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A Silk Road for Smoother Transportation and Logistics

In the recent years, the transportation and logistics (T&L) landscape has become a rapidly evolving business environment. More and more companies are looking to achieve a competitive edge to gain a larger global market share. With new sets of complexities emerging everyday, like new low-cost players, rising expenses, and consumers asking for more and better experiences, companies are ready to push traditional boundaries.

Growing Trends

In the world of logistics there is a constant need to do things faster, more efficiently, and with agility. Order cycle times seem to be continually shrinking, and pressures from customers call for a finely-tuned focus on supply chain execution.

Asia is not only different in terms of the modes of transportation people use, but also in the goods being transported. An air parcel might reach a door by a delivery person riding on a motorbike, not necessarily a company van as in other countries. But, the basic principle of shipping goods, tracking, and delivering on time, remains the same at the domestic and international level in almost all the Asian countries.

Rebuilding the Silk Route

As trade is once again growing between Asia and the rest of the world, T&L companies are looking to re-establish a modern “Silk Road” to connect them with rest of the world. With growing foreign direct investment in different parts of this region, like manufacturing, retail, and telecommunications, the logistics services, which connect supply chains across the region, play a vital role in Asia’s global competitiveness.

To keep up with the competition in a highly commoditized market, a company like CargoSmart wanted a solution that would empower differentiation, elevate visibility, and enable their customers to receive more value from services. A firm constructed a sophisticated event-driven, exception-management tool that enabled their clients to monitor shipments from vessel loading and trans-shipment to customers’ clearance and final delivery. CargoSmart was able to capture and act on real-time events and was able to respond to changing market conditions faster, and help its clients resolve potential delays before disruptions threatened shipments – empowering streamlined operations, reducing risk, and lowering costs.

Looking Toward the Future

The Asia Pacific region provides a unique set of challenges and opportunities. The diverse culture, the rapidly changing technological environment, and positive market growth has been instrumental in making this region one of the fastest emerging economies in the world.

As more companies want to gain operational efficiency and cost reduction, they also require better and more coordinated techniques and systems that will streamline their logistics processes. Integration and collaboration will play a larger role in handling specific technologies. As the world continues to expand and become an even larger global marketplace, companies will have to consider technologies that facilitate ease of communication.

TIBCO is taking part in the CMO Asia Summit 2013 in Macau, China from May 27 to 29. Elite buyers and sellers will gather together to have a discussion on marketing effectiveness. To take part yourself, you can follow us on Twitter and tweet us your thoughts.

Excerpt from – 

A Silk Road for Smoother Transportation and Logistics

Fazendo negócios em países onde a corrupção corre solta.

As dicas estão em uma matéria publicada na Revista Harvard Business Review de outubro/12, que trata da criação de uma empresa de telecomunicações no continente africano:

§Blindar a gestão local restringindo a alçada para gastos. Toda despesa acima de US$ 30 mil, isso mesmo US$ 30 mil, só era aprovada com autorização de todo o conselho de administração. Como o centro de decisão não era local os corruptos de plantão ficavam desnorteados, sem saber quem pressionar;

§Eleger conselheiros com conexões continentais, que permitissem a mobilização imediata das autoridades em casos de tentativa de cobrança de propina por parte de agentes governamentais. O escolhido foi um ex-secretário-geral da União Africana, que usava o discurso de que qualquer tentativa de cobrança de propina era uma vergonha para a África;

§Só participar em processos públicos de concessão de licenças – por conta dessa regra a empresa desistiu de explorar oportunidades na Guiné e em Angola.

Resumo da história: a Celtel, criada por um experiente executivo sudanês com 5 funcionários, US$ 16 milhões de capital e licenças para atuar no Malawi, Zâmbia, Serra Leoa e Congo, foi vendida antes de abrir o seu capital em Londres por US$ 3,4 bilhões para uma empresa do Kuwait, tendo alcançado um faturamento de US$ 614 milhões, investimentos de US$ 750 milhões e 5,2 milhões de clientes. E um lucro líquido de US$ 147 milhões !!! Números impressionantes para quem acha que é impossível atuar com seriedade naquele continente.

O mais irônico da história é que os mesmos bancos que haviam exigido todos os estoques de ativos como garantia de uma merreca de empréstimos (a juros escorchantes), meses antes da venda da Cia., foram os que financiaram a empresa do Kuwait na aquisição, tendo como única garantia exatamente os mesmos ativos.

Para reflexão gostaria de apresentar um trecho da música Miséria, dos “Titãs”:

Miséria é miséria em qualquer canto

Riquezas são diferentes

Índio, mulato, preto, branco

Miséria é miséria em qualquer canto

Riquezas são diferentes

Miséria é miséria em qualquer canto

Filhos, amigos, amantes, parentes

Riquezas são diferentes.

Mas já passou da hora de caçar os bilhões desviados por ditadores africanos para paraísos fiscais. E fazer algo concreto para mudar aquela realidade assustadora, sem pensar somente em quantos aparelhos celulares serão vendidos e quantas obras serão feitas.

Abraços a todos e uma boa semana,

Renato Chaves

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Fazendo negócios em países onde a corrupção corre solta.

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