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By Thomas A. Cook

Explaining why a few businesses transition new company devices effectively whereas others fight, this must-read ebook may help you safely investigate your top strategies to develop your company and extend your provide chain features. --

summary: Explaining why a few companies transition new company devices effectively whereas others fight, this must-read booklet can assist you adequately check your most sensible suggestions to develop your company and extend your provide chain features

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Extra resources for Managing growth and expansion into global markets: logistics, transportation, and distribution

Sample text

They typically combine the skill sets of sales, marketing with strategic planning, and business implementation. Business-development talent will usually possess several skill sets and have years of experience in M&A and global expansion deals. Operations Operations personnel make the business happen. They can include several areas inclusive of manufacturing, warehousing, customer service, strategic planning, business development, etc. They are the talent pool that executes what marketing and sales has sold.

19 20 • Managing Growth and Expansion into Global Markets The following two outlines depict the typical domestic and international supply-chain processes and parties. These parties are complex and convoluted and have an array of connection points that work both directly and indirectly between all the vested and stakeholder parties. Domestic Supply-Chain Parties • • • • • • • • Manufacturers Distributors State and federal agencies Warehouses Carriers (truck, rail, car, aircraft, boat) Buyers Consignees End users International Supply-Chain Parties • • • • • • • • • • • • • Manufacturers Distributors Domestic carriers Warehouses and consolidators Outbound government authorities (customs plus) Foreign carriers Inbound government authorities (customs plus) Domestic carriers Warehouses and deconsolidators State and federal agencies Buyers Consignees End users LANDED COST MODELING Landed cost modeling is an essential element of any global supply chain.

00. 00. The real landed costs annually reduced the anticipated profits of over $3 million (budgeted) to maybe $200,000–$300,000, a far cry from the original decision to move manufacturing from the home base to a foreign location. With the amount of internal disruption with the personnel and the plant, all the benefits of controlled and owned on-site manufacturing dissipated quickly. Summary of Conclusions • Landed cost modeling must be done on all options for sourcing, including domestic choices.

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