Changes in information and communications technology, international trade liberalization and advances in transportation have enabled the rapid spread of the supply and distribution networks of businesses out of local and national constraints and onto a global stage. This has dramatic implications for all businesses and not just for the large multinational corporations with their global operations dispersed across the world.

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India- the mystical East- happens to be the second largest source of skilled human resources for the knowledge based global economy. India makes up for more than 30% of skilled workers brought to the US under the US H1B visa. India is not only a supplier of skilled manpower, rather also a key player in knowledge creation. Many of highly skilled Indians are working in top knowledge centers across the globe- NASA, ESA, World Bank and so on.

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It is wonderful to be successful, to win the game, to land the contract, to get the promotion. It gives you a warm glow inside, a feeling of satisfaction to savour and enjoy and that is how it should be. If you are successful you are entitled to that feeing – it is healthy and it is important to celebrate success.Winning again and again can reinforce our belief that we have been doing the right things, making the right decisions and getting the just rewards for our efforts in return. Logically we look to repeat the magic formula that has been working for as long as we can. “Happy days! Long may it last!” we might say.

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It is common knowledge that Mexico’s manufacturing cost competitiveness (taking into account labour cost and productivity), together with its young workforce and work ethics, has sparked a steady growth in clusters in skilled and high-skilled industries such as automotive, aeronautics, and electronics. These clusters mainly occupy strategic locations in central states such as Guanajuato, Aguascalientes, Puebla (automotive), Queretaro (aeronautics) and Guadalajara (electronics) with good transport links and access to a large pool of qualified workers.

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INTRODUCTION

Good afternoon ladies and gentlemen.

Over the last 15 years or so I have had the, dubious privilege and opportunity to look deeply into the inner workings of up to a 100 warehouses all over the world – here at home in Ireland, in Britain, Europe, the Middle East, Asia and North and South America.

60 to 70 per cent of these warehouses have been in manufacturing industry –in sectors such as pharmaceuticals, medical devices, food, beverage and industrial equipment. While all warehouse facilities that support manufacturing operations have fundamentally the same processes, one of the things that has struck me most on my travels is the divergence of standards, practices and performance across these different facilities. There is a big gap between the best-in-class and the also-rans.

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21st Century Warehousing: Strategy and Operation

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21st Century Warehousing: Strategy and Operation  

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