A submarine costs over £1 billion to build. So the Royal Navy doesn't just hand over the keys to the crew and tell them to head out to - and under - the sea. Instead they train them to the peak of expertise on a submarine simulator. And when that simulator needs to be maintained, they don't just hand over the keys for that either.
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Listen to any interview with a Government spokesperson or, on the increasingly rare occasions they’re allowed to be interviewed, a Government Minister, and you’ll be deluged with statements about ‘world-beating’, ‘world-leading’ and ‘record’ levels of investment in everything from the NHS to transport infrastructure. This is especially true when it comes to the area of climate warming, renewables and green energy – subjects that are especially topical as the UK hosts the United Nations Climate Conference COP26.
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In the last twelve months, we’ve seen an unprecedented series of shocks to international supply chains. A crisis that began with worldwide Covid pandemic lockdowns has been exacerbated by a growing sequence of challenges, ranging from the chaos caused by the grounding of the Ever Given container ship that blocked the Suez Canal for 6 days, to a worldwide shortage of semiconductors.
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In recent months, the cost of energy for manufacturing and process companies has risen significantly. As recently as April, the cost of gas per therm, which had been stable for some time, was under £0.50; by October, however, the cost had jumped to over £2.50 per therm. That’s a staggering 400% increase in gas prices in just six months; a similar, although not quite so dramatic, situation is now taking place with oil prices, which have topped $80 a barrel for the first time in three years.
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The speed with which customer orders can be fulfilled is an essential criterion when measuring the success of most warehouse operations. What is often overlooked, especially in major retail warehouses, is the impact that this can have on staff. Many of them walk ten or more miles every day, are expected to meet tough pick/hour targets and often have to work in conditions that are generally considered as being far from ideal.
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We live in a world where goods and services are rapidly becoming commoditised. From mobile phones, computer software and banking to industrial equipment nand components, it's increasingly difficult for consumers to identify clear points of differentiation between products from different suppliers.
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Pick accuracy – the ability to ensure that every part or product delivered is exactly as ordered by the customer – is a term that’s widely applied throughout the logistics sector.
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Industry 4.0 (I4.0) was first introduced as long ago as 2011 by a group of industrialists, business-people, politicians and academics with the goal of helping the German manufacturing sector become more competitive. The official launch of the concept was at Hannover Messe that same year.
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Every year we grow even more complacent with our skillsets and expertise, in fact, the average skilled person with 20 years’ experience is several years behind in skill despite years of training and qualifications achieved.
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We’re living in a 24/7, always-on world. A world where we expect and want everything now. Many of us have become conditioned by the Amazon model, especially if we subscribe to Amazon Prime where we can manage and track our transaction online and next – or even same – day delivery is the norm.
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