop staan ​​die doel om inligting, logistiek en verspreidingstelsels te integreer ook bekend as 'supply chain logistics'. Dit sluit in "die funksies van aankope, vervoer, voorraadbeheer, materiaalhantering, vervaardiging, verspreiding en verwante stelsels ... Die belangrikste fokus is die fisiese vloei en berging van materiaal en die stelselvloei van verwante inligting." (Coyle, Bardi & Langley, 1992) Dit blyk dat 'gefokusde logistiek' op baie maniere baie ooreenstem met 'Lean Logistics', maar daar kan aangevoer word dat dit nie presies dieselfde is nie. Waar dit verskil, is die bedoeling om die beginsels van 'Lean Logistics' in die militêre omgewing aan te neem. Die weermag het 'n vereiste dat hul verskaffingsketting so buigsaam as moontlik is, gegewe die onsekere omgewing waarmee hulle nou te kampe het. In wese is hulle op soek na 'n slanker voorsieningsketting, wat op kort kennisgewing oral in die wêreld mag ondersteun.
Aangesien dit egter die belangrikste is om koste te verlaag, moet die behoefte om 'n doeltreffender voorsieningsketting te hê, in die lig gesien word. Uiteindelik, as hersienings in die voorsieningsketting duur gaan wees, is dit onwaarskynlik dat regerings, ondanks die militêre voordeel, die kans sal gee, want die doel is om die besteding aan verdediging te verminder. Is 'gefokusde logistiek' haalbaar, selfs al word die vooruitgang gegee? Is dit moontlik om 'n slanker, meer responsiewe voorsieningsketting te gebruik wat aangepas is vir die operasionele omgewing (wat dit ook al mag wees)?

Die maer voorsieningsketting

'Focused Logistics' wil die logistieke voetspoor verminder, dit wil sê die hoeveelheid toerusting en verbruiksartikels wat die departement moet stoor en die bevelvoerders moet onderneem. Dit kan gedoen word óf deur die tempo waarteen hulpbronne aangewend word beter te voorspel, wat die verdedigingsbedryf in staat sou stel om hul produksietempo binne die voorsieningsketting beter aan te pas by die gebruik van die 'kliënt'. Daarom moet die huidige filosofie van 'in geval' (waar toerusting en voorrade opgegaar word om soveel moontlik moontlikhede te dek) vervang word deur 'net' betyds '. (Kaminski) Dit kan egter wees dat kommersiële JIT te riskant is in 'n operasionele omgewing, en dat die OD na 'n kompromisposisie van 'net genoeg' sal beweeg, wat voorraad moet verminder en die voorsieningsketting doeltreffender moet maak.
Die tweede metode sou wees om 'n groter vlak van betroubaarheid in stelsels in te bou om die onderhoudslas te verminder. Deur die hoeveelheid onderhoud wat nodig is, te verminder, volg dit logies dat die hoeveelheid onderdele wat deur die voorsieningsketting beweeg moet word, verminder kan word. Op dieselfde manier word die aantal foutiewe onderdele wat terug in die ketting beweeg, ook verminder. Byvoorbeeld, tydens die Golfoorlog is daar aanvanklik bevind dat die hoofgevegtenk van Challenger 1 'n swak gemiddelde tydsduur voor mislukking het, ongeveer 723 kilometer, in plaas van die beplanningsyfer van 1 235 kilometer. (Moore, Bradford & Antill, 2000) Aangesien die Challenger dus aansienlik minder betroubaar was as wat verwag is, moes baie meer onderdele in die voorsieningsketting geskuif word, meer ure se werk moes ingesit word om die probleme op te los en meer foutief te wees dele moes terug in die voorsieningsketting beweeg.
Deur die hoeveelheid voorraad in die gevegsgebied te verminder, die deurset in die voorsieningsketting te verminder en 'n groter sigbaarheid in die voorsieningsketting te hê, sou dit moontlik wees om die logistieke infrastruktuur te verminder. Minder voorraad benodig minder mense om dit te onderhou en minder ruimte om dit te stoor, asook minder troepe om dit in die operasieteater te bewaak. Minder verbruiksgoedere beteken minder personeel en vervoerbates sal nodig wees om hierdie items te verskuif (wat weer beteken dat minder verbruiksgoedere nodig is om die bates aan die gang te hou), maar dit is belangrik dat die regte materiaal op die korrekte vervoer op die regte manier gelaai word tyd en plek. Die konsep om hulpbronne aan te pas, is baie belangrik en sal noodsaaklik wees om 'n slanker voorsieningsketting op te stel.

Gefokusde logistiek: die voordele

Die opstel van 'n 'Focused Logistics' -stelsel kan verskeie voordele inhou:
  • Die beskikbaarheid van wêreldwye real-time logistieke inligting vir almal wat dit nodig het (soos in die Amerikaanse afslagketting 'Wal-Mart'-model). Outomatiese identifikasietegnologie (strepieskodes, optiese geheue kaarte, radiofrekwensie -etikette, ens.) Sal wêreldwye bate -opsporing verbeter.
  • Elektroniese handelsstelsels sal aanlynbestelling en betaling moontlik maak.
  • Logistiek sal fokus op spoed, in plaas van massa, en vertrou op vinnige vervoerstelsels op land en see sowel as in die lug.
  • Geïntegreerde verspreidingstelsels (integrasie van die voorsieningsketting) behoort reaksietye, akkurate afleweringskedulering en aflewering vooraf te verbeter.
  • Die verbetering van burgerlik-militêre integrasie moet beteken dat die weermag voordeel trek uit die beste sakepraktyk. Kommersiële hysbak kan as deel van die mag op die slagveld gebruik word, soos in die Golfoorlog. Die kontraktering van burgerlike ondernemings om 'n wye verskeidenheid logistieke dienste te lewer, kan beskou word as 'n potensiële kragvermenigvuldiger, veral in vredes- of humanitêre situasies in lande met min infrastruktuur.
  • Die akkurate identifisering van toekomstige logistieke vereistes behoort industriële basisbeplanning moontlik te maak, sodat die OD beleggings in kritieke materiaal kan rig, wat in tye van oorlog te onduidelik is of te lank is.
  • Logistieke voorsieningsbeplanningshulpmiddels sal real-time bewustheid van die gereedheid van die eenheid en die wapenstelsel moontlik maak, sodat die logistikus 'proaktief' kan wees en 'n 'trek' voorsieningsketting kan gebruik. Die herontwerp van die eenheidsorganisasie behoort hom in staat te stel om 'n kleiner logistieke 'voetspoor' te hê en op te tree as 'n makelaar van inligting en integreerder van voorrade en dienste.
  • Personeel moet addisionele opleiding ontvang in die gebruik van IT en verkryging.
  • Dit sal die algehele verkrygingshervorming verbeter, soos die oorgang na die papierlose kontrakteringsprosedure, elektroniese handel, die groei van burgerlik-militêre integrasie en die gebruik van lewensiklusbestuur.
In die algemeen is 'Focused Logistics' ontwerp om reaksietye en koste te verminder, 'n meer wendbare infrastruktuur te produseer en kwaliteit en gereedheid te verbeter. Hierdie 'vinniger, beter en die beste waarde' -ondersteuning word verkry deur eers die sleutelelemente van die logistieke stelsel te identifiseer en daarna te konsentreer, en die reaksiesnelheid van groot' net in geval 'voorraad te vervang. Die eintlike vraag is of 'gefokusde logistiek' werklik in 'n operasionele omgewing kan werk, of dat dit slegs 'n modewoord is vir 'n onvanpaste sakefilosofie wat in 'n militêre konteks ingebou is? Die teorie van kostebesparing en doeltreffendheidsgebou word bedreig-die implementering van 'gefokusde logistiek' en dan die algehele logistieke vermoë (of in die klassieke Britse regering, 'verbetering van die tand-tot-stert-verhouding'). Die Falkland -veldtog herinner die departement dat die "behoefte om die logistiek reg te stel, die vermoë van 'n stigting bepaal om sy bedrywighede uit te voer". (Poffley, 1994) Die Golfoorlog kon 'n goeie geleentheid gewees het om baie van die konsepte wat nou onder die vaandel van 'Focused Logistics' gegroepeer is, te toets, maar die koalisie het verkies om 'n logistieke 'versekeringspolis' op te stel. Waarom is hierdie skynbare gebrek aan vertroue aan die dag gelê toe die knou gekom het?

Gefokusde logistiek: die nadele

Die moeilikheid vir die weermag is om te weet wat hulle wil en nodig het, asook om uit te vind wat 'net genoeg' is om die doelwitte te bereik. Die moontlike nadele van 'gefokusde logistiek' is hieraan verbonde:
  • 'N Moontlike oorvertroue op tegnologie, waar' 'n soldaat wat 'n ware inligtingsvegter is, so gefassineer kan word deur wat hy op sy skootrekenaar sien ... 'n kapmes wat agter hom ingekruip het. " (Grey, 1998)
  • Die enorme krag van opkomende tegnologie (wat vinnig voortgaan om te vorder) het sy eie mites geskep en 'n byziendheid opgelewer waarin tegnologie en outomatisering die wondermiddel vir alle situasies is. Soos die Amerikaanse adjunk -sekretaris van verdediging (logistiek) gesê het: "inligting en tegnologiese vooruitgang sal 'n rewolusie in oorlogvoering veroorsaak." (Kallock, 1999) Daar is baie min in die konsep 'gefokusde logistiek' wat sulke vooruitgang wel denkbeeldig gebruik.
  • Alhoewel baie faktore in die wêreld ná die Koue Oorlog 'n dryfveer vir nuwe idees veroorsaak het ('n lae bedreiging van persepsie en finansiële druk onder hulle), moet ons nie 'die fout maak om die ontvangs van konsep en volume debatgeluide gelyk te stel aan strategiese waarheid nie'. (Grey, 1998) Om 'n paradigmaverskuiwing bloot te baseer op toekomstige tegnologie (en dus die fundamentele struktuur van ons gewapende magte te verander) sonder 'n ware inagneming of beoordeling van die aard van toekomstige teenstanders, het sy eie gevare. Selfs as ons ons logistiek slimmer maak, het ons nie die omstandighede waarin dit getoets word, verander nie. Tegnologie hou baie voordele in, maar op baie gebiede in die wêreld is die man op die toneel met 'n geweer die uiteindelike determinant in oorlog. (Wylie, agter -admiraal J C in Grey, 1998)
  • Toekomstige oorlogvoering word toenemend beskou as oorheers deur koalisie of internasionale samewerking. "Ons beskou dit as 'n 'gegewe' dat die toekomstige gevegsruimte gesamentlik en multinasionaal sal wees." (Applegate, 1998) Ware integrasie tussen nasies sal baie moeilik wees, gegewe die verskil tussen begrotings en die grootte van die gewapende magte.
  • Daar is nie net 'n verskil tussen voorste magte nie, maar ook in strategiese opheffing. Die Verenigde Koninkryk het net meer as sestig Hercules -vervoer en 'n paar oppervlakteskepe. Die VSA het ongeveer 350 vervoervliegtuie in die Golfoorlog gebruik. (Chadwick, 1991; NAO, 1993; DoD, 1992) Dit is vaardigheidsverskille soos hierdie wat vrae laat ontstaan ​​oor volledige integrasie. Die opsporing van bates hang af van 'n ononderbroke stroom en die moontlikheid dat die funksie oral ooreenstem, kan gevaarlik wees. (Campbell, 1999)
  • Moderne leerstellings oor diep gevegte beklemtoon die noodsaaklikheid om op die agterste gebiede van die vyand te slaan, waar hy kwesbaar is en sy toevoerstelsel geleë is. As ons teen 'n redelike bekwame en tegnologies gesofistikeerde teenstander veg (gegewe dat ons 'n diep stryd voer), kan ons aanneem dat hy dieselfde sal probeer doen, dit wil sê ons vegkragte van ons toevoerlyn ontwrig. 'Focused Logistics' het die kwessie van sy eie kwesbaarheid vir vyandelike optrede nie aangespreek nie. Selfs 'n asimmetriese teenstander sal probeer om te verseker dat 'net betyds' net 'te laat' word.
  • Vervoer is 'n ander sentrale beginsel van 'gefokusde logistiek'. Baie van die huidige vervoermetodes gebruik gesofistikeerde tegnologie en is dus oop vir uitbuiting. Die balans tussen 'net betyds' en 'net in geval', soos aangedui deur Paul Kaminski, blyk baie afhanklik te wees van aflewering eerder as berging. Dit vereis "die vervanging van vinnig vervoer vir logistieke infrastruktuur" (Kaminski), wat fokus op die werklike vereistes van die kliënt wanneer hierdie vereistes opduik. Vervoerbates is kwesbaar, nie net vir 'n gesofistikeerde teenstander wat diep stry nie, maar ook vir 'n goed geplaasde opstandeling. Skepe, vliegtuie, vragmotors en treine, hoe mobiel ook al, is sagte teikens terwyl voorrade wat saam met die magte gedra word binne hul eie gevegsruimte beskerm word.
  • Daar is risiko's om te afhanklik te raak van uitkontraktering deurdat die weermag nie meer 'n 'intelligente klant' kan wees nie. (Evans, 1998)
  • Is een van die ware dryfvere agter 'gefokusde logistiek' die koste? Hoewel koste en waarde 'n wettige plek in alle berekeninge van die verdedigingsbeleid het, is dit gevaarlik om dit as militêre voordele aan te trek. "Koste was die huidige beperking. Voordat Hitler aan bewind gekom het, het die Britse leër baie min kans gehad om 'n (Europese) landgeveg te beveg. Teoretici het gepraat van die 'uitbreidende stroom' waarin gepantserde magte, met noue lugsteun, sou diep deurdringings deur versterkte fronte deurdring. Sulke duur idees was veels te Napoleonties vir 'n leër wat hoofsaaklik gemoeid was met die onluste in die kolonies. (Deighton, 1979)
  • As 'maatwerk' 'n besparingsoefening is, moet dit as sodanig erken word en daarby aangepas word. Om die lap te sny om 'n meer elegante pasvorm te verkry, is geldig, maar dit is nie rek nie totdat die nate gaan. Gebruikersvertroue in 'gefokusde logistiek' is noodsaaklik, en besnoeiing is 'n groot belemmering vir die aanvaarding van innovasie, veral as dit geklee is in iets wat dit nie is nie.

Die voorsieningsketting op maat - 'Pas u, Meneer?'

Wat ook al gebeur in die manier waarop die voorsieningsketting na 'n meer 'net betyds' benadering beweeg, moet die OD die logistieke vermoë pas by sy oorlogsgeveg. Dit is eintlik redelik uiteenlopend met konvensionele oorlogvoering teen die een uiterste en opleiding in vredestyd aan die ander kant, met baie ander tipes konflik tussenin. Die logistieke vereistes van hierdie twee scenario's is heeltemal anders, en vir die Britse weermag om 'n effektiewe hulpmiddel in die buitelandse en verdedigingsbeleid te wees, kan dit lyk asof die beste oplossing is om 'n stelsel te hê wat die ergste scenario kan hanteer - 'n konvensionele oorlog. Maar dit kan in vredestyd ekstra koste inhou, met 'n beduidende vermoë om onbenut te word.
Dit wil dus voorkom asof die konsep van 'gefokusde logistiek', wat ook die aanpassing van die voorsieningsketting aan die operasionele behoefte bepleit, die antwoord bied. In vredestyd sal die bates en hulpbronne wat die weermag benodig, redelik klein wees. Maar namate hulle langs die spektrum van konflik begin beweeg, kan meer bates en hulpbronne toegewys word om aan die toenemende vereiste te voldoen. Dit kan egter nie net implikasies hê vir die produksievermoë binne die voorsieningsketting nie, maar ook vir die verhoudings tussen kliënte en verskaffers.
Eerstens sal daar implikasies wees vir die verskaffing van materiaal aan formasies op die grond wat aan die einde van die verskaffingsketting is. As gevolg van die stygende koste vir die bestuur en instandhouding van toerusting, tesame met die hoë koste van sekere verbruiksgoedere (soos ammunisie, missiele en torpedo's), is daar 'n stap na 'n groter vertroue in simulasie om die behoeftes van vredestydse opleiding te dek. As dit gekombineer word met die konsepte van behoorlike voorraadbestuur, dit wil sê die minimale voorraadvoorraad en die vervaardiging van goedere soos nodig, is dit moontlik dat die produksie van sulke goedere in vredestyd klein of selfs nul sal wees, met die bedoeling om die produksie aan te skakel of selfs weer te begin indien nodig. Die probleem is egter dat dit onwaarskynlik is dat kommersiële organisasies die produksievermoë onbenut wil hê of kan laat terwyl hulle wag op die vereistes van die departement. Die kans is goed dat hulle hierdie hulpbronne wil gebruik om ander kliënte tevrede te stel, en dit is onwaarskynlik dat hulle hierdie hulpbronne na die OD sal herlei as dit ander kommersiële verhoudings nadelig beïnvloed. Om die versekering te verseker, moet die produksiekapasiteit wat slapend is, moontlik koop, en dit kan duur wees.
Tweedens kan finansiële druk die groter uitkontraktering van sekere dienste, soos die instandhouding van toerusting, in 'n groter mate beteken as wat nou gebeur. Dit kan ook meer algemeen word namate stelsels meer ingewikkeld raak en die OD moet staatmaak op die vervaardigers van die stelsel om hul produk in diens te hou. Alhoewel dit in 'n vredestyd rol is, is dit moontlik nie 'n probleem nie, maar die departement moet voorberei om, indien nodig, ander operasionele ontplooiings tot en met hoë intensiteit konvensionele oorlogvoering aan te gaan. Dit is nie die vraag hoe die OD in hierdie behoefte voorsien nie, hetsy deur burgerlike kontrakteurs of geborgde reserwes te hê. Wat belangrik is, is dat die operasionele bevelvoerder hul deelname gewaarborg kan word, veral waar dit 'n buitelandse maatskappy is, wie se regering nie die optrede van die Verenigde Koninkryk ondersteun nie. Dieselfde probleme kan natuurlik herhaal word met betrekking tot die pasmaak van die vervoerbehoeftes van die voorsieningsketting. Vervoerbates moet geoormerk word en kontrakte aangegaan word, om die nodige hulpbronne aan te skaf namate die behoeftes van die OD uitbrei en volgens die situasie saamtrek. Hierdie beginsel is nie nuut nie, maar SDR het 'n aantal gebreke in die stelsel geïdentifiseer, net soos die verslag van die nasionale ouditkantoor oor die kontraktering van seëlheffing vir Operasie Granby. (NAO, 1993) Hierdie gebreke sou 'n impak hê op een van die sentrale beginsels van 'Focussed Logistics' - die van vinnige reaksie.

Buigsaamheid en responsiwiteit

In die verlede was daar 'n aanname in die OO dat vervoer bates uit kommersiële bronne verkry kon word indien die behoefte voldoende groot was. In SDR het die MoD aangekondig dat hy voornemens is om nog vier roll-on/roll-off-skepe en vier groot strategiese hysbakvliegtuie (C-17 of ekwivalent) (MoD, 1998) aan te skaf, in erkenning dat terwyl sulke hulpbronne verkrygbaar is, voldoende tydsduur, is dit onwaarskynlik dat kommersiële hulpbronne beskikbaar is, aangesien die tydsberekeninge wat die OD soms moet hanteer, onwaarskynlik is. Dit is nog 'n moontlike achilleshiel met 'Focussed Logistics'.
Van die min definisies wat bestaan ​​uit 'gefokusde logistiek' definieer niemand 'n vinnige reaksie in terme van tyd nie. Die Britse weermag het gevegseenhede in verskillende gereedheidstoestande, soms net vier en twintig uur. As 'n maatstaf verwag dit egter dat dit binne dertig dae 'n ten volle operasionele brigade kan ontplooi. Enige logistieke ondersteuning vir hierdie formasie moet dus in dieselfde tydsbestek kan reageer. Dit is dan onwaarskynlik dat burgerlike produksiefasiliteite, ondersteuningsbates en vervoersbates in 'n normale situasie op so 'n kort kennisgewing beskikbaar sal wees, tensy dit onbeperk bly vir ander ondernemings en uitsluitlik bestem is vir die gebruik van goedere, wat na alle waarskynlikheid 'n premie sal kos prys. Dit kan dus in sekere situasies meer koste -effektief wees om op militêre bates staat te maak eerder as op burgerlike bates. As die operasie dan langdurig word, is daar dus geen rede waarom kommersiële bates op langer termyn gebruik kan word nie, en sodoende militêre bates vrygestel kan word om weer vir kort kennisgewings aangehou te word.

Afsluiting

Die Amerikaanse weermag beskou 'gefokusde logistiek' sodra dit ten volle geïmplementeer is, as 'n naatlose stelsel met 'n totale sigbaarheid van bates sodat logistiek gebaseer kan word op die verspreidingssnelheid eerder as op voorraad. Danksy 'n voldoende, maar klein logistieke voetafdruk en 'n 'agile supply chain', kan projeksie met 'n vinnige krag moontlik wees. (Christopher, 1999) Die gebruik van kommersiële beste praktyk, mededingende verkryging en vennootskap, tesame met 'n verminderde logistieke voetspoor en infrastruktuur in die teater, verminderde voorraad en verminderde aantal onderhoudspersoneel, vorm alles deel van die strategie. Dit sal die koste verlaag, die buigsaamheid verhoog en hulle op maat voorsien om op kort kennisgewing 'n vyand oral in die wêreld aan te pak. Dit lyk dus 'n antwoord op begrotingsgebede. Vir diegene wat nie wil betaal vir oorlogsbates wat in vredestyd nog steeds benut word nie, bepleit 'Focused Logistics' skraal aanbod en 'n buigsame verskaffingsketting wat die logistieke vereistes van geval tot geval moet aanpas. Dit sou nie net die finansiële dreinering van bates wat benut word, verwyder nie, maar 'n behoorlik gekonstrueerde en getoetste verskaffingsketting moet verseker dat die regte oorlogsbates op die regte tyd en in die regte hoeveelheid op die regte plek is.
Die MoD het nie gesê dat hulle 'gefokusde logistiek' as sodanig sal aanneem nie, en dat hulle 'n aantal veranderings sal moet aanbring voordat hulle so 'n stelsel kan ondersteun. Die Verenigde State het die voordele van die nodige befondsing, skaalvoordele en innoveringsgereedheid, wat beteken dat hulle elke kans het om dit uit die weg te ruim.
Terwyl sommige operasies (soos in die voormalige Joego -Slawië) bewys het dat 'gefokusde logistiek' werk, is dit onvanpas om die gevolgtrekking te maak dat dit dus in alle scenario's kan werk. By grootskaalse konvensionele bedrywighede kan die afhanklikheid van tegnologie en logistiek gebaseer op verspreidingssnelheid die betrokke magte kwesbaar laat vir die vraag of daar genoeg vervoerbates beskikbaar is om die missie uit te voer, onverwagte weersomstandighede, vermoëns wat nie ooreenstem met ander bondgenote nie, onderhoudsprobleme, vyand interdik en die 'mis' of 'wrywing' van oorlog. 'Tailoring' moet die beste bied, en nie net die goedkoopste nie, as die troepe op die grond vertroue in die stelsel sal hê. Die finale vorm van die voorsieningsketting, of dit nou 'net in geval' of 'net betyds' is, moet saamgestel en getoets word onder die begrip kaizen of die ewige strewe na perfeksie. Die stelsel moet voortdurend getoets word onder toestande so na as moontlik aan wat onder operasionele ontplooiing gevind sal word. As sodanig moet logistieke beplanning die groot verskeidenheid scenario's in die post-Koue Oorlog-wêreld in ag neem. In die kommersiële wêreld werk die verskaffingsketting wat vir motors werk nie vir rekenaars of vars voedsel nie, net soos konvensionele konflik met 'n hoë intensiteit baie verwyder is van baie ander operasies as die oorlog wat ons die afgelope paar jaar gesien het. Alhoewel die ontginning van tegnologie vir militêre voordeel nog altyd 'n belangrike deel was van die wedloop om oorloë te wen, moet dit nie afsonderlik gesoek word nie. Net so belangrik is die begrip van die beste gebruik daarvan, die risiko's, hoe dit die operasionele omgewing kan verander of nie, en hoe 'n vyand op die gebruik daarvan kan reageer.

Bibliografie


Skakels

Departement van Verdediging. Tuisblad van die Amerikaanse weermag, Army Vision 2010 en verwante dokumente

Ander leesstof

'Platform afguns' in Die ekonoom, 12 Desember 1998, p. 25.
JS Gansler, Amerikaanse sekretaris van verdediging (verkryging en tegnologie) in FY 98 DoD Strategiese Plan.
Taylor, David. 'Verbetering van die aanbodketting: die slanke benadering'. Logistieke fokus, Corby, Januarie 1999.
Coyle, J J. Bardi, E J. Langley, C J. Die bestuur van besigheidslogistiek. West Publishing Company, 1992, p. 9.
Kaminski, P G. 'Skraal logistiek: beter, vinniger, goedkoper'. Verdedigingskwessies. Deel 11, nommer 99.
Moore, David M. Bradford, Jeffrey P. Antill, Peter D. Leer uit vorige logistieke ervaring in verdediging: wat is verlede proloog?, Whitehall Paper No. 52, Royal United Services Institute, 2000, p. 57.
Poffley, Maj M W. 'The Logistic Lessons from the Falklands Campaign and their Relevance for future British Army Operations within Defense Role 3'. MA (Mil Studies) VerhandelingSeptember 1994, bl. 16.
Gray, Colin S. 'The Revolution in Military Affairs' in Die aard van toekomstige konflik: implikasies vir magontwikkeling. Sosiale vraestel SCSI 36, September 1998.
Kallock, R. 'N Blik op die toekoms: gesamentlike visie 2010. By die RUSI Focused Logistics Conference, 18 - 19 Januarie 1999, Londen.
Applegate, kol Dick. 'Towards the Future Army' in Die aard van toekomstige konflik: implikasies vir magontwikkeling. Sosiale vraestel SCSI 36, September 1998.
Departement van Verdediging. Finale verslag aan die kongres oor die uitvoering van die Persiese Golfoorlog, GPO, Washington DC, 1992.
Campbell, John. IS / IT en organisasies. Lesing aan MDA 13, RMCS, 22 Maart 1999.
Evans, brigadier P A D OBE. Kontrakteurs op die slagveld. Besprekingsvraestel D/ACDS (L)/520/1/1. 25 Oktober 1998.
Nasionale Ouditkantoor, Ministerie van Verdediging: Vervoer van personeel, toerusting en winkels na en van die Golf. HC693, HMSO, Londen, Junie 1993, pp. 5 - 10.
Ministerie van Verdediging. Strategiese verdedigingsoorsig, CM3999, The Stationary Office, Londen, Julie 1998, pp. 24 en 39.
Christopher, professor Martin. 'Die skep van die Agile Supply Chain'. Logistieke aanvulling, Haymarket Publications, Maart 1999.

Agility Logistics

Agility Public Warehousing Company K.S.C.P. is 'n wêreldwye logistieke onderneming wat in die handel is met sy hoofkwartier in Koeweit, en bied versendings-, vervoer-, pakhuis- en voorsieningskettingbestuursdienste aan besighede, regerings, internasionale instellings en hulpverleningsagentskappe wêreldwyd. Agility het meer as 22 000 werknemers en 500 kantore in 100 lande.

Agility -aandele verhandel sedert 1984 op die Koeweit -aandelebeurs (KSE: AGLTY) en die finansiële markte in Dubai (DFM: AGLTY) sedert 2006.


Historiese ontwikkeling

In die antieke geskiedenis verskyn die kombinasie van plaaslike voedselvoorraad en voer en selfversorging in hardeware en dienste dikwels as die logistieke basis vir operasies deur kragte van matige grootte. Sommige van hierdie operasies is vir baie skoolkinders bekend - die lang veldtog van Alexander die Grote van Masedonië tot by die Indus, die verhaal van Xenophon's Ten Thousand, Hannibal se veldtogte in Italië. Die groter leërs van antieke tye - soos die Persiese indringers van Griekeland in 480 v.C. - het blykbaar deur depots en tydskrifte langs die optog gelei. Die Romeinse legioen het al drie aanbiedingsmetodes saamgevoeg in 'n wonderlik buigsame stelsel. Die vermoë van die legioen om vinnig en ver te marsjeer, was te danke aan uitstekende paaie en 'n doeltreffend georganiseerde toevoertrein, wat mobiele herstelwinkels en 'n dienskorps van ingenieurs, kunsmakers, wapensmakers en ander tegnici insluit. Voorrade is van die plaaslike owerhede aangevra en in versterkte depots gestoor, en diere is soos benodig opgestel. As dit nodig was, kon die legioen tot 30 dae in sy trein en op die rug van sy soldate vervoer. In die Eerste Puniese Oorlog teen Kartago (264–241 v.C.) het 'n Romeinse leër gemiddeld vier kilometer per dag opgetrek.

Een van die doeltreffendste logistieke stelsels wat ooit bekend was, was die van die Mongoolse kavallerie -leërs van die 13de eeu. Die basis daarvan was soberheid, dissipline, noukeurige beplanning en organisasie. In normale bewegings het die Mongoolse leërs in verskillende korpse verdeel en wyd versprei oor die land, vergesel van treine bagasiewaens, pakdiere en troppe beeste. Roetes en kampplekke is gekies vir die toeganklikheid van goeie weiding en voedselgewasse, voedsel en voer is vooraf op die roetes gestoor. By die binnekoms van die vyandelike land het die weermag sy bagasie en kuddes laat vaar, verdeel in wyd geskeide kolomme, en het hulle uit verskillende rigtings met groot spoed op die onvoorbereide vyand saamgekom. In een so 'n benaderingsmars het 'n Mongoolse leër in drie dae 290 kilometer afgelê. Kommissariaat, remount en vervoerdienste is noukeurig georganiseer. Die stoere en deurwinterde Mongoolse kryger sou byna onbepaald kan voortbestaan ​​op gedroogde vleis en wrongel, aangevul met af en toe wild, terwyl hy in 'n benoudheid was, 'n bietjie bloed uit 'n aar in sy berg se nek kon dreineer. Elke man het 'n string ponies, bagasie is tot die minimum beperk en toerusting is gestandaardiseer en lig.

In die vroeë 17de eeu het koning Gustav II Adolf van Swede en prins Maurice van Nassau, die militêre held van Nederland, 'n mate van mobiliteit herstel wat sedert die dae van die Romeinse legioen nog nie gesien is nie. This period saw a marked increase in the size of armies Gustav and his adversaries mustered forces as large as 100,000, Louis XIV of France late in the century even more. Armies of this size had to keep on the move to avoid starving as long as they did so, in fertile country they could usually support themselves without bases, even with their customary huge noncombatant “tail.” Logistic organization improved, and Gustav also reduced his artillery train and the size of guns. In the Thirty Years’ War (1618–48) strategy tended to become an appendage of logistics as armies, wherever possible, moved and supplied themselves along rivers exploiting the economies of water transportation, and operated in rich food-producing regions.

After the Thirty Years’ War, European warfare became more sluggish and formalized, with limited objectives and an elaborate logistics that sacrificed both range and mobility. The new science of fortification made towns almost impregnable while enhancing their strategic value, making 18th-century warfare more an affair of sieges than of battles. Two logistic innovations were notable: the magazine, a strategically located prestocked depot, usually established to support an army conducting a siege and its smaller, mobile version, the rolling magazine, which carried a few days’ supply for an army on the march. Secure lines of communication became vital, and whole armies were deployed to protect them. The increasing size of armies and of artillery and baggage trains placed heavier burdens on transport. Also, a revulsion against the depredations and inhumanity of the 17th-century religious wars resulted in curbs on looting and burning and in regulated requisitioning or purchase of provisions from local authorities. Because of the high cost of mercenary soldiery, commanders tended to avoid battles, and campaigns tended to become sluggish maneuvers aimed at threatening or defending bases and lines of communication. “The masterpiece of a successful general,” Frederick the Great remarked, “is to starve his enemy.”

The era of the French Revolution and the Napoleonic domination of Europe (1789–1815) brought back both mobility and range of movement to European warfare, along with an immense further increase in the size of armies. Abandoning the siege warfare of the 18th century, Napoleonic strategy stressed swift offensives aimed at smashing the enemy’s main force in a few decisive battles. The logistic system inherited from the Old Regime proved surprisingly adaptable to the new scale and pace of operations. Organization was made more efficient, baggage trains were pared down and some of their load shifted to the soldier’s back, and much of the noncombatant tail was eliminated. The artillery train was increased, and the rolling magazine was used as the occasion demanded. The heavily burdened citizen-soldier marched faster and farther than his mercenary predecessor. In densely populated and fertile regions, moving armies continued to subsist, by purchase and requisition, on the countryside through which they marched, spreading out over parallel roads, each corps foraging to one side only. Even so, the numbers involved dictated greater dependence on magazines.

Napoleon made relatively few logistic innovations. He militarized some services formerly performed by contractors and civilian personnel, but the supply service (intendance) remained civilian though under military control. A significant change was the establishment in 1807 of a fully militarized train service to operate over part of the line of communication this was divided into sections that were each serviced by a complement of shuttling wagons—foreshadowing the staged resupply system of the 20th century. The 600-mile advance of Napoleon’s Grande Armée of 600,000 men into Russia in 1812 involved logistic preparations on an unprecedented scale. Despite extensive sabotage by the Russian peasantry, the system brought the army victorious to Moscow.


Logistics

Logistiek follows the same pattern of other plural nouns—such as ballistics, linguistics, statistics, of physics—that represent fields of study and take either a singular or plural verb.

Logic, used strictly in the singular, is a science that deals with the formal principles of reason. If a visitor walks in the house with wet hair, it is logical for one to assume that it is raining outside. Logistiek, which involves such concerns as the delivery of personnel or supplies in an efficient manner, can often employ logic, such as by reasoning out the path least likely to interrupt the flow of a delivery:

As with many other areas of the economy, the digital revolution is having a profound effect on delivery logistics. The combination of mobile computing, analytics, and cloud services, all of which are fueled by the Internet of Things (IoT), is changing how delivery and fulfillment companies are conducting their operations.
—Andrew Meola, Business Insider, 14 Oct. 2016

Beide logic en logistics ultimately derive from the Greek logo's, meaning "reason." But while logic derives directly from Greek, logistics took a longer route, first passing into French as logistique, meaning "art of calculating," and then into English from there.


Geskiedenis

NYK acquires stock which Osaka Shosen Kaisha (O.S.K. Line) owned, creating subsidiary company called Yusen Air Service Co., Ltd.

Changes English name to Yusen Air & Sea Service Co., Ltd.

Acquisition of domestic air freight forwarder license in Japan

Acquisition of international air freight forwarder license

Setting up Logistics Department in Harbor Division of NYK Head Quarter Establishment of "Japan Intermodal Transport (later, JIT Co., Ltd.) in Japan, mainly handling ocean freight forwarding.

First half of 1980

Establishment of subsidiaries in Asia countries, following precedent once in Thailand

Second half of 1980

Expansion of network in Europe and Americas through buyouts or establishment of subsidiaries

Transfer of the sales section of the travel department to Yusen Travel Co., Ltd.

Registers over-the-counter stock with the Japan Securities Dealers Association

Listing on the First Section of the Tokyo Stock Exchange

2000 and after

Building up global network and organization by expanding its business to Eastern Europe and BRICs

Integration of brand name to NYK Logistics internationally

Merger of "NYK Logistics (Japan) Co.,Ltd" with "JIT Co., Ltd." In Japan

2010 February

Basic letter of agreement concerning integration of businesses of Yusen Air & Sea Service and NYK Logistics Japan

2010 May

Transfer of business agreement between Yusen Air & Sea Service and NYK Logistics Japan

Yusen Logistics Co., Ltd.

2010 October

Inauguration of Yusen Logistics Co., Ltd.

2018 January

Becomes a wholly-owned subsidiary of Nippon Yusen Kabushiki Kaisha and the Company Shares is delisted from the First Section of the Tokyo Stock Exchange Inc.


Geskiedenis

Founded with vision. After a successful beginning of a career in the same industry, Minh Phuong Dang, chairwoman and chief executive officer, made her entrepreneurial debut and founded MP Logistics on July 4, 1995. With the vision of trusted, quality and solution focused forwarding and logistics, growth spurred throughout the early beginnings through determination, quality service and a dedicated staff of just eighteen employees. Many of the company’s first customers in 1995 are still customers of MP Logistics today.

Starting any business is a challenge. MP Logistics faced many obstacles of its own as the company drove for growth year after year. Recognizing a growing customer base in the north, 1999 was the first year for market expansion of the company’s operations. In January 1999, the Ha Noi representative office of MP Logistics was established to provide a local presence for facilitating northern operations.

Market expansion continued nearly one year later in the central coastal city of Da Nang, an industrial center of the Central Region. Recognizing the market as a growth spot for the future, MP Logistics established its Da Nang representative office in January of 2000. As an important sea, air and rail hub, Da Nang is well on its way to becoming a leading center for industry, tourism and trade.

Having the ability to extend service quality further into the logistical chain is a benefit shared by both the provider and customers. MP Logistics was able to do just that when it joined hands with Baek-Shim-Ra Corporation in 2002 to establish the Nice Vina Container Transportation J/V Co., Ltd.

In late 2004, construction plans were unveiled for a new 5-story corporate office building that boasted a modern design and State-of-the-Art IT infrastructure. Construction would take place on the existing site of the current headquarters. Operations were relocated around the block where the employees of MP Logistics setup for the duration of the demolition and construction period.

A milestone. MP Logistics celebrated its 10-year history in 2005. A 10-year anniversary celebration for employees, customers and family was held in July at New World Hotel in Ho Chi Minh City. It was a night full of thanks, recollection and vision for the next decade.

In August 2005, MP Logistics transitioned from its temporary office location around the block and moved operations into the new corporate headquarters building. The building provides four floors of comfortable office space, two meeting rooms large, spacious reception area and on-site dining facilities. As northern operations continued to develop, MP Logistics established its third representative office in Hai Phong, Vietnam, the countries third largest city. Situated on the northeastern coast, Hai Phong is 102km from Ha Noi and possesses Vietnam’s largest northern seaport.

Ms. Dang was awarded Vietnam’s Young Entrepreneur of the Year by Vietnam Prime Minister. The Saigon Airport Corporation was also aquired by MP Logistics.

Added Binh Duong truck fleet and maintenance facility.

Added Tan Van truck fleet and maintenance facility.

Opened low-temperature warehouse system facility in Hung Yen following requests from customer requirements.

Minh Phuong Dang, chairwoman and chief executive officer, was featured in an exclusive interview on CNBC in a segment on Managing Asia that highlighted the success and growth of MP Logistics in Vietnam. The summary and video footage of the interview from the show can be accessed in the link below:

MP Logistics established a joint venture with Samsung SDS, the information technology and logistics services company of Samsung Group to optimize Samsung’s logistics operation in Vietnam. It was also during this year that MP Logistics established a joint venture as CPMP Logistics to support supply chain operation for C.P. Group Vietnam.

Recognizing a growing request from our corporate customers to offer more value-added services, MP Logistics established a Mutual Franchise Agreement (MFA) with Enterprise Rent-A-Car brand, the world’s largest car rental provider. Enterprise shares many qualities with MP Logistics, including private ownership and a focus on service, which makes it the right choice of franchise partner.

MP Logistics estimates that international customers who live and work in Ho Chi Minh City will typically rent a vehicle from one to five years. The vehicles will be driven by local drivers, which may be necessary for business customers who do not have experience driving on Vietnamese roads. Other services include short-term, chauffeur-driven options, self-drive rentals and leisure hire at popular tourist destinations, such as Da Nang.

For more information, please visit https://enterprise.vn/

Minh Phuong Dang, chairwoman and chief executive officer, was recognized as Forbes Magazine Top 25 Emergent Asia’s Latest Star Businesswomen. https://www.forbes.com/profile/dang-minh-phuong/#378f09b97ac9

On July 4, 2020, MP Logistics once again reached a significant milestone in posting 25 years of operation in Vietnam.

“Our company was founded on the notion that we provide the best-in class quality service through long-lasting relationships with our customers so they can trust us to deliver their goods on time to serve both their external and internal customers within their supply chain. After 25 years in business, that principle remains a part of our focus.” – Minh-Phuong Dang, Founder and CEO

33A Truong Son
Tan Binh Dist, Ho Chi Minh City
Phone : (84.28) 3811 - 9033
Fax : (84.28) 3811 - 9036


Richard Wilding

Richard Wilding is the Professor of Supply Chain Strategy at Cranfield School of Management. As Chair (Full Professor) in Supply Chain Strategy at the Centre for Logistics and Supply Chain Management, Cranfield School of Management UK, Richard works with European and International companies on Logistics and Supply Chain projects in all sectors including pharmaceutical, retail, automotive, high technology, food, drink and professional services to name a few. He is a highly acclaimed presenter and regularly speaks at Industrial Conferences and has undertaken lecture tours of Europe and Asia at the invitation of local Universities & Confederations of Industry. He has published widely in the area of Supply Chain Management and is Editorial Advisor to a number of top journals in this area.

When it comes to creating an effective logistics management strategy…

The answer to your question is contained in my 60 seconds on Supply Chain Strategy video on YouTube.

Some notes from the 60 second video:
Logistics and supply chain strategy can be summarized as the operational execution of the business mission.
So firstly understand the business mission, reflect on the Corporate strategy of the organization and plan accordingly. Secondly, recognize an “average” supply chain means 50% of customers are sick of your service and 50% you are spending to much money on! A focused competitive strategy is required so liaise and discuss with the marketing and sales functions of your business. So you need to segment your customers and products so that you can develop individual supply chains to create maximum value at the lowest possible cost for each of these groups. Thirdly, now for a supply chain strategy to really work, four areas need to be designed.
Your supply chain processes, the supply chain infrastructure including where you locate facilities and also what equipment is used, your supply chain information systems, and finally the supply chain organization. This is how you organize your people.
So in summary, start with the corporate strategy, identify how you compete in various markets and understand the competitive strategy, develop the supply chain strategy to serve these markets by tailoring your Supply Chain Processes, infrastructure, information systems and organization and people.


Logistics History Before 1850

When you consider the limited forms of transportation, communication and weaponry that armies had access to before 1850, the scale of historical warfare is impressive. Ancient armies seemed to have been supplied by a combination of local supplies and depots located along their march routes.

The 13th century Mongol cavalry was especially well-known for its organized and efficient logistics system. The army was divided into corps and each one traveled with cattle, pack animals and baggage carts. Food was stored along the way, but campsites were also chosen based on accessibility to grazing and forage. Everything was carefully organized, and baggage and equipment were kept light to make transport easier.

A notable development during this period was the growth in the size of armies that were mobilized. The time of Napoleon brought about the development of magazines, or storage depots containing supplies, and rolling magazines, which were mobile versions that carried supplies for a few days.

Overtime, supplies shifted from animals to the soldiers. The growth of civilization and more densely populated areas made resupply easier.


Atlantic Logistics Company History

Atlantic Logistics was founded in 2001 by Evie and Bob Hooper and remains a family-owned, family-run business today.

Since then, we've delivered over 200,000 shipments through more 16,000 qualified carriers. In 2020, we moved over 24,000 shipments with a value of $24 Million.

Bob and Evie Hooper founded Atlantic Logistics in Jacksonville, Fla. At the time, Bob was an executive with Core Carriers. They thought it was time to create their own enterprise rather than continue creating business for others. They moved their first load of freight on March 1. By the end of its first year in business, the company moved more than 2,100 loads, generated $1.6M in sales revenue and hired 2.5 full-time equivalent employees (FTEs).

Rob Hooper joined the company to assist in running its daily operations. By the end of the third year, the company moved nearly 3,700 loads, generated $2.6M in sales revenue and employed 4 FTEs.

Atlantics Logistics moved into its first double suite in response to its need for space for more personnel. Lynn Talmadge was hired as director of government freight to develop freight hauling for the government and Department of Defense.

The company hired its first off-site agent in Birmingham, Ala.

Founder Bob Hooper fell ill and Rob Hooper took over as CEO of the company. Johnnie Greene was hired at VP of Sales and Operations. By the end of that year, the company moved 7,200 loads, generated $8.6M in sales revenue and employed 11 FTEs.

Atlantic Logistics was recognized by the Business Journal of Jacksonville as one of North Florida’s 50 Fastest Growing Private Companies.

The company began deploying McLeod Powerbroker Software as its TMS. This was a significant step in enabling Atlantic Logistics to expand to the next level by adding more security and automation. Even though the economy was in recession, Atlantic Logistics moved 6,800 loads that year, generating $7.6M in sales revenue and continuing to employ 11 FTEs.

Atlantic Logistics was recognized as “One of the Fastest Growing UF Gator-owned or Run Companies” by the University of Florida. The company also received an award from the Business Journal of Jacksonville as one of the area’s Best Places to Work. By year-end, the company moved 14,500 loads, generated $15.4M in sales revenues and employed 18 FTEs.

The company undertook an extensive rebranding campaign, adopting the new slogan “Ready. Stel. Delivered” as its mantra for employees, carrier partners and customers. It hired Ben Walters, a decorated, retired officer in the U.S. Army to further develop its business with government agencies.

​The Keystone Heights operation expanded facilities and increased staff. Also because of her hard work and dedication, Amanda Thacker took the helm as Branch Manager.

2018 was the best to date, with Top line revenue growing by 12.5%.


Jacksonville strengthened the staff with the additions of Director of Operations Rex Oliver, Director of Automation & I.T. Services Alex Rodriguez, Pricing Analyst Brad Watson, and Director of Van Services Brandon Poling. Logistics Assistants and positions in the Billing department were added as well. Relationships were strengthened with Partners McLeod and McLeod IQ. The Addition of the Load Pay Software was instituted in order to better serve our Carriers.

Despite all the professional gains, we suffered our greatest loss with the passing of our Founder Robert Hooper, Sr.​. We will honor his memory. Altyd.

Atlantic Logistics was recognized as one of the area’s ​Top Women Owned Businesses​ and ​Top Logistics Companies​ by the Jacksonville Business Journal. Also, as well as adding a Marketing Manager and a Logistics Assistant for Van Services, the company hired retired decorated Naval Officer Vanessa Campbell ​as Logistics Assistant supporting Drayage and Construction Materials. ​By the year’s end the company generated nearly $19 Million in revenue, relocated the headquarters into a larger office space, and expanded their online presence.

The company launches a new website and introduces new branding and marketing materials.

Focused on providing unparalleled expertise in key logistics services that is guaranteed to take your business to soaring heights.


Roman Logistics

I am curious to know a little bit more about the use and types of logistic strategies used by the Romans. I know the simple stuff the use of their roads to carry wagons of supplies, the need for men to guard supplies lines in certain areas, the occasional stop made at fortifications along said supply line- but I'm curious to know if there are any other details about how exactly these supply lines were run. Who ran them- the governor of the province, the general running the field? How many tons of food, water, and materials might be moved at one time? Who sent in. orders. for what exactly was needed- the quartermasters? How many men might be needed to protect the supply lines?

Thank you in advance for any help offered, and I hope everyone is staying healthy and well!

Kirialax

Chlodio

Draft animals are expensive to feed when they're not doing anything to earn their keep. Between wars the Roman Army generally did not keep large numbers of draft animals on hand. When a war began the Roman Army would seize whatever transport was available from the local economy. They preferred pack mules, but if they were not available in sufficient quantities they would use ox carts or other local resources, for instance, camels in North Africa or the Near East. Pack mules can carry similar loads to ox carts and are faster, can march off road, and can climb steeper hills. Some Roman roads had six or seven percent grades which is very steep for a wheeled vehicle. Modern highways post warning signs at five percent grades. A long five percent upgrade will reduce a heavy truck to almost walking speed. Trucks on a long five percent down grade must use low gear to save wear on their brakes. Anyway, Roman roads through mountains could be steep, and mules could better handle the climbs and descents.

Oxen have a max speed of two and half miles per hour on a good road, slower on a bad road or off road. They also max out at about fifteen miles per day under optimal conditions. Ten miles per day was more typical for ox carts. Infantry can sustain up to twenty miles per day for several days before exhaustion sets in, so you can see that an army supplied by ox carts can't move at top speed or they will outrun their supplies. Pack mules can carry heavy loads for twenty miles per day and can keep up with marching infantry. Mules are better pack animals than horses. Mules have a tougher hide that won't chaff under a heavy load, they are less excitable than horses, and have a more efficient digestive system that lets them travel farther on less food.

Romaneagle

Romaneagle

Draft animals are expensive to feed when they're not doing anything to earn their keep. Between wars the Roman Army generally did not keep large numbers of draft animals on hand. When a war began the Roman Army would seize whatever transport was available from the local economy. They preferred pack mules, but if they were not available in sufficient quantities they would use ox carts or other local resources, for instance, camels in North Africa or the Near East. Pack mules can carry similar loads to ox carts and are faster, can march off road, and can climb steeper hills. Some Roman roads had six or seven percent grades which is very steep for a wheeled vehicle. Modern highways post warning signs at five percent grades. A long five percent upgrade will reduce a heavy truck to almost walking speed. Trucks on a long five percent down grade must use low gear to save wear on their brakes. Anyway, Roman roads through mountains could be steep, and mules could better handle the climbs and descents.

Oxen have a max speed of two and half miles per hour on a good road, slower on a bad road or off road. They also max out at about fifteen miles per day under optimal conditions. Ten miles per day was more typical for ox carts. Infantry can sustain up to twenty miles per day for several days before exhaustion sets in, so you can see that an army supplied by ox carts can't move at top speed or they will outrun their supplies. Pack mules can carry heavy loads for twenty miles per day and can keep up with marching infantry. Mules are better pack animals than horses. Mules have a tougher hide that won't chaff under a heavy load, they are less excitable than horses, and have a more efficient digestive system that lets them travel farther on less food.


Geskiedenis

Our roots are in Medov Shipping Agency. MEDOV’s history begins almost 70 years ago. It was 1947 when the shipping agency started the activity in Genova with basic interest in the cruise business.

Thanks to the long tradition and experience, but above all thanks to take over from the Genova based Schenone family, in 2004, two generations in shipping, Medov has widened its range of services coming to cover practically all different fields in the shipping world, either directly or through controlled companies.

All Medov’s activities related to freight forwarding, have been concentrated in Medov Logistics. This dedicated arm has its headquarters in Genova and local own offices in Civitavecchia, Livorno and Venezia (Italy). Medov Logistics operates wholly owned subsidiaries with offices and infrastructure in Miami (Florida), Singapore and Germany (Hamburg) and via local offices in New York and Santo Domingo.

We can offer services within the below countries through ML Singapore’s partner network:

Our clients include leading cruise lines, marine vendors and industry to whom we provide specialized logistics services.