About a fifth of firms (representing about 44% of sector employment) in the TLS industry reported the use of software solutions or internet-based services for e-procurement (software application to manage the placing or receipt of orders). This shows that there is a gap between the percentage of companies placing at least some orders online (41%) and those that use special software for this (20%). It can be assumed that companies without such software place orders mainly through websites or extranets of suppliers, which does not require any special e-procurement system. The digital back-office integration of procurement related processes (all the way from ordering to the receipt of goods/services) is probably not in advanced state in these cases. It is interesting to observe that the percentage of firms with special ICT systems for e-procurement is more than three times (20%) than those firms with an ERP system (6%).
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Improving ICT skills and managerial understanding and skills for e-business. ICT usage and high levels of employee’s skills complement each other, leading to skill-biased technological change and an advantage for TLS firms with highly skilled employees in adopting and using ICT. The picture that emerges from the survey is that ICT skills are a decisive issue, especially among SME, notably at the managerial level, i.e. how to use e-business to support a company’s strategy. Training programmes need to be more focused on managerial understanding and skills for e-business, such as how to effectively integrate e-business processes into existing business models and strategies to change organisational structures. Promoting efforts towards innovation. The implementation of new ICT and complementary investments can lead to innovations, and innovations are positively associated with turnover growth. In other words, innovative firms are more likely to grow. The empirical evidence presented in this study corresponds with the theoretical predictions that suggest that ICT and innovation are positively associated with turnover at the firm level. Policy makers should envisage the creation of lead programmes in fields of excellence such as logistics and transport.
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Today, business organizations face a more complex and competitive environment than ever before (Srinivasan et al., 1994; Porter and Stern, 2001). As trade barriers crumble and less developed countries enter the competitive marketplace, firms now confront a greater number of competitors able to introduce new products and services faster and cheaper (Garten, 1998). Furthermore, as consumers have become more discriminating and demanding (Ellinger et al., 1997), product life cycles have been shortened, forcing firms to contract time to commercialization (Lovelace et al., 2001) and provide higher levels of customer service and customized products. Consequently, most firms have entered into a high–competitive marketplace characterized by an increase in competition, uncertainty, and complexity (Merrifield, 2000).
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2.4.1 Reseña historica. VANGUARD LOGISTICS SERVICES.En el año 1978 se forma el grupo DCL. Junto con la ayuda de Brennan y Conterm, entre el año 1998 y 2000 se crea el grupo OTS logistics group. Un año más tarde se forma la empresa VANGUARD LOGISTICS SERVICES, empresa que acapara gran porcentaje del mercado. Debido a esto, en el año 2005 Vanguard adquiere 2 de las empresas logísticas mas importantes a nivel mundial: OWS (China) y box consolidators (Reino Unido). En el año 2007 adquiere 2 compañías más: Confreight y Ocean Express, acto que finaliza con un reconocimiento a nivel europeo y completa su red global de logística. En este mismo año la expansión de la compañía llevo a que se abrieran 3 oficinas importantes en Colombia, México y Vietnam.
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navarra and la rioja. It offers professional users (shipping agents, freight forwarders, logistics operators, etc) - and by extension importers and exporters – a series of cargo logistics services with a difference (container consolidation and deconsolidation, warehousing and additional services, and customs warehouse); container logistics (empty container store, warehousing, handling, cleaning and repair, handling of full containers and a transhipment area for road vehicles). It also provides access to transport services between Barcelona and Zaragoza, and local collection and distribution. the terminal operator acts as a neutral body, allowing any freight agent or professional using maritime transport to plan, organise and/or monitor all the movements of their goods as they pass through the Port of Barcelona.
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Companies may also establish commercial agreements with service providers to improve their activity. The provi- sion of services in e-commerce comprises both logistics and technological infrastructure. Logistics services companies deliver the products sold in online shops to customers –ex- ternal logistics–, while technology providers give support to platforms that enable online shopping (AlGhamdi, Nguyen, Nguyen, & Drew, 2012; Yang, Yang, & Yang, 2014). Com- panies may develop their own online shopping platforms, or use independent software platforms ‒e.g. Shopify, Magen- to‒ and marketplaces that make it possible to shop online and which have now become critical facilitators of e-com- merce adoption (Urueña, Ballestero, & Morais, 2016) –as an example, around 40 percent of European companies have used this type of platforms for product commercialization (Statista, 2017).
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Inicialmente quienes llevaran a cabo la operación de la agencia de aduanas trascender Logistics serán los socios quienes llevan desempeñándose en la operación aduanera más de dos años, ya casi completan el tiempo requerido por la normativa para poder operar la agencia de aduana nivel 2, a medida de que la agencia vaya creciendo y obteniendo clientes, se contratara personal que maneje la parte del servicio al cliente y posteriormente el personal operativo para la
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A geostrategic location: Catalo- nia has historically been a transit route between the Iberian Penin- sula, North Africa and Europe, and this functionality is seen today in a vocation for logistics with a continental reach. The geography of Catalonia is articulated along two so-called corridors –one called Ebre and the other Mediterra- nean-, which head towards Europe through La Jonquera and Portbou, an eastern route through the Pyre- nees where the topography allows direct access to the plains and inland valleys of Europe.
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The American Heritage Dictionary defines profession as “the body of qualified persons in an occupation or field”. A major characteristic of a “qualified person” is the specialized knowledge of the profession: medical knowledge for medical doctors, accounting knowledge for certified public accountants (CPAs). Professionals have an ethical responsibility to have acquired the specialized knowledge before offering their professional services. Professionals are also expected to keep abreast of the knowledge enhancements by continuing professional education. Another characteristic of professionals is that they possess the mental attitude of serving the public with the best of their ability so as to earn the public trust. How does a profession enforce these ethical responsibilities? By self-monitoring, supported by a viable code of conduct. In fact, the existence of a code of professional conduct is considered a hallmark of any profession.
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An important driver of enhanced customer loyalty engendered by after sale services is the concept of totalcost of ownership (TCO). TCO encompasses ‘‘all costs associated with the acquisi- tion, use, and maintenance (Ellram and Siferd, 1993, p. 164) of a product. This simply means that when contemplating a product purchase, a custo- mer considers costs that occur prior to a product’s acquisition, during the actualtransaction asso- ciated with product purchase, and during product use. Ellram terms these cost categories: pre- transaction components, transaction components, and post-transaction components, respectively. The category of most interest to this discussion is, of course, the post-transaction category. Post- transaction costs include: line fallout, defective products rejected before sale, ﬁeld failures, repair/ replacement in ﬁeld, reputation of purchasing ﬁrm, costs of repair parts, and costs of maintenance and repairs. For a manufacturing customer, the drivers of these post-transaction costs include such elements as labor downtime and ﬁnished goods inventory backup or shortages (Ellram, 1993). Naturally, any assurance that can be provided regarding costs and cycle time for after sale service, such as repairs, will reduce a customer’s perception of TCO for a potentialpurchase. And, a solid record of after sale service can enhance customer loyalty and increase the probability of repeat purchases.
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Almost finishing the last two chapters are as usual the tastiest. If you develop platforms for government or United Nations and is related to the armed forces chapter 12 is certainly missed. "Military Logistics and Supply Chains" should be a good complement to the content of disaster management. But what ICTs can contribute to the issue of insecurity might surprise you.
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When operations research emerged as a structured field during World War II, some of the first problems investigated arose from the need to optimize military logistics and transport activities. After the war ended, the scope of operations research applications broadened but transport problems always occupied a central place (Barnhart and Laporte ). It is now widely recognized that some of the most successful applications of op- erations research are encountered in transport, most significantly in the airline industry where it underlies almost every aspect of strategic, tactical and operational planning. This success story may be explained by a number of factors, the first being the economic importance of transport. Also, the complexity and large scale of transport problems call for powerful analytical techniques, and the high volumes involved imply that substantial savings can often be achieved through the use of optimization. Furthermore, transport problems are highly structured, making them amenable to the use of efficient solution methods based on network optimization techniques and mathematical programming.
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The benefits of introducing logistics barter will be "mind blowing". Now, its receipt is being restrained for the moment because there is no perfect instrument of logistic barter, and the goods cannot yet be manufactured at the request of a consumer and delivered quickly. Therefore, money is needed as a temporary instrument for delaying the execution of a purchase. Yes, of course, this temporary tool has been used by man for a long time, but science knows no limitations, including logistic science.
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Supply Chain Management (SCM) consists in the administration of all parts involved in the management of a product or service that will be delivered to a customer. During the last few decades the SCM has been a crucial part of handling goods or providing services. This boosted the research on the topic in order to obtain better results regarding profit increment or cost reduction. Nowadays, it is convenient to represent the situation within a SCM as a mathematical model. Consequently, a great number of research has been conducted; a concrete example is [?] in which the authors proposed a model to optimize transportation costs of a cross-dock operation. [?] provides a review of how important facility location problems are inside a SCM.
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Loulou Services crea el área denominada Loulou Agency con la misión de satisfacer la externalización del servicio ofrecido por MasVidaRed de búsqueda y selección de personal doméstico. Se trata de una cartera de clientes cerrada y de gran tamaño. El otro servicio ofrecido por Loulou Services se denomina Loulou Cleanner y consiste en la tramitación de los servicios de limpieza solicitados por los clientes.
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The purpose of this review article is to transmit accurate and reliable knowledge about the most sensitive and hierarchical areas in relation to distribution centers as a fundamental element in value chains and distribution strategies of logistics schemes applicable in the economy of scale in which the world economy is oriented, where the optimization of resources and the reasonable use of knowledge are setting a trend that aims to provide a higher level of service to customers throughout the chain with the same resources used and by effect a greater benefit or performance over time. Within the themes addressed in the present, two aspects are focused; in the first instance, the distribution centers and their evolution through logistic development, and secondly, the possible future trends in relation to the distribution centers and how they can be inserted in the revolution of the knowledge economy or fourth industrial revolution. The orientation of the research is of a descriptive type and the analysis will be done transversally and longitudinally to the horizon of knowledge in the subject, and its results or research conclusions are a fundamental input to future research whose objective is to explore the state of the art of central theme of this process of reviewing the frontier of knowledge.
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been discussed regarding how logistics hubs work as part of global chains of production. The inflows come from supplier factories everywhere and from other distribution centres in Spain, whereas out- flows are exclusively towards the Zara shops. As remarked above, the radius of action of the hub has increased, and the destination shops are now on every continent except Australia. However, Eu- ropean shops are the destination of more than half the garments, followed by shops in Asia. Although our source did not provide information about the geographical origin of inflows, the fact that 50% are road flows indicates that the origin is European. Fifteen percent of inflows arrive by air from Asia, confirming the use of air transport to compensate for the disadvantage of some manufacturers due to their distance and thus make it possible to maintain the manufacture of high-fashion garments in these territories. Nevertheless, most of the goods from the Asian continent use sea transport until the Bar- celona port. The explained intermodal distribution of the goods coming in has been stable for several years (Escalona and Ramos, 2010).
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The segmentation by products into which the Marketing and Commercial Department is organised tends to favour the selection of national and international fairs for promotional activities. By being present at the Berlin Fruitlogistics fair, the Port took a vital step forward in the field of fruit traffic. The meetings with the main ship owners (Seatrade, Maersk, MSC, HamburgSud...) provide an idea of the future season and make it possible to negotiate aspects related to volumes of loads, stopovers or agreements. In addition to this, perhaps the most important aspect of this fair are the relations with producers and distributors with whom it is possible to agree on cargo volumes and the financial conditions of the services offered in this case by the specialised BFT terminal. Special attention was given in 2006 to melons and bananas, since melons are a fruit covering the counter-season and bananas are totally aseasonal. By countries, we have dealt with the delegations of Chile, Brazil, Argentina, Costa Rica, Colombia and Ecuador.
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One of the most significant healthcare trends recently witnessed worldwide is the shift of treatment from hospitals to homes in order to gain a cost advantage, improve life quality of patients, and optimize the use of scarce resources assigned to health care delivery. As patients and health care institutions prefer home health care (HHC) over hospitals, mainly for the convenience and cost-effectiveness that it offers, HHC providers face demand increases due to, among other reasons, better treatment quality ensured by trained medical professionals. The integration and coordination of HHC services networks is a complex task and managers have to face many logistics decisions when designing, planning, and operating the system. HHC logistics management involves decision-making problems such as network design, transportation, staff, and inventory management at the strategic, tactical, operational, and real-time levels. The main motivation of this work was precisely to study models and methods to support logistics decisions at the strategic and tactical planning levels. The results from this thesis present several contributions, from the practical, methodological and theoretical perspectives. In this chapter, we summarize these contributions for each of the chapters presented in this thesis and present general conclusions and future research opportunities. This thesis provides an insightful study of Home Health Care Logistics Management Problems (HHCLMP) in the context of developing countries, where combined social security systems are present. In such contexts, part of the health service is provided by the government to the under-privilege non-working population through a subsidized system, and the other part is provided by private insurance companies in an employer-based system. The study of HHCLMP presented in this thesis, goes from a detailed review of the state of the art in the literature and in real-life HHC systems, to the development of an integrated approach to support logistics decisions in different planning horizons with hierarchical interdependency, passing through to the characterization of the features that define network design and staff management problems in HHC.
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Before the 1950s, logistics was under an undeveloped condition. Production was the main part of the managers concerned. During the 1950s and 1960s, applying innovative ideas of administration on business was a tendency. Business logistics was not an academic subject until the 1960s. (Tseng, 2005) Lewis’s study (cited in Chang, 1998) in 1956 on the role of air transportation in physical distribution was the application of “total cost concept” and it pointed out the notions of trade-off between inventory and transportation. And one of the key element of logistics, the trade-off between transport and inventory costs, was not formally recognized in economics until the mid-1880s. (Tseng, 2005) From the 1970s onwards, more and more applications and researches of logistics appeared. Due to petroleum price rise in 1973, the effects of logistics activities on enterprises grew. Slow growth of market, pressure of high
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