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How Locally Grown Products are Disrupting F&B Manufacturing

QAD

Today, however, the trend is moving to packaged foods as well. Cereal manufacturers, for example, feature sports stars of teams that win championships, putting their faces on packaging and selling their products regionally. Craft brewing has also been pushing the “locally grown” tagline. The Washington D.C.

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The MetroSpeedy Story with Nancy Korayim

The Logistics of Logistics

Their dedicated team enables local deliveries of small to medium-sized packages or goods efficiently and conveniently for businesses within dense metropolitan areas. MetroSpeedy has also begun provided service in London, England.

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This Week in Logistics News (July 30 – August 5)

Logistics Viewpoints

According to a FedEx spokesperson, adding more robotics to its operations could help improve the safety and efficiency of FedEx package handling operations globally. These vehicles account for a large share of transportation-related emissions, but have not received as much regulatory attention as passenger cars. That’s all for this week.

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LTL Carrier Profile: UPS Freight

The Logistics of Logistics

Domestic Package, International Package, and Supply Chain and Freight. UPS is well known for it’s small package delivery business. In 1975, UPS moved its headquarters to Greenwich, Connecticut. In 1991, UPS moved it’s corporate headquarters from Greenwich, Connecticut to suburban Atlanta, Georgia. had $54.1B

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This Week in Logistics News (September 18 – 24)

Logistics Viewpoints

One Connecticut restaurant is taking a unique approach to combatting the labor shortage: robot servers. This first started in 2014 when the company delivered 20 million packages. Across FedEx, about 600,000 packages a day are being rerouted due to staffing shortages. According to data from Pitney Bowes, that push is paying off.

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7 Mini Case Studies: Successful Supply Chain Cost Reduction and Management

Logistics Bureau

Intel had already whittled packaging down to a minimum, and with a high value-to-weight ratio, the chips’ distribution costs could not be pared down any further. The chip had to work, so Intel could make no service trade-offs. With each Atom product being a single component, there was also no way to reduce duty payments.