Stop letting the process manage you! Become the champion of your game plan and achieve sustainable profits.
Entropy is a giant sucking sound to your profits!
Follow my three-phase methodology to breaking your entropy creep!
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Hi Team Art!
An update on our COVID-19 journey.
I’m still mostly hunkered down in Miami and getting out to eat couple times per week, but to only low density and with outdoor seating.
Thus far, I’ve have been COVID free.
We went on our first flight in five months to Michigan to see our Mother. She is 89 years; we were finally able to visit her at the assisted living home.
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Art Koch’s Profit Chain® Series
Volume 3 | Number 8 | August 2020
Before the pandemic, in 2017-2018, we had witnessed the peak of globalization. Results of several recent polls taken of industrial leaders indicate that between 65% to 85% plan to re-shore, nearshore, or insource products manufactured in remote parts of the world to reduce their supply chain risk.
When I first started to write about this topic, I received mixed reviews. Not everyone believes that extended supply chains negatively impact Total Cost of Ownership to the extent of my views. Regardless of whether or not you agreed with me back then, there is no denying that we are now in the midst of a seismic global manufacturing shift. Are you ready for the change?
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I have discussed both Supply Chain Management professionalism and how the surge in remote work will constrict once the pandemic is over. I’ve included the links to the newsletters or blog post for your reference:
Supply Chain Professionalism
There will be NO “New Normal” – WE will be Normal
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Certified Global SME Advisors – Volume 1, Issues 2 – August 2020
Just a few short decades ago when I was a university student, I was stressed about an upcoming tax exam. Looking back, exams seem very minor compared to the personal and financial hardships many are experiencing today due to Covid.However, when you’re young, anything happening seemed very serious. Seeking some adviceabout my serious tax exam situation, I called my Dad. He was a man of few,but wise,words. He was also a World War II veteran who had been chased by a tank, blindedwhen tank artillery hit a brick school house he was hiding in, and left for dead after being hit with machine gun fire. My brother and I grew up hearing his war storiesand likely became disproportionately brave in certain situations. Dadnever could sit in front of an open picture window for long; likely the long-term effects of post-traumaticstress disorder.
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Certified Global SME Advisors
Volume 1, Issues 1 – August 2020
With the current events taking place concerning Coronavirus, it is important that we take it seriously but do not panic. We must be vigilant and extra careful especially if you are an older adult with underlining health issues.
This outbreak is currently causing a significant disruption to the business environment and fear seems to be taking over. The thing is, this virus will run its course as have other viruses such as the Swine flu in 2009 that affected approximately 60 million people and caused 13,000deaths in the U.S. There were 1.4 billion cases in the world and 575,000 deaths worldwide during that pandemic.
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You have heard me recommend internal friendly rivalries. Here’s one for the record books! On the final NASA Space Shuttle mission, Atlantis, on July 8, 2011, to the International Space Station. NASA astronauts left a United States flag to be retrieved by the next group of astronauts to arrive from American soil. The friendly competition was between Boeing and SpaceX. On June 1, 2020, nearly nine years later, a NASA team of astronauts captured the flag when they arrived aboard SpaceX’s Dragon spacecraft!
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CLAREMONT, CA—Diversification makes good business sense during COVID-19, provided that the rationale and focus for doing so is clear, according to The Society for the Advancement of Consulting® (SAC). With a clear focus, customers will get enhanced value from products and services, as your business avoids the panic mode that besets weaker competitors.
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Managing warehouse inventory, on its face, seems a simple concept: Keep enough stock on hand to fulfill orders, but not so much stock that your warehouse is filled to the brim with inventory that won’t move for months (or years). Too much slow-moving inventory means you’re spending money to store products that aren’t earning immediate revenue, and too little means backorders and unhappy customers who are likely to seek out your competition. In practice, however, warehouse inventory management is quite complex, given the number of variables that impact the bottom line:
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I just want to give an update on what I’ve been up to during the COVID-19 roller coaster.
We are doing our best to stay safe here in Miami.
For those of you who know me well, it’s been over four months since I’ve been on a business trip or an airplane. I haven’t been home this much in nearly ten years, and it’s been incredible!
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