Assignment:

1) Example of a informal proposal report is located in the attatchment

2) Instructions from the professor:

Unit VII Proposal Create the introduction, body, and closing for your research proposal that you began in Unit VI. Include research from the sources you located in the last unit to help you build an effective proposal. Organize the body of your proposal clearly so that readers can locate the essential information easily, including at least one visual. Use the example proposal I uploaded. Submit the entire proposal in this unit, including the first two pages and the reference page you created in the last unit. Remember that your reference page should only include the sources that are cited within your proposal. Your research proposal should be a minimum of eight pages, including the work that you submitted in the previous unit.

3) Unit VI paper and references to be included in this assignment:

Uploaded file

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Running Head: RESEARCH PROPOSAL 0 Research proposal Institution Name Course Date Introduction The proposal is actually meant to analyze the ways in which the business is actually trying to purchase a new vehicle to be used in the operation of the business. For quite a long time, the business had been having a problem in dealing with the current vehicle because is actually in the competitive world. As a matter of fact, the business needs to run its operation in a smooth way so that it can be able to survive in the market. It is the responsibility of all the businesses to analyze the easiest and possible way of actually increases their returns (Miner, 2015). Purpose The additional vehicle is very important in actually reducing the costs of operation in the business. This will generally have an impact of increasing the overall returns of the business. For quite a long time, the business has been incurring unnecessary expenses in the acquisition of a different vehicle from other business units. There are some advantages which accrue to any business which does not hire any kind of machines. For instance; businesses which have their own assets will in the long run cut on the cost of production. There is an economical reason for actually making that kind of purchase because this vehicle will actually ease the transportation of goods and services to the required destination at the right time without actually going bad as a result of taking long to reach the required place. Analysis has been made to ensure that the proposed acquisition of the new vehicle. It is always very expensive to deal with the hired assets because the maintenance costs are very high since the assets are not actually brand. The new vehicle will have some advantages in the acquisition of new assets. For instance; the mileage for a new vehicle will be able to enjoy an extended mileage for quite a number for years to come. Summary As a matter of fact, businesses are supposed to actually go for the best as it cannot be able to deal with those assets which cannot be able to make them incur costs which would not have been incurred if at all the business had purchased the new vehicle. The business is supposed to accept the acquisition of this vehicle since the analysis has shown that purchase of new asset will have an extended advantages. Since it is the responsibility of any given business to actually increase their returns by decreasing their returns, then they are obliged to make good use of the right procurement (Nunoo, 2014). From the analysis, it is clear that businesses are in a position to ensuring that they engage in the right business decision in order to ascertain the which business portfolio is going to give the required output level within a very short time. If the business wants to compete with the other rival companies then it must be able to look for ways which can make them move into the next level. Proper research should be done to ensure that they conduct their business in a professional way. References Miner, J. (2015). Models of proposal planning & writing. Place of publication not identified: Greenwood. Nunoo, E. K. (2014). Research Methods and Proposal Writing – 1: A compendium of basic steps in social science research & proposal writing. Saarbrücken: LAP LAMBERT Academic Publishing.
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BENTLEY, MICHAEL1 [email protected] Source: Logistics Management. Feb2017, Vol. 56 Issue 2, p42-47. 5p. Document Type: Article Subject Terms: *Supply chain management*Containerization*Water freight*Business logistics Company/Entity: Amazon.com Inc. DUNS Number: 884745530 Ticker: AMZN 541614 Process, Physical Distribution, and Logistics Consulting Services482113 Mainline freight rail transportation483211 Inland Water Freight Transportation Abstract: The article overviews the efforts of international electronic commerce company Amazon.com Inc. to initiate its freight forwarder license for ocean container shipping. Particular focus is given into the company’s signing of the Air Transport Services Group deal as freight forwarder for ocean container shipping. It also mentions the marketing position of the company in terms of ocean container shipping. Global Logistics Then came another bold step: Amazon signed a deal with Air Transport Services Group to lease 20 Boeing 767 aircraft to shuttle merchandise around the U.S. as part of the online retailer’s efforts to reduce its high shipping expenses. Combined, these moves confi rm earlier reports that Amazon is planning a global expansion of its “Fulfi llment by BY MICHAEL BENTLEY Michael Bentley is a partner at Revenue Analytics, a tech-enabled consulting firm in Atlanta, Ga. He can be reached at [email protected] For more information, visit revenueanalytics.com. In late 2015, Amazon received a license from the U.S. government to act as a freight forwarder for ocean container shipping. That approval came on the heels of Amazon winning a similar license from the Chinese Ministry of Commerce. Armed with licenses from both countries, the online retailer is now positioned to buy space on container ships at wholesale rates and resell at retail rates, which will allow the company to connect two of the world’s largest markets while cutting out competitors. Amazon” service, which provides storage, packing and shipping to small independent merchants that sell products on Amazon’s Website—a project dubbed “Dragon Boat.” By signing the Air Transport Services Group deal and receiving a license to act as a wholesaler for ocean container shipping, Amazon once again can reduce its infl ated shipping costs and reliance on thirdparty logistics providers. As evident from the recent Hanjin bankruptcy, shipping and air cargo companies can expect to see a continued shrinking market as Amazon enters the fray. Just as Amazon’s retail competitors have had to develop new strategies in order to survive, Amazon’s newest competitors will need to determine what they can learn from the online retail conglomerate, and then move resources to the most advantageous and vulnerable areas of their industry. Where do we stand? Given Amazon’s new deal with Air Transport Services, freight forwarders and air cargo companies have reason to worry that they are the next vertical to be disrupted. Because of this, the shipping industry can expect to see a decline in demand and heightened price competitiveness. In 2015, the top fi ve ocean freight forwarders were listed, in order, as: Kuehne + Nagel, DHL, Sinotrans Limited, DB Schenker and Pantos Logistics. These companies should look to Amazon’s e-commerce sales last year, which blew their biggest competitor—Walmart—out of the water, as an example of what their futures could hold if they don’t make some drastic changes. In fact, one freight forwarding giant has already fallen. As mentioned above, Fighting Amazon’s supply chain takeover 42 LOGISTICS MANAGEMENT | FEBRUARY 2017 LOGISTICSMGMT.COM LOGISTICSMGMT.COM scmr.com Supply Chain Management Review FEBRUARY 2017 | LOGISTICS MANAGEMENT • November 2016 4343 Amazon’s investments in freight forwarding and air transport present new competition to logistics providers. Here’s how freight forwarders and air cargo companies can adapt and survive. 44 LOGISTICS MANAGEMENT | FEBRUARY 2017 LOGISTICSMGMT.COM Global Logistics: 3PL Management the world has just witnessed the largest container shipping bankruptcy in history with the collapse of South Korean shipping line Hanjin, the world’s seventh-largest container carrier. While the full extent of the Hanjin fallout is not yet known, companies should be worried that, as competition decreases, Amazon will have an even greater opportunity to swoop in and dominate the market. As for the air cargo industry, the following are the number of planes in some of the biggest companies: United Cargo, over 700; FedEx, over 600; UPS, 237; and DHL, 120. While so far Amazon has only a small number of planes compared to these established companies, they must continue to monitor both the progress of Amazon’s investments in the industry and how they perform at a comparable profitable rate. There are steps, however, that the shipping and cargo industries can take to ensure they adapt, survive and even thrive in the world of Amazon. Below, I examine how this new endeavor will affect these industries and what both can do to combat the latest expansion of Amazon’s ever-growing footprint. Takeaway No. 1: You can’t ignore this The competition from Amazon comes amid a welldocumented decline in revenue for shippers in the past several years. In 2014, revenue decreased 3% compared with 2013, following a 5% decline from 2012. As of 2015, industry revenue remains more than 16% below its 2008 peak, according to a report from AlixPartners. With the freight forwarding industry already seeing downward pricing pressure and greater internal competition, the danger of some companies failing even before Amazon’s entry was a real possibility. Given the fresh state of turmoil, Amazon will undoubtedly make things worse for companies that do not appropriately prepare. In fact, freight forwarders that willfully ignore this move will not survive past the next few years, as Amazon sinks its highly analytical teeth into the market. While the problem is less immediate for air cargo companies, those in the industry that take this change seriously will be better situated in the long term to compete with Amazon. This is largely because air cargo firms have a better business model than freight forwarders and have shown strong revenue growth in the past decade. But, they shouldn’t get too comfortable. Air cargo companies face many of the same challenges as freight forwarders in that Amazon will invest significantly in leveraging analytics and cost-cutting practices to become highly competitive with current companies. The best thing they can do is to establish a strategy that makes them well positioned to compete with the e-commerce goliath. If freight forwarders and air cargo companies follow the strategy outlined below, they will be well equipped to drive profitable revenue growth and remain competitive. Takeaway No. 2: Imitation will get you nowhere As many retailers have learned, freight forwarders and air cargo companies should not try to imitate Amazon. The online retail giant has a notable track record of beating incumbents in every market it enters, and that’s largely due to the fact that companies mistakenly try to copy their strategies. Additionally, Amazon uses some of the most sophisticated analytics and technology available. Freight forwarders simply do not have the resources to compete at the same level and those who try may not be able to maintain a reasonable level of competition. It is expected that Amazon will replicate their existing small package business model in the United States. This means that they will buy at a higher capacity than their competitors and use more advanced analytics, resulting in a faster and more efficient delivery model. Based on volume, scale and buying power, Amazon will command more attractive pricing than other freight forwarders, enabling them to secure capacity at a lower cost and ensure profitability as they fill that space more easily than competitors. Besides its sophisticated analytics, Amazon has another distinct advantage: The incredible support of its shareholders has allowed for a business model that places profits second to the goal of growing market share first. No freight forwarders or air cargo companies can say the same. Many of these companies are already seeWhile the full extent of the Hanjin fallout is not yet known, companies should be worried that, as competition decreases, Amazon will have an even greater opportunity to swoop in and dominate the market. 46 LOGISTICS MANAGEMENT | FEBRUARY 2017 LOGISTICSMGMT.COM Global Logistics: 3PL Management ing a declining profit growth rate and any further cuts could result in a cessation of business. Ultimately, companies that take on reactionary tactics to Amazon’s moves in an attempt to retain market share will not be able to sustain them in the long term. These companies cannot compete with Amazon’s boundless resources and will only lose money by trying to copy them. Takeaway No. 3: Focus on where you can grow market share As Amazon grows its presence in the market, freight forwarders will struggle to compete, and that means even more industry infighting. As mentioned earlier, the top ocean freight forwarders include Kuehne + Nagel, DHL and Sinotrans Limited—all of which already compete aggressively for market share. Given this ultra-competitive environment, freight forwarders should focus on areas where they possess a strategic advantage in capturing and growing market share. The most obvious place to look is in commodities Amazon does not ship, such as agriculture, automotive, building supplies and heavy machinery. While the consumer goods and retail space will surely decrease for freight forwarders, companies that focus on capturing share in these less competitive segments will establish a position of strength, leading to the potential to drive significant organic revenue growth outside of Amazon’s core segments. However, freight forwarders exploring these spaces for the first time will face an uphill climb. With Amazon’s expected impact on the market, these companies will no longer be able to use the project-by-project tactical approach that is the industry norm. Amazon’s resources, especially in sophisticated analytics and data, will squeeze companies who refuse to change their business models. Conversely, air cargo companies will have a stronger recourse for fighting Amazon. While UPS and FedEx both experienced strong growth in 2015, they should not become complacent. Companies that currently dominate the air cargo industry will eventually be forced to lower costs to compete with Amazon, and those with reputations for delays and logistical problems will see shrinking revenue streams. Although both UPS and FedEx are currently experiencing success, Amazon’s foray into the market means they will no longer be able to maintain their current business strategies in the long term. Both air cargo companies and freight forwarders must look for areas where they have a differentiated value proposition. Just as Amazon has built a reputation as an expert in retail products, companies that have known value in specific niches must leverage them to maintain, and possibly increase, market share. Takeaway No. 4: Ramp up your analytics Amazon uses advanced analytics in every aspect of its business. When they apply this analytical rigor to the shipping industry, companies that do not implement similar tactics will see their pricing actions consistently outmaneuvered and business taken away. As I mentioned before, companies cannot and should not exactly match Amazon’s business practices. However, those that cannot present credible, high-level numbers to back up their business proposals and contracts will see clients begin to disappear. There are two techniques freight forwarders should consider implementing: 1BEHAVIORAL SEGMENTATION. Rather than relying on dated business segments and a one-size-fitsall solution utilized by much of the industry, those that leverage their unique business models and historical data to study which products and customers generate the most volume and profit will be able to use that information to adjust prices accordingly. 2PRICE SENSITIVITY. Freight forwarders that use their wealth of transaction-level data to measure how sensitive customers are to price will allow them to make the necessary changes to streamline processes and determine how much they should raise or lower rates, driving profitable growth. Air cargo companies should implement these same techniques. As Amazon invests more resources The most obvious place to look is in commodities Amazon does not ship, such as agriculture, automotive, building supplies and heavy machinery. LOGISTICSMGMT.COM FEBRUARY 2017 | LOGISTICS MANAGEMENT 47 into understanding the industry, it will begin to realize where costs can be cut and prices can be lowered. Companies that prepare for this will be much better prepared to stay competitive and retain current clients. They can do this by leveraging available data to ensure that they have a holistic understanding of their own internal practices, as well as those being used by competitors. These bespoke solutions have seen huge success in the U.S. retail market. Using a myriad of competitor and merchant data, companies have been able to scientifically determine where and when lower competitive prices should be matched, as well as answering when value-added components offset higher prices. In fact, one leading consumer goods retailer saw a 6.8% revenue uplift when using this targeted approach, with a 30% uplift in select product lines, equating to tens of millions of dollars when extended across the organization. Amazon didn’t become one of the most sophisticated companies in the world overnight, and neither will anyone else. The best way to implement change at a company is to treat it as a unique entity. While some companies look to cookie-cutter approaches and generalized software, it is much more beneficial to invest in a bespoke solution specific to their own businesses. This approach will deliver organic revenue growth and a greater return on investment. One major ocean freight company used comprehensive statistical analysis to develop an analytically driven pricing framework and corresponding strategy. This approach identified an opportunity to lift gross profit by 4.2% annually, driving change across analytics, data management, corporate strategy, business processes and operations. These types of investments prove that profitable growth is still possible in the shipping industry. Companies that invest internally to identify where opportunities exist to drive revenue growth are much more likely to succeed than those who simply price match against competitors. A first step This is only Amazon’s first step toward entering the $350 billion ocean freight market. Even when companies implement advanced analytics and figure out where they can compete with Amazon, there will be additional challenges as the conglomerate continues to pour money and resources into the industry in order to fully integrate across verticals. Amazon’s growth leaves up for grabs only a percentage of the demand that existed before for retail. Those in the space that continue to compete as before will be forced to price their services at unsustainable rates. This shaky business model will put them at significant risk of being out of business within the next several years. Instead, the freight industry can best combat this by further exploring other B2B commodities that Amazon does not ship. Companies that focus on these areas will improve their chances of locking down those markets, and achieving market share growth. This will stall the inevitable rise in competition from companies shut out of the retail market and in need of fresh sources of revenue. Although Amazon is still in the early stages of entering the air cargo industry, companies in the space should be concerned that Amazon will underbid them and fully integrate its shipping process, providing an end-to-end solution from warehouse to doorstep. There is already significant downward pricing pressure in the shipping industry, and Amazon’s entry is sure to create even more aggressive competition in the space. The best course of action is to push hard to leverage analytics in an effort to capture market share in products Amazon does not sell (cars, commodities, agriculture, etc.). Only by establishing a position of strength in the remaining markets will these companies survive and potentially thrive. As Amazon prepares to extend its reach further into the retail supply chain industry, failing to act is no longer an option for shipping companies. This supply chain power play may be the catalyst that sends the industry into a Darwinian scenario of survival of the most analytically fit. • Although Amazon is still in the early stages of entering the air cargo industry, companies in the space should be concerned that Amazon will underbid them and fully integrate its shipping process, providing an end-to-end solution from warehouse to doorstep. Copyright of Logistics Management is the property of Peerless Media and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use. Author AffiPartner at Revenue Analytics, Atlanta, Ga. ISSN:
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How to Run a Dockless Operation in Your Warehouse. Images   Authors: Will, Alan1 Source: Material Handling & Logistics. Sep2016, Vol. 71 Issue 8, p23-26. 4p. 2 Color Photographs. Document Type: Article Subject Terms: *Fully autonomous automobile driving*Warehouses — Management*Industrial productivity*Warehousing & storageBusiness logistics — United States NAICS/Industry Codes: 493190 Other Warehousing and Storage493110 General Warehousing and Storage236220 Commercial and Institutional Building Construction The article focuses on the trends on the use of fully autonomous automobile driving automobiles and material handling solutions technology in business logistics firms in the U.S. Topics include the benefits of technological loading and unloading operations for logistics distribution centers, the popularity of telescopic conveyors in materials handling and the improvements in work ergonomics to increase productivity. Author Affiliations: 1president, PWG Distribution Solutions LLC (www.pwgds.com) a Dockless Operation in Your Warehouse Telescopic conveyors are the warehousing equivalent of self-driving cars. » By Alan Will Tf*he dock is the conduit all inventory must pass through. It is the physical connection with the outside world, yet dock operations can be one of the most neglected areas of a facility when companies modernize their warehouse operations. The dock area can also be one of the most labor-intensive and hazardous areas. In that regard, dock operations are ripe for careful analysis and use of the most effective material handling solutions available in the market today. Common to all dock operations is the need for speed and efficiency as both shippers and carriers need to have product on the road heading for the next destination. Trailers must be loaded and unloaded quickly and product sequenced in a “last in, first out” fashion. These operations can be very labor-intensive as pallets stacked with parcels are brought into trailers on pallet trucks or forklifts and then items manually removed from pallets and stacked on the trailer floor. Likewise, unloading operations can be equally manpower-intensive as parcels have to be stacked on pallets and shuttled out of trailers with pallet trucks or forklifts to be inducted into the warehouse. In short, dock operations can be the bottleneck if not properly addressed. Loading and unloading operations in the warehouse dock area have always been among the most hazardous areas in the distribution center (DC). There is often movement of packages in and out of trailers with hand trucks or forklifts. Operators encounter ramp bridges, and lighting is generally poor inside trailers. A very dangerous scenario is trailer creep which can result in forklift accidents, potentially causing serious injury to operators and devastating damage to equipment. Using automation equipment during the loading and unloading process can reduce worker’s compensation claims and increase employee safety because of improved ergonomics. The scale of dock operations ranges from small firm s handling 30-60 packages per day to large e-commerce retailers and major parcel carriers processing 10,000+ packages daily while operating on a 24/7 basis. Some operations emphasize cross-dock operations while others receive and stow inventory to meet future customer demands. Seasonal fluctuations can result in mixed distribution strategies, driving the need for adaptable equipment and processes. Many DCs are now engaged in MATERIAL HANDLING & LOGISTICS I SEPTEMBER 2016 I W W W .MHLNEW S.COM 2 5 store CONVEYORS © A d o c k le s s r e c e iv in g s y s te m u tiliz e s t h e s w in g s tic k e x te n s io n t o b rid g e th e g a p b e tw e e n th e f le x ib le g r a v it y c o n v e y o r a n d t h e b e d o f t h e t r a ile r . both e-commerce fulfillments directly to customers as well as store replenishment on a daily basis. Accuracy, speed, flexibility and minimal man hours remain key metrics in designing any dock operations modernization plan. Improving ergonomics will reduce employee injury and increase productivity. Safety is always paramount. Minimizing Handling Let’s first consider small retailers and manufacturing shops not possessing the space or the throughput justification for comprehensive systems yet desire to take advantage of off-the-shelf equipment enhancing their material flow. Many of these smaller firms don’t have loading docks with dock wells, which means they must contend with trailers four feet off the ground. The hazard to warehouse personnel transferring packages in and out of the trailer is significant. One potential solution for this challenge is a dockless receiving system. The core components include 10-foot rigid conveyors with adjustable legs coupled with a flexible gravity conveyor and a swing stick extension. A dockless receiving system utilizes the swing stick extension to bridge the gap between the flexible gravity conveyor and the bed of the trailer. Depending on the length of the trailer, two or three 10’ extensions are placed in the bed of the trailer and attached to the swing stick. The employee stands in the bed of the trailer and picks packages to load onto the dockless receiving system. “Previously, employees would roll a conveyor out to the bed of the trailer and unload it using a two-step process,” explains Kurt Huelsman, president of FMH Conveyors. “Now with a dockless receiving system, [they can] move more product with less effort in a shorter amount of time.” In one recent case, a retailer was able to reduce unloading time from an average of 2!/2 hours to 45 minutes using the dockless receiving system. For larger DCs where rapid throughput is essential, hand moving packages in and out of trailers must be m inimized. It is time-consuming and ergonomically difficult for employees and accuracy can diminish. Forklifts traveling in and out of trailers are a potential hazard to operators and those packers inside trailers and they’re less efficient in utilizing the cube of the trailer. Automated equipment can keep packages moving between the warehouse and the shipping & receiving area, resulting in adherence to the age-old rule, “Only handle it once.” One solution increasingly seen in modern, high-volume DCs is the telescopic conveyor. Telescopic conveyors extend the powered conveying surface inside the trailer. These conveyors eliminate the need for forklift and pallet truck movement in trailers by bringing the product into the trailer at the location where it is to be loaded. Telescopic conveyors are mounted on the loading dock floor and telescope into the trailer without any contact with the trailer floor, thereby negating any floor obstacles. Nor do they need to be steered as with rigid drive-out or gravity systems. As a trailer is being loaded or unloaded, the powered conveying surface is extended or retracted until the trailer is full or empty. Handling is minimized as product no longer needs to be transferred from the warehouse conveyor system to a pallet truck or forklift for loading or unloading. Packages stay on the conveyor system to the point where they are stacked in the trailer. Pick-to-ship is one continuous flow, with direct interface to sortation and shipping systems. Likewise for unloading operations, product is loaded directly onto the telescopic conveyor and inducted directly onto the warehouse conveyor system for processing and storage. Several firms m anufacture telescopic loading/unloading dock conveyors. Mark Hogan, vice president 24 W W W .M H LN E W S .C O M 1 SEPTEM BER 2016 I M ATER IAL H AND LIN G & LOGISTICS o f operations w ith FMH C onveyors, notes several advantages realized with telescopic autoloader operations. “With a telescopic conveyor, the custom er’s products get w here they need to go every time. Compared to other belted solutions such as the rigid drive-out, the telescopic conveyor consumes the least amount of valuable dock real estate, requires minimal operator control, does not make contact with the dock plate or trailer floor, and its design permits the addition of a number of ergonomic features such as hydraulic tilt, snout and man-rider platform.” One option to maximize the benefits of telescopic conveyors without large capital outlays is a traversing mechanism mounted TE LES C O PIC C O N V E Y O R S C A N BE E Q U IP P E D W IT H A N A U T O L O A D E R P A C K A G E , W H IC H USES P R O G R A M M A B L E SE N S O R S TO O P T IM IZ E T R A IL E R L O A D IN G . on the conveyor. A DC may have several docks yet not have the volume to justify telescopic conveyors for each dock door. Once a trailer has been loaded/unloaded, the telescopic conveyor is traversed by electric motor along an unobtrusive track to another dock door where trailer loading/ unloading is required. There is little idle time for the system. Use of the telescopic is optimized when it is moved to the next trailer available for loading/unloading while the previous trailer awaits departure. In sync with the trend towards “lights out” fully autom ated DCs, telescopic conveyors can also be equipped with an autoloader package, a programmable sensor package that can optimize trailer loading. Some users have achieved an 80% to 95% cube utilization rate based on product size and package type. “ W ith th is lig h ts-o u t ap p ro ach , e-commerce retailers have gained efficiencies in their dock operations through the use of autoloaders in their shipping operations,” Hogan points out. “The individual orders are quickly loaded in the contracted parcel carrier’s trailer, such as USPS. FedEx or UPS, and transported to the carrier’s DC for sortation and shipment to the retail customer.” Cost savings realization is a major factor when considering any investment in new equipment. With telescopic conveyors, loading and unloading operations are faster, resulting in less time each trailer must remain at the dock. This ultimately results in the need for fewer dock doors and associated equipment such as dock levelers, dock locks and sensors. Forklift operator costs are reduced as fewer forklifts are required TUI’ilex PROVEN TO PROTECT AND PERFORM Available exclusively through Veritiv™, TUFflex™ packaging essentials deliver enduring performance, maximum efficiency and unmatched value. Products are available in a variety of tiers and support most applications. • Machine Stretch Film • Industrial Tape • Hand Stretch Film • Shrink Film • Carton Sealing Tape • Mailers – Poly and Natural Kraft Bubble tu ffle x p a c k a g in g .c o m 844-VERITIV r V e f i t i V TUFflex is exclusively available through Veritiv™, a leader in packaging solutions. © 2016 Veritiv Corporation. Ail rights reserved. Veritiv is a trademark of Veritiv corporation or its affiliates, TUFflex is a registered trademark of Veritiv corporation or its affiliates. For in form atio n, go to w w w .m h ln e w s .h o tim s .c o m /6 1 7 9 5 -1 1 8 MATERIAL HANDLIN G & LOGISTICS I SEPTEMBER 2016 I W W W .M H L N E W S .C O M 2 5 TUFflex store CONVEYORS for loading and unloading operations. Cost savings result from safer dock operations, with reduced chance of injury to humans and damage to dock equipment. Finally, operations are seamless with less handling of the packages, minimal interruptions, and a reduction in dock personnel. In conclusion, available systems offer efficient solutions for a range of companies engaged in dock operations. Whether it’s a small retail store or a large e-commerce retailer, all can reduce man-hours and increase efficiency while reducing the hazards associated with dock operations. What then is the next frontier for dock operations? For the larger players in the distribution field, it’s fully automated, lights-out loading and unloading systems operating on a 24/7 basis. Call it the warehouse version of self-driving cars. MH&L Alan Will is president of PWG Distribution Solutions LLC (www.pwgds.com), specializing in analysis of logistics requirements for small and medium-sized firms. 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However, users may print, download, or email articles for individual use.