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Blueprint for Success: Logistics (Second Edition)

View logistics as the key to gain a competitive advantage and discover how to use logistics functions and supporting processes to profoundly impact your organization's bottom line in this updated second edition of ...

Type: Reports and Books  Topics: Logistics, Supply Chain Management  Processes: 4.0 Deliver Products and Services, 4.5 Manage logistics and warehousing, 4.5.1 Define logistics strategy, 4.5.2 Plan inbound material flow, 4.5.3 Operate warehousing, 4.5.4 Operate outbound transportation, 4.5.5 Manage returns; manage reverse logistics  Industry: Consumer Products/Packaged Goods, Electronics, Logistics, Machinery Equipment 
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Five-Stage Approach to Implementing a Knowledge Management System

Infosys  uses a five-stage approach to developing and implementing knowledge management system solutions.

Type: Case Studies  Topics: Content management, Knowledge and Information Management, Information Management, Information Systems, Information Technology, Information Sharing, Portals and Collaboration  Processes: 12.3.2.5 Develop new knowledge management approaches, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.2 Assess knowledge management capabilities, 12.3.2.6 Implement new knowledge management approaches, 12.3.3 Identify and plan KM projects, 12.0 Manage Knowledge, Improvement, and Change, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 7.1.3 Manage the IT portfolio, 7.0 Manage Information Technology, 7.1 Manage the business of information technology, 12.3.1.7 Assess IT needs and engage IT function, 12.3.1 Develop KM strategy  Industry: Logistics 
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Change Initiatives Require Stakeholder Focus

To effectively implement any change, an organization needs to secure buy-in and feedback from the employees and other internal individuals who will be affected by the change.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management, KM Change Management, Knowledge and Information Management, Knowledge Management (KM)  Processes: 1.1.4.1 Align stakeholders around strategic vision, 1.1 Define the business concept and long-term vision, 1.1.4 Establish strategic vision, 1.1.4.2 Communicate strategic vision to stakeholders, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 12.4.2 Design the change  Industry: Computers, Energy and Utility, Government/Military, Logistics, Telecommunication 
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Defining Change to Support Stakeholders

When implementing any change, organizations should communicate the impacts it will have on all relevant stakeholders.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management, Internal Corporate Communication  Processes: 12.4.1.6 Define scope, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.8 Define future state, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change  Industry: Computers, Financial Services/Banking, Government/Military, Logistics, Telecommunication 
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Conditions Necessary for Successful Change

Organizations that successfully implement change usually exhibit the characteristics described in this article.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management  Processes: 12.4.1.2 Assess readiness for change, 12.4 Manage change, 12.4.1 Plan for change, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change  Industry: Computers, Financial Services/Banking, Government/Military, Logistics, Telecommunication 
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The Importance of Prioritizing Change Events

Improvement requires change, and sometimes, ideas for improvement abound. Organizations must educate themselves about the proposed changes and prioritize efforts.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management, Organizational Improvement, Process, Project Management  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 12.4.1 Plan for change  Industry: Financial Services/Banking, Logistics, Telecommunication 
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Involve All Levels of Staff in Change Efforts

All levels of staff must be involved in organizational change for it to be effective and sustainable.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management  Processes: 12.4.1.4 Engage/identify champion, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.5 Form design team, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change  Industry: Computers, Logistics, Telecommunication, Transportation/Freight Carriers 
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Anticipate and Overcome Resistance to Change

When implementing any kind of change, an organization must prepare to meet some degree of resistance.  Learn how best-practice organizations Graybar, Grants.gov, IBM, and American Express developed strategic ...

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management  Processes: 12.4 Manage change, 12.0 Manage Knowledge, Improvement, and Change, 12.4.1 Plan for change, 12.4.1.12 Identify barriers to change, 12.4.1.13 Determine change enablers  Industry: Computers, Financial Services/Banking, Government/Military, Logistics, Telecommunication 
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Reverse Logistics: Backward Practices That Matter (Best Practices Report)

Ignore reverse logistics at your peril!

Type: Reports and Books  Topics: Lean, Business Excellence, Quality, Logistics, Supply Chain Management, Quality Measurement, Measurement, Six Sigma, Returns Management, Reverse Logistics  Processes: 4.0 Deliver Products and Services, 4.5.1 Define logistics strategy, 4.5 Manage logistics and warehousing, 4.5.5 Manage returns; manage reverse logistics  Industry: Aerospace, Distribution, Logistics, Pharmaceutical 
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Reverse Logistics - Carolina Logistics Services Case Study

Carolina Logistics Services (CLS) has been in the reverse logistics business for more than 20 years.

Type: Case Studies  Topics: Lean, Business Excellence, Quality, Logistics, Supply Chain Management, Quality Measurement, Measurement, Returns Management, Reverse Logistics  Processes: 4.5.1 Define logistics strategy, 4.0 Deliver Products and Services, 4.5 Manage logistics and warehousing, 4.5.5 Manage returns; manage reverse logistics  Industry: Logistics 
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  • Nonmember Price: $50.00
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