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The 7 R's of logistics are the right product, in the right quantity, in the right condition, at the right place, at the right time, for the right customer, and at the right cost. These principles are essential for efficient logistics management.
Hq usaf a4/7
Hq usaf a4/7
6 and 7
Normally 2-10 days. I have used Keello Logistics, which seems to be a third-party logistics agency. It takes 4-7 days to arrive by the airline. The main thing is that the price of shipping to the United States is cheaper and much lower than the four major international logistics companies.
Quick Response has become a core strategy to increase competitiveness and has been widely implemented in logistics. Previously, variables affecting logistics quick response have been widely studied from the perspectives of assessment on logistics performance or supply chain performance, primarily in the USA and EU contexts. This paper analyzes the key variables to assess logistics quick response capability in China. It analyzes empirical data collected from 50 experts and professionals in logistics field to identify a hierarchy of the variables. The results indicate that, in the Chinese context, internal variables have a higher impact on logistics quick response than external ones. Moreover, variable customer service was viewed as the most important one, followed by variables of time management and logistics cost. Therefore, the study results in a first layer assessment variables which is composed of the 7 internal variables.
Quick Response has become a core strategy to increase competitiveness and has been widely implemented in logistics. Previously, variables affecting logistics quick response have been widely studied from the perspectives of assessment on logistics performance or supply chain performance, primarily in the USA and EU contexts. This paper analyzes the key variables to assess logistics quick response capability in China. It analyzes empirical data collected from 50 experts and professionals in logistics field to identify a hierarchy of the variables. The results indicate that, in the Chinese context, internal variables have a higher impact on logistics quick response than external ones. Moreover, variable customer service was viewed as the most important one, followed by variables of time management and logistics cost. Therefore, the study results in a first layer assessment variables which is composed of the 7 internal variables.
Rank Provider 2006Revenue($ Millions) 1 DHL International 30,015 2 Kuehne + Nagel 14,919 3 Schenker/BAX 14,000 4 UPS Supply Chain Solutions 7,706 5 Deutsche Logistics SCM 7,200 6 C.H. Robinson Worldwide 6,556 7 Geodis 5,016 8 Agility 4,900 9 Expeditors Int'l of Washington 4,626 10 CEVA Logistics 4,600 11 NYK Logistics 4,200 12Uti Worldwide 3,561 13 Nippon Express 3,400 14 Hellmann Worldwide Logistics 3,300 15 Wincanton Logistics 3,300 16 EGL Eagle Global Logistics 3,217 17 Penske Logistics 3,050 18 ABX Logistics Worldwide 3,037 19 Sinotrans Limited 2,900 20Ryder System 2,597 21 Thiel Logistik 2,496 22 Caterpillar Logistics Services 2,400 23 Fiege Logistics 2,300 24 Kintetsu World Express 2,288 25 Hub Group 1,610 26 Schneider Logistics 1,500 27 DSV/Franz Maas 1,400 28 Menlo Worldwide 1,400 29 APL Logistics 1,310 30 Toll Holdings 1,100 31 Meridian IQ 1,000 32 J.B. Hunt Dedicated Contract Services 915 33 Arvato Logistics Services 910 34 Pacer Global Logistics Services 902 35 BLG Logistics Group 880 36 AmeriCold Logistics 850 37 Greatwide Logistics Services 810 38 Christian Salvesen 800 39 Maersk Logistics 800 40 Werner Dedicated & Value-Added Services 800 41 BDP International 750 42 FedEx Supply Chain Services 739 43 NFI Industries 718 44 Transplace 700 45 Landstar Global Logistics 683 46 Ozburn-Hessey Logistics 660 47 Phoenix International 611 48 Ruan Transportation Management Systems 600 49 GENCO 565 50 Air Ocean Group/Wice Logistics 525
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7 Up's brand rights are held in the US by Dr. Pepper Snapple Group and in the rest of the world those rights are held by PepsiCo.
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Quick Response has become a core strategy to increase competitiveness and has been widely implemented in logistics. Previously, variables affecting logistics quick response have been widely studied from the perspectives of assessment on logistics performance or supply chain performance, primarily in the USA and EU contexts. This paper analyzes the key variables to assess logistics quick response capability in China. It analyzes empirical data collected from 50 experts and professionals in logistics field to identify a hierarchy of the variables. The results indicate that, in the Chinese context, internal variables have a higher impact on logistics quick response than external ones. Moreover, variable customer service was viewed as the most important one, followed by variables of time management and logistics cost. Therefore, the study results in a first layer assessment variables which is composed of the 7 internal variables.