...March 7, 2016 Differentiating between Market Structures Swift Transportation Company Introduction The trucking industry in the US is an indispensable network service in the US as it is the most important carrier of freight. Nearly 70% of total freight movement in the US takes place through trucks (ATA, 2016). It consists of 3 million heavy duty trucks that carry around 9.2 billion tons of freight annually as per current statistics. A large number of big and small companies have their transport operating system in this industry. The market is segmented into two parts, the Truckload (TL) that carry full capacity load from one point to another and does not reload en route, and the Less-Than-Truckload (LTL) which consists of smaller carriers that carry less amount of load compared to TL and operates in the regional network (Parming, 2013). In this paper we are going to study the operations of the second biggest trucking company in the US, the Swift Transportation Company Inc., in terms of its market structure and related strategies. Brief Description of the Company The transportation company was founded in 1966 by Carl Moyes and his sons Jerry and Ronald in Phoenix Arizona (Reference for Business, 2016). Presently it operates in the USA, Mexico and Canada. It covers whole of USA and is the second largest trucking company in the US. It operates both in the TL and LTL segment. The company has gained considerable market power in recent times through some strategic mergers and...
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...Bhawna Manocha B16015 Pratik Agrawal B16034 Richa Gupta B16039 Background: East Central Ohio Freight (ECOF), headquartered at Cambridge, Ohio, started off their business in the 40’s as a moving & storage business. However, the same was dropped shortly and the company moved to freight business focussing on less than truckload (LTL) hauling. In the 80’s it expanded to TL (full truckload) business which has been performing well. The LTL business, on the other hand had to be dropped owing to union contracts, health care amongst other union related issues which were becoming too costly in the face of increased competition in the deregulated market. Further, in the early 2000s, the business bought two agency companies which exposed it to the VLTL (volume less than truckload) hauling which it can further expand into in Cambridge. With this purchase, the company was now into four geographical markets - * Cambridge * Indianapolis * Cincinnati * Wheeling Problem Statement: The company’s business was drying down majorly at the headquarter city, and other areas primarily because of the following reasons: 1. Two of the largest TL Customers in Cambridge, closed operations or moved from the area. 2. Conditions in the freight industry had become increasingly difficult because of costs of fuel, insurance, maintenance, and new equipment were all increasing 3. The economy was shifting towards production and trade of lighter, higher value goods and more frequent...
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...Schedule for Implementing a Driver Control Program MKTG6513 Abstract This marketing plan is used on lessening driver turnover by reducing the communication gap between drivers and dispatchers. For each of the three years of the marketing plan, a trucking company starts with$1,000,000. To prevent repeating prior mistakes which cause drivers to leave the company, effective marketing and promotion which highlight the change in hiring style need to be implemented. To be effective in a trucking company, technology plays an imperative role which is utilized very carefully in this plan to remain within the budget while using most of it. In order to retain and minimize the turnover percentage of drivers, their training is vital, so that they represent the company in a more effective manner and help the company to retain the client. Together, the relationship of drivers with dispatchers and technology suggest the company can generate profit with a moderate rate. The prevalent concern confronting the trucking business is not the mounting fuel and insurance expenses, but rather, the aptitude to entice, recruit and preserve excellent drivers. According to Keller and Ozment (1999), “[1] the cost to replace a driver has been reported to range from 3,000 to 12,000 dollars [1]” (p. 99). Where does one start to better retain a quality driver? Chances are you have many worthy drivers in your fleet, and the odds are even...
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...Introduction to Logistic industries Logistics is the management of the flow of resources, not only goods, between the point of origin and the point of destination in order to meet the requirements of customers or corporations. Logistics involves the integration of information, transportation, inventory, warehousing, material handling, and packaging, and often security. Today the complexity of production logistics can be modeled, analyzed, visualized and optimized by plant simulation software, but is constantly changing. This can involve anything from consumer goods such as food, to IT materials, to aerospace and defense equipment Origins and definition The term logistics comes from the Greek logos meaning "speech, reason, ratio, rationality, language, phrase", and more specifically from the Greek word logistiki meaning accounting and financial organization Logistics is considered to have originated in the military's need to supply themselves with arms, ammunition and rations as they moved from their base to a forward position. In ancient Greek, Roman and Byzantine empires, military officers with the title Logistikas were responsible for financial and supply distribution matters. The Oxford English Dictionary defines logistics as "the branch of military science relating to procuring, maintaining and transporting material, personnel and facilities." However, the New Oxford American Dictionary defines logistics as "the detailed coordination of a complex operation involving...
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...The Effects of Terminal Costs on Supply Chains with LTL Shipping Observed causes, effects and mathematical analysis Ryan Conrad Portland State University Civil and Environmental Engineering P.O. Box 751 Portland, OR 97207-0751 Phone: 503-725-4282 Fax: 503-725-5950 The effects of costs associated with terminal points of truck freight tours, called terminal costs, are analyzed. An overview of current U.S. government and public policies, business practices and transportation infrastructure issues affecting Less Than Truckload (LTL) shipping networks is presented. A qualitative model of supply chain interactions is constructed followed by a mathematical analysis of specific areas of interest where costs are sensitive to policy or operational changes. CE 553: Freight Transport and Logistics Dr. Miguel A. Figliozzi December 10th, 2008 1. Introduction Traffic congestion and delay are becoming increasingly significant problems for the U.S. freight trucking industry. While freight transportation has continued to grow steadily, the capital spending and construction of freeways and major highways has remained mostly stagnant since the mid-1970s when the interstate freeway system reached completion. Much attention has thus been paid to methods of most efficiently using the road space available, particularly in dense urban areas, with lane tolling, freeway ramp metering and other measures being utilized. Major freight...
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...Global Economy Intermodal Transport Introduction: Intermodal transportation can be thought of as a process for transporting freight and passengers by means of interconnected networks, involving various combinations of modes of transportation, in which all the components are seamlessly linked and efficiently combined. Intermodal transportation is rapidly gaining acceptance as an integral component of conducting business in an increasingly competitive and interdependent global economy. (Yevdokimov, 2001) Global Importance: The United States of Code with respect to transportation states: “Alt is the policy of US Government to develop a National Intermodal Transportation System that is economically efficient and environmentally sound, provides the foundation for the United States to compete in the Global economy and will move individuals and property in an energy efficient way. The National Intermodal Transportation System shall consist of all forms of transportation in a unified, interconnected manner, including the transportation system of the failure, to reduce energy consumption and air pollution and supporting the United States = pre-eminent position in international commerce”. (US Govt. printing press, 1999) Evolution of Trade Corridors: The Globalisation of trade has resulted in dramatic changes in the domestic freight corridors that support international commerce. For ex. increased trade with China and the Pacific Rim has led to the development of enhanced east-west...
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...technology-enabled transportation and supply chain management services, delivered on a proprietary technology platform, serving the transportation and logistics needs of its clients. Echo’s web-based technology platform compiles and analyzes data from its network of over 24,000 transportation providers to serve its clients’ shipping and freight management needs. The Company has become a leading contender among 3PLs and has been listed in Inbound Logistics' Top 100 3PL Providers. In 2011, Echo has procured transportation and provided logistics services for more than 22,700 clients across a wide range of industries, such as manufacturing, construction, consumer products and retail. SERVICES Echo provides transportation services for shipping including: * Truckload (TL) * Small Parcel * Inter-Modal * Domestic Air * International * Expedited Main logistics services include: * Rate Negotiation * Carrier Management * Routing Compliance * Shipment Execution and Tracking * Freight Bill Audit * Payment and Performance Management Clients * Guthy Renker * Elkay * Daktronics * Archway * Culligan * Samuel Strapping Echo Global Logistics Daily Transportation Management Operations II. Value Chain Analysis Logistics Echo Global Logistics took a nontraditional approach to supporting its rapid growth early on by enlisting the services of BNKe Solutions in February 2006. BNKe Solutions (BNKe) dedicated staff of 50 in Kolkata (Calcutta)...
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...Garuda Education Academy KI DLY REMOVE PRI TOUT FOR HOW MA Y EVER SUBJECTS YOU ARE APPEARI G(IMPORTA T) I FO TO BE FILLED BY STUDE TS FOR ALL SUBJECTS:- STUDE T AME E ROLLME T O. PROGRAM AME SUBJECT AME SUBMISSIO DATE Points to be noted:If you do not send this along with your exams papers your answer paper will not be corrected. There is no minimum no. of words for any answer. If you answer the question correctly in less no. of words you will still get full marks. The maximum no. of words for any answer is 100 times the marks for that question (E.g. A 2 marks question should be answered in less than 200 words and 10 marks question in less than 1000 words) If you answer a 2 marks question in more than 200 words, the faculty will read only the first 200 words to give you marks and the first 500 words (100 times 5) to give you marks for a 5 mark question and so on. Answer should be written in clear & simple language using bullet points & paragraph structure to put your points across. For Institute Use only PAPER RECEIVED DATE MARKS OBTAI ED TOTAL MARKS OUT OF Note :-All students shall sign the following pledge on each assignment and sheet: examination answer “I have not violated the Institute Honor Code during this assignment/examination.” All GEA community members pledge to report known violations of the GEA Honor Code. Signature _________________________ Garuda Education Academy MARKS : 80 SUB : SUPPLY CHAIN MANAGEMENT N.B.: 1) Attempt any Four cases 2) All cases...
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...The Current Status and Future Prospects of the Third Party Logistics Industry in North America: The 2015 3PL CEO Survey Dr. Robert C. Lieb Professor of Supply Chain Management D’Amore-McKim School of Business Northeastern University Boston, MA Dr. Kristin J. Lieb Associate Professor of Marketing Communications Emerson College Boston, MA January 2016 The Current Status and Future Prospects of the Third Party Logistics Industry in North America: The 2015 3PL CEO Survey This paper is based upon a 2015 survey of the CEOs of 15 of the largest thirdparty logistics companies serving the North American marketplace. The survey was the 22nd iteration of this annual study, and it addressed such topics as the major dynamics driving change in that marketplace and the opportunities and problems facing 3PLs in that region. It also focused on such issues as the recent wave of largescale mergers and acquisitions in the 3PL industry, shipper and 3PL problems related to labor problems at West Coast ports, E-commerce marketplace dynamics and their impact on 3PLs, Amazon’s continued expansion into logistics services and the possibility of Uber offering 3PL-like services. The CEOs also provided one-and three-year forecasts of company and regional 3PL industry revenue growth, while identifying the major changes they believed would occur in the regional 3PL industry during the next year. The implications...
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...IIBM Institute of Business Management Examination Paper MM.100 Distribution & Logistics Management Section A: Objective Type & Short Questions (30 marks) • This section consists of Multiple Choice questions & short note questions. • Answer all the questions. • Part one questions carry 1 mark each & Part Two questions carry 5 marks each. Part One: Multiple Choices: 1. It deals with the movement of finished goods from the last point of production to the point of consumption. a. Marketing Channel Management b. Logistics Management c. Boundaries d. Relationships 2. Which conflict is one of the major bottleneck in the development & maintenance of partnering channel relationship a. Channel conflict b. Management conflict c. Logistics conflict d. Distribution conflict 3. The phase of externally integrated business function era (1990s onwards) is recognized as the era of a. Logistics Management b. Human Resource Management c. Financial Management d. Supply Chain Management 4. may be conducted from time-to-time or at least once in a year to know about change in the expectation levels & actual performance a. Customer Service Monitoring cell b. Formal Customer Satisfaction Survey c. Customer Conference d. Customer Feedback System 5. The firm‟s incomplete or inaccurate knowledge of customer‟s service expectations is known as ...
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...IIBM Institute of Business Management Examination Paper MM.100 Distribution & Logistics Management Section A: Objective Type & Short Questions (30 marks) • This section consists of Multiple Choice questions & short note questions. • Answer all the questions. • Part one questions carry 1 mark each & Part Two questions carry 5 marks each. Part One: Multiple Choices: 1. It deals with the movement of finished goods from the last point of production to the point of consumption. a. Marketing Channel Management b. Logistics Management c. Boundaries d. Relationships 2. Which conflict is one of the major bottleneck in the development & maintenance of partnering channel relationship a. Channel conflict b. Management conflict c. Logistics conflict d. Distribution conflict 3. The phase of externally integrated business function era (1990s onwards) is recognized as the era of a. Logistics Management b. Human Resource Management c. Financial Management d. Supply Chain Management 4. may be conducted from time-to-time or at least once in a year to know about change in the expectation levels & actual performance a. Customer Service Monitoring cell b. Formal Customer Satisfaction Survey c. Customer Conference d. Customer Feedback System 5. The firm‟s incomplete or inaccurate knowledge of customer‟s service expectations is known as ...
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...Foundations and Trends R in Finance Vol. 3, No. 1 (2008) 1–93 c 2009 C. Parsons and S. Titman DOI: 10.1561/0500000018 Empirical Capital Structure: A Review Christopher Parsons1 and Sheridan Titman2 1 2 University of North Carolina at Chapel Hill, USA, Chris Parsons@kenan-flagler.unc.edu University of Texas at Austin, USA, Sheridan.Titman@mccombs.utexas.edu Abstract This survey provides a synthesis of the empirical capital structure literature. Our synthesis is divided into three parts. The first part examines the evidence that relates to the cross-sectional determinants of capital structure. This literature identifies and discusses the characteristics of firms that tend to be associated with different debt ratios. In the second part, we review the literature that examines changes in capital structure. The papers in this literature explore factors that move firms away from their target capital structures as well as the extent to which future financing choices move firms back toward their targets. Finally, we complete our review with a set of studies that explore the consequences of leverage, rather than its determinants. These studies are concerned with feedback from financing to real decisions. For example, we explore how a firm’s financing choices influences its incentive to invest in its workers, price its products, form relationships with suppliers, or compete aggressively with competitors. 1 Introduction Corporations fund their operations by raising capital from a...
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...moving ahead UPS ANNUAL REPORT 2007 2007 HIGHLIGHTS Reached a five-year labor agreement with the International Brotherhood of Teamsters 10 months prior to the expiration of the current contract in July 2008. Adopted a new financial policy in early 2008 to enhance shareowner value by reducing the company’s cost of capital. Celebrated our 100th anniversary on August 28, 2007. Introduced several industry-first product innovations, including UPS Delivery InterceptSM, UPS PaperlessSM Invoice and international UPS Returns®. Increased profits by $276 million in our Supply Chain and Freight segment. Grew international export package volume over 10 percent. moving more than packages At UPS, we pride ourselves on helping customers move ahead. Large or small, every customer benefits from the same integrated transportation network and the same can-do spirit that is a way of life at UPS. Today, more than ever, customers need a shipping and logistics company that they can count on for the fast, reliable service they need to grow their businesses. CONTENTS 3 Chairman’s Message 7 Our Corporate Commitment 8 Products and Services 10 Customer Stories 12 Board of Directors and Senior Management 13 Annual Report Form 10-K UPS FACTS Founded: Employees: Customers: Online tracking: Operating facilities: Jet aircraft: Package delivery vehicles: Freight vehicles: Retail access: 1907 425,300 7.9 million 18.5 million daily requests 3,000 worldwide 268 (world’s ninth-largest airline) 93,600...
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...Praise for Supply Chain Network Design “Due to the significant impact that supply chain design has on the cost and service provided by a company, it is critical that managers be knowledgeable about how to optimize the flow of products and goods within their supply chain. This book takes a very technical subject and makes it possible for managers and students alike to understand all aspects of network design. The practical approach used in discussing topics throughout the book provides a clear and excellent framework for those seeking to learn more about the topic. The book is a needed and welcome contribution to the profession.” —Dr. Mary C. Holcomb, Associate Professor of Logistics, Department of Marketing and Supply Chain Management, College of Business Administration, University of Tennessee “Supply chain management (SCM) is a rapidly growing area of study—and network design is one of the fastest growing areas within SCM. This book would make a great classroom textbook. It is easy to follow with clear examples and useful exercises. It is laid out in progressive layers, with one’s understanding of the subject matter building as you go. You can stop midway and be comfortable with the fundamentals, or you can go as deep as desired into Supply Chain Network Design. “I have been a long-time practitioner of network modeling, as a manager in business and as a consultant, and I have covered the topic in university lectures; I still learned a great deal about a subject I thought I...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· PEAR SON -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface: 10/12 Times Ten Roman :::redits...
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