Elaboración del plan de negocios para marketing services outsourcing

Prestar servicios de Inteligencia de Mercados para las pequeñas y medianas empresas con el fin de diseñar y ejecutar estrategias de mercadeo y ventas basadas en un análisis previo de las necesidades de los clientes.

RESTRUCTURING of SYSTEMS and LOGISTICS of MOVEMENT and ITS IMPACT on URBAN and REGIONAL PLANNING PAULISTA

Report some of the changes in production and consumption occurring in the state of São Paulo. through the restructuring in motion systems, logistics and standards and taxation, as well as the impacts on urban spaces through new economic dynamics, imposed by the demands of corporate, is the purpose of this article. The decentralization of production and consumption towards the interior was made possible by the combination of hierarchical and ordered some basic elements such as technological innovations (ways and means of transport) and organizational (logistics, standards and taxation) which optimized the flow territorial state São Paulo. It is noteworthy, therefore: 1) the improvement of logistics as a strategy, planning and management of transport, storage and communications (including the granting of public services to private), 2) the technological improvement and expansion of motion systems (infrastructure, means of transport) and 3) the systems of rules and regulations through taxation and deregulation affect the circulatory system of a given space. Thus, both systems aims to disentangle the economic flows (goods, services, information, capital and people) and provide a more fluid territorial. The impacts on the State of São Paulo, mainly through its economic dynamics, revert positively and negatively, by changing the way one thinks and performs planning.

Brazil's emergence at the regional export leader in services: a case specialization in business services

Includes Bibliography

Toward an integrated transport policy: institutions, infrastructure and logistics - the case in Chile

This edition of the FAL Bulletin presents a summary of the major outcomes of the workshop, “Toward an integrated transport policy: institutions, infrastructure and logistics”, which was organized by the ECLAC Infrastructure Services Unit, in late 2009. The objective of the event was to analyse the various government bodies involved in the transport sector, Chile’s experience in formulating transport policy and the challenge that formulating and executing integrated policies entails.

Upgrading value chains through professional and supporting services: Lessons from three agro-industry chains in El Salvador and Guatemala

Includes bibliography

Perceived usefulness of RFID-enabled information services – a systematic approach

Even though RFID technology is currently gaining importance mainly in logistics, usage areas, such as shopping or after-sales enhancements beyond the supply chain are envisioned. Yet, while RFID hits the street it is questioned if it may undermine one’s privacy while providing few customer benefits. Meeting this criticism this paper investigates RFID-enabled information services and the drivers of their usefulness for consumers. The article claims that the more risk one associates with a product the more benefit from RFID-enabled information services is perceived. We show empirically that the nature of product risk provides a useful framework to decide on the types of RFID information services a marketer should offer to create RFID usefulness perceptions and increase technology acceptance.

The analysis and case studies of successful express logistics companies

With the globalisation of world business, the border-crossing activities between organisations have substantially increased. Organisations not only need to handle supply functions, but also play a tremendous role in demand simulation through integration both inside the firm and outside with business partners and customers. Logistics has become more and more mature and sophisticated by taking on an external focus, incorporating suppliers and customers in the business processes, with all the supply chain functions integrated into a whole. By minimising the costs in the value chain or providing customised services, logistics acts as a major source of competitive advantages and profitability. To meet this goal, it would require the integration of activities to focus on customer-oriented measures. Customer service and logistics activities are a chain of interdependent activities that supplement each other to facilitate the flow of information, goods and cash within the value chain. The absence of one activity may imply some specific channels need to supplement another unit. Generally, this paper is to study the impact of corporate strategy, technology and customer satisfaction on the firm’s performance, filling the gap of good customer service effects on long-term profits. Two international delivery providers, UPS and FedEx, are studied to realise the critical success factors of express logistics.

Increasing competitiveness of third party logistics with RFID

Competition in the 3PL market continues to intensify as providers compete to win and retain clients. 3PL providers are required to reduce costs while offering tailored innovative logistical solutions in order to remain competitive. 3PL providers can reduce costs through the consolidation of assets and introduction of cross-docking activities. Innovative logistical services can be tailored to each client via the introduction of real-time data updates. This paper highlights that RFID enabled RTE can assist in improvements of both these areas through increased network visibility. A framework is presented where the 3PL provider focuses on asset reduction, asset utilisation, real-time data employment and RTE cycle time reduction in order to enhance competitiveness. © 2011 IEEE.

The role of information and communication technology in small Italian logistics enterprises

Information and Communications Technology (ICT) is widely regarded as a key integration enabler in contemporary supply chain configurations. Furthermore, recent years have seen the vertical disintegration of supply chains as increasing numbers of manufacturers and retailers outsource significant parts of their supply chain functionality. In this environment, Third Party Logistics (3PL) providers - the majority of which are small companies - play a pivotal role. This raises important questions about the usage of ICT in this sector. However, there is a paucity of research in the field of small 3PLs with little empirical investigation into the usage of ICT by such firms. This paper presents the results of a survey on ICT systems usage in a sample of small Italian 3PLs. The results provide a technological profile of the surveyed companies, as well as an analysis of the role of ICT in customising services and of the factors influencing technology adoption.

From 3LSP (Third Party Logistics Service Provider) to 4LSP (Fourth Party Logistics Service Provider):a case study from Ireland

Increased competition, geographically expanded marketplaces, technology replication and an ever discerning consumer base, are reasons why companies need to regularly reappraise their competencies in terms of activities and functions they perform themselves. Where viable alternatives exist, companies should consider outsourcing of non-core activities and functions. Within SCM (Supply Chain Management) it could be preferable if a “one stop shop” existed for companies seeking to outsource functions identified as non-core. “Traditionally” structured LSP’s who have concentrated their service offer around providing warehousing and transport activities are potentially at a crossroads – clients and potential clients requiring “new” services which could increase LSP’s revenues if provided, whilst failure to provide could perhaps result in clients seeking outsourced services elsewhere.

A szolgáltatások ellátási láncának speciális menedzsmentjellemzői (Management specialties of supply chain of services)

Az elmúlt évtizedekben a gazdálkodástudomány kitüntetett figyelemmel kísért két – mind a makrogazdaság, mind az egyes vállalatok működésének sikere szempontjából meghatározó fontosságú – jelenséget, egyrészt a szolgáltatásoknak a hagyományos termeléssel szembeni egyre erőteljesebb térnyerését, másrészt a fogyasztói érték teremtése szempontjából növekvő jelentőségű ellátási láncoknak, illetve azok menedzsmentjének kérdéskörét. Ugyanakkor igen kevés elemzés, de kevés leíró jellegű munka is született a két jelenséget és menedzsmentproblémát összekapcsoló területről, azaz a szolgáltatások ellátási láncáról, ezen ellátási láncok kezelésének speciális problémáiról. A szerzők cikkükben a szolgáltatások ellátási láncának és menedzsmentjének jellegzetességeit, a klasszikus terméket előállító ellátási láncokhoz viszonyított sajátosságait foglalják össze a nemzetközi szakirodalom alapján. Ennek során bemutatják, hogy az ún. tiszta szolgáltatások széles körben ismert jellemzői hatással vannak a szolgáltatások előállítását és értékesítését végző ellátási láncok működésére is. Ezek a hatások és specialitások megjelennek az ellátásilánc-menedzsment irodalmában kiemelten tárgyalt mindhárom problémakörben, rányomják tehát bélyegüket mind az ellátási lánc felépítésére, mind az ellátási láncban együttműködő partnerek kapcsolatának kezelésére és végül, de nem utolsósorban az ellátásilánc-menedzsment folyamatok kezelésére. _________ In the last decades scholars have paid a lot of attention to both service operation and supply chain management. There is still limited research on the overlapping field of theses two management areas, on service supply chain specialties. This article gives a structured overview on the latest research results on this topic. Doing so the paper would like to draw attention of the Hungarian researchers to this field and facilitate these empirical researches. As described in the paper traditional service specialties (intangibility, perishability, inseparability, heterogeneity and the importance of human capital) create special management problems concerning (i) the structure of these supply chains, (ii) their relationship management and (iii) the management of supply chain processes.