Invitation : Talk on Port Strategy

MITRANS will be organizing a talk on Port Strategy to be delivered by our guest speaker , Dr. Michael Underdown from Perth, Australia . The tentative program is as follows : 


       Title         : AUSTRALIA'S NATIONAL PORT STRATEGY 
       Date        : 30th November 2010 
       Venue     : Lecture Hall , Bangunan HotCat Lama,UiTM Shah Alam 
                         (next to UPENA / RMI)
       Time        : 2.30 pm - 4.30 pm 

        
We look forward to your participation. Please extend this invitation to those who are interested or whom you believe will benefit  to join this program. 

Seats are limited (50 pax only). Kindly confirm your participation before or by the 26th November 2010 through e-mail or contact us at 03-5544 2723 (Pn. Azmin Faranaz) 03-5544 2343 / 2343 / 2348 (Puan Hazwani). 

MITRANS - Round Table Discussion@11th November 2010

There will be two round table discussions on 11 September 2010 (Thurs) organized under focus area - "Infrastructure at port" . The details of these discussions are as follows:

DISCUSSION 1 :

TITLE : THE PHYSICAL DEVELOPMENT OF PORT CITIES TOWARDS GREEN LOGISTICS

TIME : 8.30 am - 10.30 am

CONTACT PERSON : NORAINI ANOR ( 013-2757996)

DISCUSSION 2 :

TITLE : THE PLANNING OF LOGISTICS VILLAGE - A NEW CONCEPT FOR GOODS DISTRIBUTION IN PENINSULAR MALAYSIA

TIME : 10.30 am - 1.00 pm

CONTACT PERSON : SABRI ( 0139375418)

The venue for this program will be at MITRANS UiTM i-Learn Meeting Room. Please liase with the assigned contact person(s) if you are interested to join

What is the Green Economy?

What Is The Green Economy And What Does That Mean For You?

The Green Economy is a movement which is directed toward introducing a more thorough manner of bringing green practices and sustainable resources into a normal routine of people all over the world. It's going to be important to make sure that we all start using less and recycling products more if we hope to actually keep this planet healthy enough for us to live on long into the future. Ultimately, the movement of the Green Economy is the way that the planet is going to have to move if we want to ensure the longest possible future for coming generations.

If you want to make this happen, however, you need to start looking into the Green Economy now. It's one thing to start making small changes in our personal lives which can have a big difference on the harm which is coming to the planet. Small changes will only get us so far, however, as commerce is one of the biggest contributing harms which comes to the environment. Starting to bring the Green Economy into the workplace is going to be essential if you hope to save the planet from utter destruction from the overuse of natural resources.

You should be able to start making a difference within the Green Economy movement by starting smarter practices in the workplace. Find ways to reduce the amount of trash which is being produced and conserve as many resources as possible. This is still not enough, however, and you may want to think about how you could begin to adapt your business so that you are more in line with taking the Green Economy even further. Focus on the ways in which you can start selling green products and services in addition to using more eco-friendly practices in the workplace.

One of the biggest ways that you can give the Green Economy more success is by looking into jobs which promote the use of sustainable energy. Wind and Solar power are two outstanding ways in which you can generate electricity without using much and adapting your business to these sources can help you be a vital part of the Green Economy. Any steps that you take which are going to make it easier for you to make the smallest possible carbon footprint will prove to be a vital part of turning the Green Economy into a vital part of the global marketplace and helping to ultimately make the world a healthier place.

Read more: http://www.articlesbase.com/business-articles/what-is-the-green-economy-and-what-does-that-mean-for-you-1914749.html#ixzz14UIzq9Pg

Cost Optimization and Competitive Pricing for 3PL Companies (04.11.2010)

Below are some snapshot of the event :

The organizer, Sahidah Zakariah (baju kurung)
with our team researcher, Roslina Ahmad

Slide snapshot from Dr. Amin

Dr. Mohamed Amin Kassim, our
speaker today

The panel members

Roslina, Bob and Mr. Joshua from MITI

The workshop

Bob from MITRANS, in action

En. Saiful, Logistics Officer from Phytes Biotek

Pn. Norazlina (left) from SA Kargo

Farid, our researcher with Dr. Amin





Cost Optimization and Competitive Pricing for 3PL Companies (Highlight)

Date : 04/11/2010

Time : 1.30pm - 5.30pm

Location : Seminar Hall, UiTM International Centre

Our team has attended the workshop this afternoon, organized by MITRANS. With the main title focusing on the competitive pricing for 3PL companies in Malaysia, the workshop has been attended by the practitioners from the industry and the academicians from UiTM. Started at 1.30 noon until 5.30pm.

A very good workshop that discussed the current issue and way forward for 3PL companies in supporting Malaysia competitiveness as a trading country, Dato’ Samsudin Abd. Rahman a Managing Director from SA Kargo has highlighted three main criteria on how the 3PL to remain competitive in their pricing strategy.

1. Integrated supply chain
2. Consolidation
3. ICT involvement

Dato’ Samsudin in his presentation “Competitive Pricing in Logistics Industry Towards Long-run Sustainability”, also highlighted in order to achieve this, it requires a coordination and support from all parties within the supply chain network.

The second presentation from Dr. Mohamed Amin Kassim, Deputy MD for Century Logistics Holdings Bhd. He is also a member of Malaysia Logistics Council and a very strong supporter of MITRANS. In his presentation “Cost Optimization through Efficient Practice in Logistics Industry Towards Competitive Pricing”, Dr. Amin highlighted the level of 3PL competitiveness in Malaysia as an origin and destination for the exporters and importers.

While it is relatively competitive for Malaysia in comparing with other countries, but still require a lot of things and review with regards to current policies and infrastructures.

The workshop was then followed by a panel discussion and questions from the participants.

Lower cost doesn’t means to sacrifice the service levels, but encourage the players to think and execute the most effective and efficient ways in managing the cost to remain competitive for their future sustainability.

While, we agreed that nobody can’t work in silo within the supply chain network, this workshop is a good platform to integrate and promoting further cooperation between the stakeholders. Some challenges, moving forward are the government decision to liberalize the logistics industry by 2013. 

Further study will be carried out by MITRANS researchers to come up the cost optimization modeling. The study will be lead by Dr. Jaafar Pyeman from MITRANS.

Malaysia Institute of Transport (MITRANS) is organizing series of forum and workshop with regards to the latest issue in logistics and supply chain.

We will update you for future workshop.


Clink here for the snapshot 
http://greenandsustainability.blogspot.com/2010/11/cost-optimization-and-competitive_1097.html

What is Green Logistics?

‘Green Logistics’ is the modern transportation systems in which improve the cost, efficiency and reliability of freight and passenger transport systems with environmentally concerns or friendly. In other words, it means “Environmentally-friendly and efficient transport and distribution system, quoted from Green Logistics (The Paradox of) research by Jean-Paul, Brian Slack and Claude Comtois. The ‘Green Logistics’ is a the CO2 emission from the transportation system but how this can be happen as we know the effective operating cost for freight is using diesel and about the efficiency and reliability is to manage it in systematic order with the profound in technologies. 

The Green Logistics is the modern transportation system to improve the cost, efficiency and reliability of freight and passenger transport system with the environment concern.  The Green Logistics footprint focus on the efficiency of freight movement related to externalities and cost effectiveness. 

For now, the transports sector has contributed 97% emission of CO2 which identify have reconstruction of greenhouse gas concentration in the atmosphere.   An increase of transportation needs will versus the reducing of CO2 in meeting Malaysia commitment to reduce 40% emission by year 2020 from 2005 level. The Green Logistics footprint provides an opinion on the Green Supply Chain initiative with effective solution in managing the logistics sector together with the environment concern.

Stay tuned with us, more updates will be coming soon.

 

Workshop on Cost Optimization and Competitive Pricing For Third Party Logistics in Malaysia

Malaysia Institute of Transport (MITRANS) will be organizing a Workshop on Cost Optimization and Competitive Pricing For Third Party Logistics in Malaysia. The details of the workshop are as follow:

        Date      : 4th November 2010
        Time     : 1.30 pm - 5.15 pm
        Venue   : Seminar Hall, UiTM International Centre, Universiti Teknologi MARA,  
                        Shah Alam.


Please contact us at +603 55442638 (Ms. Sahidah) to confirm your participation.

Click below for the details of the workshop:

http://www.scribd.com/doc/40675870/MITRANS-workshop

Regards
Be Green Team

What is Reverse Logistics?

Many organizations and individuals have tried to define Reverse Logistics. According to Reverse Logistics Association, the term “reverse logistics” as all activity associated with a product/service after the point of sales, the ultimate goal to optimize or make more efficient activity, thus saving the organization money and environmental resources.

Another definition from various researchers are summarize below,

Reverse logistics is defined as;

. . . the process of planning, implementing and controlling the efficient, cost-effective

flow of raw materials, in process inventory, finished goods and related information

from the point of consumption to the point of origin for the purpose of recapturing

or creating value or for proper disposal. (Rogers and Tibben-Lembke, 1999, p. 2.)

Practically all businesses must deal with returns of some nature because of issues such as

marketing returns (i.e., customers change their minds or find the product unacceptable), damage or quality problems, overstocks, or merchandise that is brought back for repairs, refurbishing, or remanufacturing. Norek (2002) provides an indication of the sheer volume of returns generated in many companies. He notes that returns range from 3% to as high as 50% of total shipments across all industries; various industry studies put the true costs of returns at 3–5% of sales; and, for traditional brick-and-mortar retail operations, returns are three to four times more expensive than outbound shipments.

Rogers and Tibben-Lembke (1999) provide greater insight into the variations by industry type. For example, the magazine publishing industry is subject to the highest reported returns (50%). Magazines have a short shelf life; if they do not sell close to the publication/cover date, they are returned or dumped. Other industries with high average returns include book publishers (20–30%), catalog retailers (18–35%), and greeting cards companies (20–30%). At the other end of the spectrum are companies such as mail order computer manufacturers (2–5%), consumer electronics (4–5%), and household chemical manufacturers (2–3%).

Reverse logistics and handling returns present a formidable challenge for companies. Many

times internal issues impede the development of a good reverse logistics program. Rogers and Tibben-Lembke (1999) surveyed firms about the kinds of issues that cause difficulties and limit their success in the area. The most common reasons cited include: (1) Importance of reverse logistics relative to other issues (39.2% of respondents); (2) Company policies (35.0%); (3) Lack of systems (34.3%); (4) Competitive issues (33.7%); (5) Management inattention (26.8%); (6) Financial resources (19.0%); (7) Personnel resources (19.0%); and (8) Legal issues (14.1%) (Rogers and Tibben-Lembke, 1999, p. 33).

Sources:

Norek, C.D., 2002. Returns management: making order out of chaos. Supply Chain Management Review 6 (3), 34–42.

Rogers, D.S., Tibben-Lembke, R., 1999. Going Backwards: Reverse Logistics Trends and Practices. RLEC Press,

Pittsburgh, PA.

Puma's Sustainable Supply Chain

Supply chain sustainability reporting is a key feature of Puma’s overall sustainability strategy. At the GRI Global Conference in Amsterdam, sporting goods manufacturer Puma, in cooperation with the Global Reporting Initiative, announced its intention to expand environmental considerations and improve working conditions throughout their strategic supplier network.

Those responsible for more than two-thirds of all Puma products will receive GRI certified training on transparent measurement and reporting on their sustainability performance using the GRI G3 Guidelines – the world’s most widely-used framework for sustainability reporting. These twenty Puma suppliers are based in China, Vietnam, Cambodia and other countries. The first sustainability reports are expected to be released in 2011/2012.

Reiner Hengstmann, Puma’s Global Head of Social and Environmental Affairs said, “Without sustainable suppliers, we will not be able to produce sustainable products or credibly report about Puma’s own sustainability initiatives.”

Puma originally joined a GRI pilot project called “Transparency in the Supply Chain” back in 2006. Under this project three South African Puma suppliers were trained on issuing sustainability reports. Managers learned how to measure sustainability concepts such as waste diversion, energy efficiency, and other performance indicators.

As the result of this training Impahla Clothing, a Puma supplier in Capetown, was the first carbon-neutral garment supplier on the African continent in 2009. Impalah's 2009 Sustainability Reports reveals a 40% increase in production, a doubling of its permanent staff, and a 10% drop in absenteeism. The company's bottom line improved through the cost savings gained.

Similar projects are underway in China, South Asia, Turkey, and Portugal. By engaging with its vendors and offering them further resources, PUMA has empowered these companies to proactively address the weak points in their operations, while also giving them the tools to find those improvements independently.

Many companies can learn from PUMA's leadership. PUMA has added value to its offering by changing its corporate mission from the most 'desirable' sporting brand, to 'desirable AND sustainable.' Once accused of having low labor standards, Puma is now emphasizing transparency and using supply chain reporting as a central part of its strategy to become the most sustainable sport-lifestyle company in the world.

Article from : http://thegreenmarket.blogspot.com