We Are Practitioners
Company Working Philosophy
How We Work
Code of Ethics
Case Studies and Project Stories
Scope of Experience – Corporate and Strategic Supply Chain Strategy, Planning & Analysis
Scope of Experience – Distribution Center Operations & Optimization
The Art of Analysis
Inventory Management & Control
Supply Chain & Logsitics Books
Theory of Constraints Books
Facilities Design & Devlopment Books
Inventory Control Books
History Topics Books
Writing & Presenting
Tags and Topics Display Page
Business Lessons Learned at the World's Largest Amateur Pool Tournament
The E and O of Change
360° of Heaven or Hell?
No One Told Me I Had to Be Bilingual...I Don't Speak XYZ Company, Inc.
Supply Chain Talent Gap: An Example to Consider
Supply Chain Talent Gap: Right Person (and Experience) for the Job
Logistics and Illegal Immigration: Love the Sinner, Hate the Sin
Move Over Boys, There's a New Sheriff in Town
What Happens After a New CEO Takes Over?
Your Knees May Shake but May They Always Take You Toward the Enemy
Worried About Employee Turnover? It Takes Motivation, Trust, Social Media and a Clear Vision to Keep Them From Looking
We Work with Animals
The Shirker: Not Quite a Snake but Still Pretty Slimy
The World's Best Interview Preparation Method: SOAR
The Line in the Sand: No Turning Back
The Stretch Goal: A Place on the Podium
The Business Use of Allegory
Networking: Always Seize the Opportunity
Love is in the Air...That Doesn't Mean You Have to Breathe It
Just One of the Guys...Again
How Slow Must You Go to Win?
Give a Little: You'll Get a Hell of a Lot More Than You May Realize
My Favorite Classic Instructional Video
Don't Hire Communists: A Response to Inc.'s "How to Share Company Financials With Your Employees"
Are You an Outsider In, or an Insider Out?
As Badly as You Want to Breathe
Are You Talking to Me?
The Experience Factor: Do Young Family-Owned Companies Have It?
Skin in the Game: Serious Succession Planning
Great Expectations: How Does the Family-Owned Business Deal with Transition from One Generation to the Next?
It's Your Leadership Legacy! Do You Have a Formal Exit Strategy?
Looking for a Few Good Customers? Take a Look at Yourself First
The Camera That Captures Your Past, Future and Present
Empowered to Do What? Customer Service Culture: You've Got to Be Kidding
Practitioners in History: Rudolf Diesel
Practitioners in History: William Soltau Davidson
Can Transportation Guys Do Supply Chain?
Retailers Drunk on Black Friday and Cyber Monday Wake Up Hung Over on Boomerang Thursday
Here, Beer and Everywhere
Logistics: The Science and the Art
Logisitcs as a Matter of Life and Death
Did I Hear You Say..."Who is John Galt?"
For Want of a Tape Gun
Perceived Concession: You Get What You Want and So Do We
Effective Leadership: Have You Got What It Takes to Succeed?
Do You Still Practice Tribal Knowledge Job Execution?
The Trouble With Teams
The Seven Ways to Resolve a Problem
Where Will All the Workers Come From?
The Influence Game: How to Tell How Much Clout Somebody Really Has
The Influence Game: Fight Intimidation by Spotting Deceitful People
The Influence Game: When to Use Your Influence
An Attitude of Influence
Influence With Action, Not Argument
Why Influence Matters
The Influence Game
The Hands-Free Whopper of Cognition
The Complex, Context and Cognitive Gaps
A Place Called ba: Rene Descartes and Ikujiro Nonaka Meet, Part 2
A Place Called ba: Rene Descartes and Ikujiro Nonaka Meet, and Nietzsche Joins the Party, Part 3
A Place Called ba: Rene Descartes and Ikujiro Nonaka Meet, Part 1
Teaching to Think
A Hunger for Supply Chain and Logistics Knowledge
What Is the Value of College?
Training = Programming
How Does Your Organization Learn?
What Is the Value of Time?
What Motivates You?
Proposition: What Is the Purpose of Business?
Why Is Success Morally Corrupt?
The Rule of Seven
The Story of Arthur Carstairs
Terms and Terminology: What Is a Hippie?
Thank You, Mr. Griffin...
Make More Money, Now and in the Future
Forget and Move Forward
Business Is an Intellectual Sport
All Sports Have a Scorecard
Are You Cutting or Are You Building?
The Moral Obligation of Management
Commitment to Excellence
Why Ask, "Why?"
Keep It Simple
The Foundation: Define the Victory
Discipline Is Not a Nasty Word
The Management Five
Behavior 9: Churchill Always Spoke With Clarity of Purpose
Successful leaders, like Churchill, speak with clarity of purpose to describe the vision.
Behavior 8: Churchill Was a National Leader, Not a Party Leader
How managers can use Churchill's example of a politician acting for the god of the country, not the party.
Behavior 7: A Centered Belief in Himself and His Abilities
How managers today can use Churchill's leadership style of belief in himself and his abilities
Behavior 6: Churchill Listened and Read From a Constant Feed of Information From All Source Points
How managers can embrace Churchill's need for information from all parts of the government.
Behavior 5: No Defeat in His Heart
How today's managers can learn from Churchill and not accept defeat in their heart.
Behavior 4: Churchill Kept an Even Disposition
Great leaders maintain an even disposition. How managers can learn from Churchill.
Behavior 3: Churchill Maintained a Structured Routine That Worked Best for Him
How managers today can use Churchill's habit of a structured routine to improve their effectiveness.
Behavior 2: He Depended on a Strong and Loyal Support Staff
Great leaders surround themselves with a staff that is strong, smart and loyal.
Behavior 1: Churchill Built a Strong Organization of Capable People
How today's managers can learn from Churchill the power of a strong organization and staff
Logistics Managers Are Hungry for Knowledge: Let's Feed Them
Going Back to Work: Overcoming Sexism
Ageism: The New Stupidity
Ignorance and Stupidity, Sexism and Ageism
The Difference Between Dumb and Stupid
Oidashibeya: The Explusion Room
Using LinkedIn to Search for Employment
Outside Sales People and the Supreme Court
Are You an Asset or a Resource?
Where Are You Going to Find Qualified Warehouse Workers?
The Peter Principle Defined
More Data Is Not an Answer
Closing the Hathaway Man
The Power of Patient Persistance
What Makes a Leader Effective?
Management by Ronald Reagan
Moral Profit Motive in Management Compensation
The Impact of Incentives
Can You Control With Profit Punishment?
Management: Science or Art?
Another Seven Methods of Disposing of Problems
Kinds of Problems
Glacial or Sudden Change?
How Did You Get Into Supply Chain?
The Best Performers Focus on Inventory Reduction to Improve Cash Creation
Assets and Resources
The Impact of Complex Supply Chains
Complicated global supply chain networks allow international trade to occur, including sourcing, assembling and selling products around the world.
What Is the Goal of the Supply Chain? Part 2 – Fortifying the Goal
The goals of supply management: to improve organizational knowledge and effectiveness, to increase operating cash generated now and in the future.
What Is the Goal of the Supply Chain? Part 3 – Testing For Sufficiency
What is a sufficient supply chain goal? It includes external links upward to suppliers and downward to customers with collaboration between links.
What Is the Goal of the Supply Chain? Part 1 – Establishing the Goal
The goal of the supply chain is to ensure that the business it supports fulfills its prime directive: to make more money, now and tomorrow.
Yes? No? Maybe?
The Power of Saying, "No"
Bold: Leadership for Organizational Acceleration
21st Century Robert’s Rules Of Order
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