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02/22/2011

Executive Reporting: Understanding Inventory Performance Over Time

Analyst Insight: A remarkable number of executives attempt to manage large inventory investments with lots of data but very little information –just pages full of numbers, none of which is very meaningful without (often significant) effort. And, frequently, it’s just data from the current period, minimizing the possibility of understanding whether performance is improving or declining except by working from memory at the very highest levels. The firm’s owners, and the executives in charge, deserve much better.

–Ralph Cox, principal at Tompkins Associates

Surprisingly, in some very successful firms, the simplest questions are the most difficult to answer – basic questions regarding inventory cost and customer service performance. For example, reasonable questions, like the following:

“Are our order fill rates up for every safety stock class in each DC over the same time last year?” or

“Were our promotion lift forecasts more accurate for all product families this fall than they were last spring?”

If the answer is “no,” the next question is sure to be “why?” Then the emails commence. Heaven forbid that the executive would want to understand to what extent each of the underlying driving forces or root causes contributed to any change.

The lack of easily accessible, meaningful information and the associated impediments to insight into inventory performance over time is a weak link, waiting to fail and hurt the bottom line. Selecting what to report and, perhaps more importantly, at what level of product, organizational and logistical aggregation to report and with what drill-down capability is an art.

Creative and thoughtful exploration of options – especially with the actual figures – can yield important possibilities. Having useful reports that provide quickly comprehensible performance change from season to season is a necessity for good inventory decision-making. The best reports are graphical and dynamic via the use of menus.

The Outlook

 

Business intelligence and data warehouse query tools have great potential for assimilating data and displaying just what is needed. The best of them are flexible and easy to evolve as events unfold – a crucial differentiator. However, the first step is recognizing the importance of viewing and understanding performance over 12 to 24 months to provide context. Then, expect clearer information from your systems and organization. The data is all there, but you need understanding – something infinitely more valuable.

The Priority of the Chief Supply Chain Officer Is Strategic Supply Chain Planning

alyst Insight: The chief supply chain officer's (CSCO) role provides a way for the supply chain to earn a place in the board room and drive strategic decision making. The CSCO has emerged as a key stakeholder in the company to make supply chain transformation happen. Supply chain planning is an important approach for CSCOs to create value for their enterprise. In fact, 86 percent of respondents indicate that their management team has asked them to review the supply chain process in order to find opportunities to improve their company's supply chain planning processes, and 71 percent of respondents have indicated the same for supply chain technology improvement.

–Nari Viswanathan, vice president & principal analyst at Aberdeen Group

The following functional areas within supply chain planning can be described as process capability Level 1: demand forecasting, demand collaboration, supply planning and inventory management.  (See Strategic Supply Chain Planning: Priorities of the Chief Supply Chain Officer, September 2010). These are areas which provide the ability for companies to improve their inventory turns, forecast accuracy and customer service level metrics. However, these functional areas do not address the strategic time frame planning of their companies.

Whereas when it comes to more advanced capabilities such as simulation, network design, risk management, etc., Best-in-Class companies do not have a significant advantage over all other companies. These functional areas can be described as process capability Level 2. These are the crucial ingredients for companies to manage long-term supply risk and long-term sustainability goals through simulation, predictive analytics and other similar approaches. The reason why even Best-in-Class companies do not have a higher capability level in these areas is the fact that mastering these process areas is difficult – they involve the need for solution capabilities that go beyond the traditional supply chain planning solutions.

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The following are the three key priorities that CSCOs should have in terms of supply chain planning:

Supply-demand-finance balancing is critical. Even though demand forecasting is a key area of implementation plan for companies in this survey (46 percent), the respondents have expressed intent to invest time and effort towards constrained supply chain planning (49 percent) to simulate different scenarios based on predictive modeling approaches (50 percent) and the ability to design risk management into the system (42 percent).

Outsourcing is creating new supply chain dynamics – time and speed are critical. Thirty-seven percent of respondents indicate that they are making major updates to forecast at a frequency of less than a month, and 80 percent indicate they are making major updates to forecast at a frequency less than or equal to a month. Forty-seven percent of respondents indicate that they are making major updates to supply plans at a frequency less than a month and 77 percent of respondents indicate they are making major updates to supply plans at a frequency less than or equal to a month.

The reason for the increased frequency of planning is due to the increase in uncertainty and lack of visibility due to outsourcing. Outsourcing results in an increase in variability and increased lead-times. In order to manage these variables, companies are trying to perform constant planning and re-planning.

Create a Chief Supply Chain officer or similar role. Sixty-four percent of respondents indicate that they don’t have a chief supply chain officer role in their organization.

The Outlook

 

Clearly, companies without someone in the chief supply chain officer seat is at a disadvantage. They should reconsider their current thinking and explore adding a CSCO (or similar role). That will provide the strategic impetus that the supply chain needs in the organization.

Inventory Planning: Working Capital Optimization Increases Cash Flow

Analyst Insight: Different products have different costs and lead times. For example, a customer who requires a custom part from a manufacturer (build to order) will have different service requirements than a customer who sells a commodity (build to stock) part. Thus segmentation of the customers based on their inventory management requirements is necessary. Best-in-Class companies are 1.5 times more likely than all others to be leveraging a statistical method for computing inventory targets.

Seasonal industries can see large swings in demand as well as lead-time variability across demand peaks and lows driven by seasonality. Construction equipment companies are examples of companies that have long-term seasonality and the apparel industry involves short-term seasonality.

–Nari Viswanathan, vice president & principal analyst at Aberdeen Group

Inventory optimization is a highly tangible approach to improve the cash flow of companies. These companies should implement a process that understands demand and lead-time variability across the supply chain and assigns policy at each SKU location. This will globally optimize inventory policies across supply chain tiers, accounting for both demand and supply variability using a stochastic (probabilistic) approach versus a rules-based or deterministic approach that does not fully account for variability.

The reduction in working capital that results in the release of cash can be utilized in several ways. It can be used to pay back debts that companies may have incurred. It can be used to pay interest for notes that companies may have taken. It can also be used for paying dividends to shareholders. However, the most important approach that organizations should take is to invest this unlocked cash flow into growth or profitability initiatives. This is the approach known as leverage in the financial community, namely creating a multiplier in terms of value creation. Supply chain, procurement and manufacturing professionals have a great tool in the form of working capital optimization to create true economic value for their company's shareholders.

The Outlook

 

The 2008 survey data on working capital optimization (WCO) showed that for 65 percent of respondents WCO was a high priority at the time. In 2010, 83 percent of companies saw WCO as a high priority. The top driver compelling companies to focus on WCO in 2008 and in 2010 was the pressure by financial stakeholders to improve working capital metrics (reported by 66 percent in 2008 and 60 percent in 2010).  In 2010, however, the shortage of working capital to support basic operations is the number two pressure compared to inventory- and business-expansion-related pressures that were predominant in 2008. This trend is expected to continue in 2011 with working capital optimization remaining a top priority for CFOs and chief supply chain officers alike.

01/27/2011

ILC: Using Sensors, GPS and Cellular Networks to Improve Your Supply Chain

The lofty promise of RFID technology was that it would revolutionize global supply chains by letting retailers, shippers and other logistics players keep constant tabs on the whereabouts of their products – everything from TVs to clothes to lowly razor blades. That promise hasn’t panned out, for a number of reasons.

But one of RFID’s biggest drawbacks is now being addressed by a new, more sophisticated technology. It’s designed for tracking high-value goods – think pharmaceuticals, art, pricey electronics and even food – and adds value by monitoring the goods’ condition in transit, not just their location.

The new technology is called ILC, which is short for identification, location and condition. While RFID identifies a shipment and tracks its location as it moves past a special reader (perhaps one installed at a seaport, or a warehouse), the technology can’t tell you anything about the shipment’s actual condition. That’s a big problem. It means you’ll discern the condition of your shipment only when it’s packed at origin and unpacked at its final destination. If damage or theft occurs at any point along the way, your first indication that anything is wrong will come only at the end of the journey, when you – or, worse, your customer – opens the package to an unpleasant surprise.

Enter ILC, a cutting-edge technology that is the result of merging GPS, cellular-location and advanced-sensor capabilities. ILC makes it easier to track shipments and transmit information about them; it also makes it easier to pinpoint potential problems in transit. Specialized sensors embedded in ILC devices can include those detecting light, to track opening or tampering; temperature, relevant to food and drug shipments; and tilt/shock. ILC devices are portable, re-useable and configurable, meaning alert parameters can be set for each sensor. One or more individuals can receive the “exception notification alerts” when sensor readings are off.

These alerts are sent over the world’s widely available cellular networks in real time. That means shippers can be notified of changes in the condition of their shipments while they’re in transit, not just when goods are passing through a reader at a port or other facility. Each alert is time-stamped, providing a chain of custody for carrier management, performance grading and potential claims resolution. Some companies are working on ILC-type devices now. Many others are trying to move beyond RFID to offer asset-tracking products that incorporate GPS technologies, but not necessarily sensors, or more than one type of sensor, such as temperature. But true, comprehensive ILC devices have the advantage of being stand-alone solutions that can provide constant shipment surveillance without relying on other parties in the supply chain. Another big plus is that the devices don’t require process changes or on-the-ground investment in expensive readers or scanners. That more than compensates for their higher cost compared with RFID tags.

There are plenty of potential use cases for ILC devices. The temperature sensor is an excellent solution for tracking pharmaceuticals, lab animals, certain manufacturing components, artwork and food. Unlike a static temperature device, an ILC can graphically illustrate the temperatures to which a shipment’s contents are subjected throughout a journey. This can be critical if a shipment’s temperature fluctuates in transit, but still arrives at its destination within accepted parameters. In that case, spoilage or degradation may go undetected. In addition, the alert time stamp will pinpoint where the event occurred and who was in possession of the shipment when it happened.

Light sensors provide information about tampering or the unauthorized opening of a box, carton or container. This is particularly important for high-value or proprietary items moving from point to point. A light alert will allow for rapid response and chain-of-custody documentation. One example would be a high-end computer server stocked with confidential data that is being moved from one data center to another. If the security of that server is compromised, the impact could be enormous and result in huge financial or even regulatory liability for the customer.

The importance of in-transit data can’t be overstated, since it’s extremely valuable to both shippers and other parties. For shippers, such information provides a way to monitor not only the security and integrity of shipments, but also transportation companies’ service performance. Using a common geo-fence enabled by a GPS system, for example, a shipper can be notified when an order is approaching its destination, and this can have an impact on resource scheduling and planning. A shipper is no longer dependent on the tracking system of its carrier of choice.

For a freight forwarder who moves his customers’ shipments in an open-loop system, an ILC device allows for shipment management and proactive response to delays and other service interruptions. Consider a shipment carrying an ILC device that is sitting at an origin airport well after its scheduled departure time. This, obviously, indicates a potential service failure. A COB (confirmation on board) may take hours to reach the forwarder. However, an ILC will send an earlier warning: data indicating that the shipment’s intended aircraft has departed without it. (The ILC device would turn off once it got onboard the plane, so if it was still sending signals after the plane’s scheduled departure, there would be no doubt it didn’t make the flight.) The device also would be reactivated upon landing at the destination airport, immediately notifying shippers of its whereabouts. This level of near real-time data is a vast improvement over the current information and update flows exchanged between airlines and forwarders.

ILC devices’ use of GPS technology and backup cellular, location-based systems is also a plus. GPS is extremely accurate, provided signals aren’t blocked by specific building structures, metal containers and the like. While cellular-location systems aren’t as accurate as GPS, they still provide location data within 10 to a couple of hundred meters. And widely available cellular networks – not static readers – transmit the sensor data generated by ILC devices. Devices can be configured to report sensor status at regular intervals, or send notifications the moment changes are recorded. This is a key feature for customizing the devices around anticipated transit times, whether they involve air, ground, ocean or rail journeys. It also allows shippers to set battery-consumption rates to correspond to anticipated travel times. Obviously, cellular-signal strengths vary by location. But as technology improves and cell networks grow, LBS accuracy will also improve.

Currently, there are a number of GPS/cellular location devices on the market.  However, incorporating the third feature, condition sensors, is a new and highly important supply-chain innovation. Companies shipping high-value or environmentally sensitive items should explore this new solution. Shipping companies should also look at ILC devices as a way to bring value to their customers and their internal operations, and also to develop new revenue streams. Cell phones keep people connected. An ILC device keeps you and your supply chain better connected and greatly reduces surprises and headaches associated with shipping goods and products around the world.

01/25/2011

CEOs Much More Likely to Consider Sustainability Than Ever Before

A few months ago, IBM released the results of a CEO survey in which “environmental concerns” ranked seventh among the top external factors expected to impact business operations over the course of the next three years. In some corners, this statistic was viewed as proof of corporate executives’ inability – or perhaps even unwillingness – to integrate environmental stewardship into the strategic fabric of their core business operations.

Ten years ago, though, where would sustainability have ranked on such a survey? Or for that matter, how many CEOs would have indicated that their businesses would be seeking to deploy new technologies aimed specifically at addressing issues of sustainability? According to a separate study from Accenture, more than 90 percent of respondents indicated that over the next five years they will be doing just that. So, is the glass half empty or half full?

It seems that after years of much discussion, environmental stewardship is finally establishing a toehold in the corporate (and industry) psyche. Reducing paper consumption and energy conservation (e.g. turning off the lights and powering down PCs when not in use), for example, are now commonplace, and rankings such as Greenpeace’s Cool IT Leaderboard are tracking the sustainability efforts of some of the leading global information and communications technology companies.

01/18/2011

Supply Chain News: Supply Management Effectiveness can Make or Break Bottom Line Results

Supply chain management professionals have long known that "supply management" is a fundamental skill companies must master to achieve both supply chain excellence and solid profitability. As procurement-related people and processes have seen a dramatic rise in visibility and sophistication over the last decade, it turns out that some even very large and respected companies are still mastering the discipline.

Case in point: construction equipment giant Caterpillar. The Peoria, IL-based company is a global icon, one of the most respected companies in the world. Throughout much of the 2000s, it enjoyed substantial sales growth, both in the US and overseas, as the globe saw a rapid construction boom.

The problem? Profits didn't move upward anywhere near the pace of Caterpillar's revenue growth. As seen on the graphic nearby, produced by the Wall Street Journal, sales grew from about $37 billion in 2005 to $51 billion in 2008, yet profits stayed largely flat, staying right about $3.5 billion in 2006, 2007 and 2008 despite a 20% growth in revenue.

A key part of the problem: mediocre supply management.

As sales soared, the supply base for parts and other components couldn't keep up. As a result, Caterpillar had to pay premiums to get suppliers to produce additional volumes, and often resorted to expensive air freight or other forms of expedited logistics services.

In an interview with the Wall Street Journal, Caterpillar CEO Doug Oberhelman says the soaring procurement and logistics costs serviced as a "lightening bolt" that soon spurred a wide spread revamp in its approach to supply management.

One issue was that the company usually promoted from within. That often left it without an outside perspective and not enough fresh ideas. A talent gap was especially problematic in Caterpillar's busy international operations, where it lacked the time to well-train new managers.

The move to bring in outside supply management talent had started two years before, but in August of this year Caterpillar hire Frank Crespo as its new chief procurement officer, a titled he held previously at Honeywell.

Crespo is leading a charge to bring more "flexible manufacturing" capabilities to Caterpillar's supply base, so they can ramp up parts production more quickly based on Caterpillar's demand.  As the auto companies have done for years, Caterpillar will also work with suppliers so they can become more efficient , and Cat  will consider investing in a supplier if its needs financial help.

01/14/2011

John Chiappe, Dir. of Business Development, Logistics Products Crossbow Tech. | December 13, 2010

The lofty promise of RFID technology was that it would revolutionize global supply chains by letting retailers, shippers and other logistics players keep constant tabs on the whereabouts of their products – everything from TVs to clothes to lowly razor blades. That promise hasn’t panned out, for a number of reasons.

But one of RFID’s biggest drawbacks is now being addressed by a new, more sophisticated technology. It’s designed for tracking high-value goods – think pharmaceuticals, art, pricey electronics and even food – and adds value by monitoring the goods’ condition in transit, not just their location.

The new technology is called ILC, which is short for identification, location and condition. While RFID identifies a shipment and tracks its location as it moves past a special reader (perhaps one installed at a seaport, or a warehouse), the technology can’t tell you anything about the shipment’s actual condition. That’s a big problem. It means you’ll discern the condition of your shipment only when it’s packed at origin and unpacked at its final destination. If damage or theft occurs at any point along the way, your first indication that anything is wrong will come only at the end of the journey, when you – or, worse, your customer – opens the package to an unpleasant surprise.

Enter ILC, a cutting-edge technology that is the result of merging GPS, cellular-location and advanced-sensor capabilities. ILC makes it easier to track shipments and transmit information about them; it also makes it easier to pinpoint potential problems in transit. Specialized sensors embedded in ILC devices can include those detecting light, to track opening or tampering; temperature, relevant to food and drug shipments; and tilt/shock. ILC devices are portable, re-useable and configurable, meaning alert parameters can be set for each sensor. One or more individuals can receive the “exception notification alerts” when sensor readings are off.

These alerts are sent over the world’s widely available cellular networks in real time. That means shippers can be notified of changes in the condition of their shipments while they’re in transit, not just when goods are passing through a reader at a port or other facility. Each alert is time-stamped, providing a chain of custody for carrier management, performance grading and potential claims resolution. Some companies are working on ILC-type devices now. Many others are trying to move beyond RFID to offer asset-tracking products that incorporate GPS technologies, but not necessarily sensors, or more than one type of sensor, such as temperature. But true, comprehensive ILC devices have the advantage of being stand-alone solutions that can provide constant shipment surveillance without relying on other parties in the supply chain. Another big plus is that the devices don’t require process changes or on-the-ground investment in expensive readers or scanners. That more than compensates for their higher cost compared with RFID tags.

There are plenty of potential use cases for ILC devices. The temperature sensor is an excellent solution for tracking pharmaceuticals, lab animals, certain manufacturing components, artwork and food. Unlike a static temperature device, an ILC can graphically illustrate the temperatures to which a shipment’s contents are subjected throughout a journey. This can be critical if a shipment’s temperature fluctuates in transit, but still arrives at its destination within accepted parameters. In that case, spoilage or degradation may go undetected. In addition, the alert time stamp will pinpoint where the event occurred and who was in possession of the shipment when it happened.

Light sensors provide information about tampering or the unauthorized opening of a box, carton or container. This is particularly important for high-value or proprietary items moving from point to point. A light alert will allow for rapid response and chain-of-custody documentation. One example would be a high-end computer server stocked with confidential data that is being moved from one data center to another. If the security of that server is compromised, the impact could be enormous and result in huge financial or even regulatory liability for the customer.

The importance of in-transit data can’t be overstated, since it’s extremely valuable to both shippers and other parties. For shippers, such information provides a way to monitor not only the security and integrity of shipments, but also transportation companies’ service performance. Using a common geo-fence enabled by a GPS system, for example, a shipper can be notified when an order is approaching its destination, and this can have an impact on resource scheduling and planning. A shipper is no longer dependent on the tracking system of its carrier of choice.

For a freight forwarder who moves his customers’ shipments in an open-loop system, an ILC device allows for shipment management and proactive response to delays and other service interruptions. Consider a shipment carrying an ILC device that is sitting at an origin airport well after its scheduled departure time. This, obviously, indicates a potential service failure. A COB (confirmation on board) may take hours to reach the forwarder. However, an ILC will send an earlier warning: data indicating that the shipment’s intended aircraft has departed without it. (The ILC device would turn off once it got onboard the plane, so if it was still sending signals after the plane’s scheduled departure, there would be no doubt it didn’t make the flight.) The device also would be reactivated upon landing at the destination airport, immediately notifying shippers of its whereabouts. This level of near real-time data is a vast improvement over the current information and update flows exchanged between airlines and forwarders.

ILC devices’ use of GPS technology and backup cellular, location-based systems is also a plus. GPS is extremely accurate, provided signals aren’t blocked by specific building structures, metal containers and the like. While cellular-location systems aren’t as accurate as GPS, they still provide location data within 10 to a couple of hundred meters. And widely available cellular networks – not static readers – transmit the sensor data generated by ILC devices. Devices can be configured to report sensor status at regular intervals, or send notifications the moment changes are recorded. This is a key feature for customizing the devices around anticipated transit times, whether they involve air, ground, ocean or rail journeys. It also allows shippers to set battery-consumption rates to correspond to anticipated travel times. Obviously, cellular-signal strengths vary by location. But as technology improves and cell networks grow, LBS accuracy will also improve.

Currently, there are a number of GPS/cellular location devices on the market. However, incorporating the third feature, condition sensors, is a new and highly important supply-chain innovation. Companies shipping high-value or environmentally sensitive items should explore this new solution. Shipping companies should also look at ILC devices as a way to bring value to their customers and their internal operations, and also to develop new revenue streams. Cell phones keep people connected. An ILC device keeps you and your supply chain better connected and greatly reduces surprises and headaches associated with shipping goods and products around the world.

Source: Crossbow Technology

01/11/2011

Supply Chain Year in Review 2010

What happened in 2010 in terms of the supply chain? Time for my annual review.

In terms of broads trends, once again the economy probably has to take center stage, and I think the deep and direct connection between the economy and the supply chain has been burned into all of us for some time. At many of the events I attended, sessions on the economy and economic predictions seems to have packed audiences, which was telling.

So the economy was in recovery in 2010 - sort of. We've now had I believe 17 straight months, including December, of a reading of 50 or more in the Institute for Supply Management's Purchasing Managers Index, indicating manufacturing expansion. Retail sales excluding automobiles were up 5% or more each month this year over the dismal 2009 levels. Factory utilization has climbed from the abysmal 65% reached in June 2009 to about 73% currently. (By the way, we have assembled all these data/charts in one article released in our On-Target publication this week. You can read here: Major Macro Trends Impacting the Supply Chain in 2010. It is quite good, if I do say so myself.)

Yet, the recovery certainly didn't feel all that great, with unemployment hardly budging at near 10% for the entire year, and GDP growth of 2-3% per quarter - well below normal recovery levels, especially from very steep recessions.  Consumer demand was still wobbly and skewed heavily towards bargains - dollar stores enjoyed another banner year. Supply chain staffs, pared deeply in 2009, remained lean, as companies focused on doing more with less. But unit volumes didn't rise that much for most companies, even as corporate profits and cash flow soared for many due to deep cost cutting, and units volumes are what drive supply chain hiring, so that was weak too.

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In just one year China's world stature in economics, international relations and much else soared dramatically. A decade or more in a single year, if you will.

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It does appear there is a real chance 2011 could be a strong year - more good economic numbers this week - let's keep our fingers crossed. We've been much too long in the doldrums.

China, meanwhile, kept zooming along, with near 10% growth for much of the year. The lowest quarter of growth it had during the recession - according to official statistics anyway - was 6% in Q4 of 2008.  That led China to surpass Japan in 2010 as the world's second largest economy, and IHS to predict it could exceed the US in 3-4 years. In just one year China's world stature in economics, international relations and much else soared dramatically. A decade or more in a single year, if you will.

That led to much angst in the US and Europe, with strident calls for China to increase the value of the Yuan currency to make its exports more expensive. Numerous country leaders and corporate CEOs called on China to open its markets more and better protect foreign IP. The US levied several controversial tariffs on Chinese goods, and protectionism here and in Europe was in the air - but in the end, not that much really happened there.

In my view, the Green supply chain movement went sideways at best in 2010 - though many companies, especially in the consumer packaged goods industry, made many advances. (Procter & Gamble, as just one example, in May announced it would start requiring suppliers to start reporting carbon emissions soon; WalMart also announced a new program to work directly with suppliers to reduce emissions and other waste).

But the Cancun climate summit in December was a dud, and there was a sense of Green "fatigue" in face of the economy, frozen winters, doubts about some of the data, etc. Most interesting though was the US EPA's controversial move, now playing out, to reduce greenhouse gas emissions through regulation, not legislation. We've been keeping close tabs on this at our thegreensupplychain.com. Several Green groups bemoaned the fact that consumer interest in Green is not anywhere near as strong as they hoped. Frito-Lay dropped its fully bio-degradable bag for its Sun Chips line after sales plummeted because  consumers decided the extremely noisy crunching sound the bag made wasn't worth the Green benefits.

I am going to run out of room here, so below are what I view as the rest of the top supply chain and logistics stories from 2010:

Rising Input and Oil Costs: Does it feel like deja vu all over again? The price of most commodities soared in 2010, with items like cotton and wheat reaching record highs. Oil reached $87 per barrel by April and stayed elevated for the entire year, ending at over $90. Once again, we are hearing companies either blaming rising input costs for profit shortfalls, or predicting their coming impact, as Nike did just last week. We could be north of $100 a barrel soon, and who know from there. Manufacturers and retailers are uncertain how to respond with continued consumer price sensitivity.

RFID Comeback: The long-suffering RFID community was bolstered by WalMart's announcement, under a new program leader, that it was going to require item-level tagging for certain apparel products, joining American Apparel, JCPenney, and other soft goods retailers in the move. The program made sense, was incremental, and avoided many other aspects of its previously failed efforts. There were reports for awhile of shortages of tag inlays and mobile RFID readers due to the move. Not much news since then, but it seems to be moving along. Essentially, RFID is moving into a more mature stage where it will become very easy to use, like bar coding.

Trucking Industry Dynamics: Too much happened here to do much other than lump it under a catch-all. For the first half of the year, rates mostly stayed in the toilet, though signs of some capacity issues were starting to emerge by late Spring. The carriers have remained very disciplined about adding capacity, and in the second half we saw rates starting to rise and more capacity concerns. These were exacerbated by the new CSA 2010 safety reporting rules, which could take hundreds of thousands of drivers out of the employment pool, rising diesel prices which could again wipe out thousands of independents, and just officially proposed new changes to the Hours of Service rules that could put another big hit on productivity. Is there a "War on Trucking?" More on this soon.

China Labor: An almost unheard of publicly reported strike in China in May at Honda plant there leads to increased wages of 20% or more in a number of factories, leading some to believe the "cheap Chinese labor party" is coming to an end. Many apparel manufacturers already headed elsewhere.

November Election: Republican takeover of House and gains in Senate mean Cap and Trade and "Card Check" union bills are dead for at least two years; also likely to see some modest change in transportation policy.

Supply Chain Software: Sales for most supply chain software companies are strong, meaning companies are buying. JDA Software CEO just recently makes unusually strong statement about strength of company's "pipeline." However, pronounced change of tone during the year of the industry focus moving strongly to "cloud-based" delivery models. This is the future.

Toyota Fiasco: World's largest car company sees reputation sullied for supposed problems with sticking accelerators. Though later evidence seems to show Toyota should be vindicated, company loses market share, and the disaster causes many to ask if Lean was taken too far.

Dr. Tom Mentzer Passes: One of the industry's most well-known academics, the University of Tennessee's Tom Mentzer, loses cancer battle in March.

Logistics Costs Way Down: Annual State of Logistics report in June finds logistics costs as percent of GPD plummeted in 2009 to just 7.7%, after long upward trend.  That's the lowest level in the 21 years of the report.

Cargo Bombs: Crude attempts by terrorists in October to plant bombs in parcel packages causes mini-panic, renewed calls for higher levels of cargo screening.

More WalMart: Retail giant makes more news by earlier in 2010 announcing it is going to move to more direct sourcing of its goods rather than using intermediaries, especially for imports, and later that it is going to take more control over its inbound freight moves from vendors. Both actions cause many in the industry to discuss/rethink their own policies.

Material Handling Merger: Two giants in the materials handling industry, Dematic and HK Systems, announce they are combining in August.

There is more but I am out of space. Look for a detailed 2010 event timeline in next week's On-Target magazine

12/26/2010

Asset Tracking with Crossbow Technology- Company Overview

ossbow Technology has been at the vanguard of smart sensor technology for more than a decade, and has shipped hundreds of thousands of smart sensors to more than 4,000 customers worldwide. Today, Crossbow is a leading supplier of wireless sensor technology and inertial MEMS sensors for navigation and control.

1995 – The company is founded by Richard Newton and Mike Horton on the idea that small, solid-state sensors will revolutionize the fields of sensing and control.

1996 – Crossbow begins shipping a line of high performance Tilt and Acceleration sensors, which have been used in safety systems for construction equipment, aerial lifts and cranes. The product line today includes the CXTD series devices, which are used in pointing and tracking systems for airborne cameras and munitions platforms.

1997 – The company raises financing from the Cambria Group and industry angel investors to fund a more ambitious smart sensor project – the world’s first precision Inertial Measurement Unit (IMU) based on MEMS sensors.

1998 – The company releases the IMU300, the first complete inertial navigation system based on MEMS sensor components. It provides true six-degree-of-freedom sensing (x, y, z, roll, pitch and yaw) with a precision previously seen only on complex, costly and large mechanical systems.

1999 – The company raises financing from Morgenthaler Ventures and existing investors to realize two more ambitious ideas. The first idea is to take the company’s proven IMU technology into manned aviation, which requires the rigors of FAA review and certification. The second idea reflects the growing role of the internet in society: What if Crossbow’s smart sensors shared data wirelessly?

2000 – Crossbow’s IMU line enjoys commercial success due to its small size, light weight, low power requirements, and low cost compared to competing solutions with comparable performance. The product line today includes the VG series devices, which are used in a variety of applications, including the flight control systems of Unmanned Aerial Vehicles (UAVs).

2001 – The company becomes the first commercial provider of Wireless Modules using the Berkeley-invented “mote” standard – a smart sensor device, which includes processor, memory, sensor, power source, and radio in a package that can be as small as one’s palm.

2002 – Crossbow becomes the supplier to a DARPA program for creating the largest real-world test of Wireless Sensor Network (WSN) technology that had ever been made. The company raises strategic financing from Intel Capital and in-licenses certain wireless technology from Intel Corporation.

2003 – Crossbow releases the AHRS500GA, the first ever FAA-certified MEMS Attitude & Heading Reference System (AHRS) for the general aviation market segment.

2004 – The company begins to see design wins for its AHRS in retrofit “glass cockpit” applications, where the classic dial gauges for pilot instrumentation are replaced with LCD panels and computer-driven graphics.

2005 – Crossbow AHRS are used as the guidance system in the Virgin Atlantic GlobalFlyer, which sets a world record for fastest non-interrupted circumnavigation of the world. BP recognizes Crossbow with the Helios Award for its innovative work in delivering the first-ever installation of a WSN aboard a commercial tanker. Crossbow raises a final round of financing, which adds Cisco Systems and Paladin Ventures as new investors.

2006 – Crossbow achieves FAA certification for the AHRS510, which is standard OEM equipment on the Eclipse 500 Very Light Jet (VLJ). That aircraft is the lowest fuel-consuming commercial jet aircraft ever made.

2007 – Honeywell selects Crossbow to jointly develop a revolutionary glass cockpit device, the KFD840, which is now sold as a Bendix-King device. Crossbow releases the Imote2.Builder Kit, the first-ever kit for developing a WSN application using Microsoft’s Visual Studio programming environment.

2008 – Crossbow releases the ēKo PRO line of environmental monitoring products, a revolutionary wireless platform whose first target is precision agriculture. That award-winning product becomes the number one WSN research platform for environmental monitoring.

2009 – Crossbow reaches an agreement to sell its Commercial Inertial Systems and WSN Product lines to MEMSIC, Inc. in an all-cash transaction valued at $18 million. This enables the company to focus on its high-performance inertial products for defense and security, as well as launch a revolutionary line of M2M asset tracking products using the GSM/GPRS network that began stealth development in 2007.

2010 – The sale to MEMSIC closes. Stay tuned for the latest!

 

Asset Tracking with Crossbow Technology - LOGISTICS PRODUCTS

LOGISTICS PRODUCTS

Crossbow is a leading supplier of solutions for shipment visibility and asset tracking. The company provides integrated peel and stick devices, featuring GSM/GPRS radios, GPS and sensors. Cloud computing solutions are also available for rapid prototyping, customer trials and data forwarding services.

Devices

The Geo family of devices provides shipment visibility and tracking of high-value assets in global commerce. The devices include GSM/GPRS for connecting anywhere, GPS and cell-tower triangulation for location-based services, and a suite of environmental sensors to monitor conditions. Software in the devices enables programmability over-the-air for advanced power management and other reporting features.

Readers & Infrastructure

Crossbow’s solutions for shipment visibility and asset tracking do not require investment in new infrastructure. Thus, there are no separate readers or infrastructure pieces that must be purchased. The devices instead rely on the connectivity of the global GSM/GPRS networks and GPS satellites. Functionality has been demonstrated in North America and adjacent coastal waterways on the AT&T and T-Mobile networks, as well as roaming in Asia, Europe and South America.

Cloud Computing

GeoView is a web service for using the Geo devices. It enables rapid prototyping and customer trials without requiring IT investment. The visual UI includes support for worldwide mapping, charting of sensor data, establishment of alerts and other device management. Because it is built on Google’s AppEngine cloud computing service, it may also serve as a scalable and reliable back-end for data forwarding services for customers who wish to minimize their own IT investment.

 

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