#but it may also lead to congestion at distribution centers

[artisticdivasworld]

Why Factoring can be a Lifeline for Truckers During Economic Downturns

A lot of truckers are familiar with factoring, but maybe you haven’t thought about how it could be a life saver during economy uncertainty. Everyone’s feeling the pinch with fewer loads, longer wait times, and the unpredictability of when payments are coming in. Right now, cash flow is more important than ever, and factoring could be the thing that keeps your business steady while you ride out…

[saurabhfastx]

The Importance of Efficient Logistics for Time-Sensitive Deliveries

In today's fast-paced world, the importance of efficient logistics cannot be overstated, especially when it comes to time-sensitive deliveries. Businesses are under increasing pressure to meet customer demands for rapid delivery, making effective logistics solutions essential for maintaining competitive advantage.

The Role of Logistics in Timely Deliveries

The role of logistics in timely deliveries is critical. Efficient logistics not only ensures that products reach their destination on time but also enhances the overall customer experience. When deliveries are prompt, it significantly boosts customer satisfaction and loyalty, making logistics a vital component of a successful business strategy.

Efficient Logistics Solutions for Urgent Shipments

Businesses often face situations requiring efficient logistics solutions for urgent shipments. This could involve overnight shipping, express freight, or same-day delivery services. Adopting technology-driven logistics solutions, such as automated routing and real-time tracking, can drastically reduce delivery times and improve accuracy.

How Logistics Impacts Delivery Speed

Understanding how logistics impacts delivery speed is crucial for optimizing operations. Factors such as inventory management, transportation modes, and warehouse locations all play a significant role in how quickly a product can be delivered. Companies like Myfastx provide innovative logistics solutions that streamline processes and enhance delivery speed.

Best Practices for Time-Sensitive Logistics

Implementing best practices for time-sensitive logistics can significantly improve efficiency. Businesses should focus on optimizing supply chain processes, using predictive analytics for demand forecasting, and maintaining clear communication with logistics partners. These strategies ensure that businesses can respond swiftly to changing demands and challenges.

Challenges in Time-Sensitive Deliveries

Despite advancements in logistics, there are still several challenges in time-sensitive deliveries. Traffic congestion, weather disruptions, and unexpected delays can all impact delivery timelines. Proactive planning and flexible logistics strategies are essential to mitigate these risks.

Logistics Strategies for Fast Delivery

Adopting effective logistics strategies for fast delivery is essential for success. This may include leveraging local distribution centers, optimizing transportation routes, and utilizing alternative delivery methods. With the right logistics strategy, businesses can ensure that they meet customer expectations consistently.

Impact of Logistics on Customer Satisfaction

The impact of logistics on customer satisfaction is profound. Timely deliveries lead to happier customers, while delays can result in frustration and lost sales. Businesses that prioritize efficient logistics are better positioned to enhance customer experiences and build lasting relationships.

Time-Critical Delivery Services

For industries where time is of the essence, time-critical delivery services are indispensable. Whether it's medical supplies, perishable goods, or essential components for manufacturing, these services ensure that critical items are delivered without delay, demonstrating the vital role of logistics in supporting various sectors.

[raahgroupinc123]

Enhancing Industrial Efficiency with Pallet Lifting Bars

In industries where material handling and transportation are critical, efficiency, safety, and ergonomics take center stage. One tool that stands out in this realm is the Pallet Lifting Bar, a simple yet effective solution for lifting, moving, and placing pallets with ease and precision. 

What Are Pallet Lifting Bars? 

Pallet lifting bars are specialized tools designed to assist in the safe and efficient handling of pallets. These bars are inserted into the sides of a pallet, allowing workers to lift and transport them with minimal effort. Unlike forklifts, which may require extensive maneuvering in tight spaces, pallet lifting bars provide a more versatile and accessible means of pallet transportation, especially in smaller workspaces. 

Key Benefits of Pallet Lifting Bars in Industrial Settings 

Improved Worker Safety Lifting pallets manually or with improper tools can lead to injury and strain. Pallet lifting bars reduce the physical effort needed, making it safer for workers to handle heavy pallets. They help prevent accidents caused by improper lifting techniques or using inadequate tools. 

Increased Efficiency The use of pallet lifting bars streamlines the movement of pallets, reducing downtime and improving workflow. These tools are particularly useful in environments where multiple pallets need to be moved quickly, such as warehouses, manufacturing plants, or distribution centers. 

Versatility Pallet lifting bars can be used in various industrial settings, from logistics and warehousing to construction and manufacturing. They are designed to handle different types of pallets, making them a versatile tool for industries that deal with diverse goods and equipment. 

Space Optimization Traditional forklifts require significant space to operate, which can be challenging in congested environments. Pallet lifting bars, on the other hand, are ideal for tight spaces where maneuvering a forklift might be difficult or impossible. 

Cost-Effectiveness Pallet lifting bars are a cost-effective alternative to expensive machinery like forklifts. For small to medium-sized businesses, they offer an affordable solution without compromising efficiency. 

Applications of Pallet Lifting Bars in the Industry 

Warehousing and Logistics In warehousing, pallet lifting bars are used to quickly move pallets without the need for heavy machinery. This is especially useful in crowded storage facilities where space is at a premium. 

Construction Sites Construction projects often require moving heavy materials in and out of confined spaces. Pallet lifting bars make it easier for workers to handle materials without the risk of injury, while also allowing for more precise placement of pallets. 

Manufacturing Plants In manufacturing, where materials and products are constantly moved between different stages of production, pallet lifting bars allow for quick and easy transportation of goods, enhancing overall productivity. 

Retail and Distribution Centers Pallet lifting bars are also used in retail and distribution centers to unload products from trucks and organize them efficiently on shelves or storage areas. 

Conclusion 

Pallet lifting bars are a practical and indispensable tool in industries that rely heavily on the movement of goods and materials. Their ability to improve safety, increase efficiency, and offer a cost-effective solution makes them an essential tool in any industrial environment. Whether in construction, warehousing, or manufacturing, pallet lifting bars ensure that operations run smoothly while safeguarding workers from injury. 

For more information on Pallet Lifting Bars and how they can benefit your industry, check out the product details at RAAH Group. 

[nancykhemchandani]

Understanding Prominent Bronchovascular Markings: A Simple Guide

Welcome to Leagucity Consulting's comprehensive guide on prominent bronchovascular markings. At Leagucity Consulting, we believe in empowering our readers with clear and straightforward information on complex topics. Today, we delve into the world of bronchovascular markings, simplifying it for better understanding.

What Are Bronchovascular Markings?

Bronchovascular markings are the patterns formed by the bronchi (airways) and blood vessels within the lungs. When viewed on an X-ray or CT scan, these markings appear as a network of fine lines radiating from the center of the chest towards the outer edges of the lungs. These lines represent the normal anatomy of the respiratory and circulatory systems within the lungs and are essential for their function.

In a healthy lung, bronchovascular markings are usually subtle and evenly distributed. However, they can become more pronounced or prominent due to various conditions. Increased visibility of these markings may indicate underlying issues such as respiratory infections, chronic obstructive pulmonary disease (COPD), heart conditions like congestive heart failure, or pulmonary hypertension. Other lung diseases, such as interstitial lung disease, can also cause these markings to appear more noticeable.

Understanding bronchovascular markings helps healthcare providers diagnose and monitor lung and heart conditions. If an imaging report mentions prominent bronchovascular markings, further evaluation by a healthcare professional is essential to determine the cause and appropriate treatment. While these markings can sometimes be benign, they may also signal a need for medical intervention.

What Does "Prominent" Mean?

When we refer to bronchovascular markings as "prominent," we mean that these lines on an X-ray or CT scan appear more noticeable or exaggerated than their typical appearance. This prominence indicates that the markings are more visible or intense than usual. Several factors can cause this heightened visibility, ranging from benign to more concerning reasons. For instance, inflammation from respiratory infections or chronic conditions like COPD can increase the prominence of these markings. It may also signal underlying issues such as heart conditions or pulmonary hypertension. While prominent bronchovascular markings can sometimes be a normal variation, they often prompt further investigation to rule out or address potential health concerns. Understanding the significance of these markings helps in accurate diagnosis and appropriate treatment planning.

Causes of Prominent Bronchovascular Markings

Understanding the causes behind prominent bronchovascular markings is essential. Here are some common reasons:

Infections: Respiratory infections like bronchitis or pneumonia can cause inflammation, leading to more visible bronchovascular markings.

Chronic Obstructive Pulmonary Disease (COPD): Conditions such as emphysema or chronic bronchitis can increase the prominence of these markings.

Heart Conditions: Congestive heart failure or other cardiac issues can cause fluid buildup in the lungs, making the bronchovascular markings more apparent.

Pulmonary Hypertension: High blood pressure in the arteries of the lungs can lead to increased visibility of bronchovascular patterns.

Interstitial Lung Disease: This group of disorders causes scarring (fibrosis) of lung tissue, which can make bronchovascular markings more prominent.

Diagnosing Prominent Bronchovascular Markings

Diagnosis typically involves imaging studies such as chest X-rays or CT scans. If prominent bronchovascular markings are detected, further tests may be required to determine the underlying cause. These may include:

Blood tests

Pulmonary function tests

Echocardiogram (heart ultrasound)

Bronchoscopy (a procedure to look inside the lungs)

When to Seek Medical Advice

If an imaging report highlights prominent bronchovascular markings, it is important to consult a healthcare provider for further evaluation. While prominent bronchovascular markings can occasionally be benign, they may also signify underlying health issues that need attention. These markings, which appear more noticeable or exaggerated than usual on X-rays or CT scans, could be indicative of conditions such as respiratory infections, chronic obstructive pulmonary disease (COPD), or even heart-related issues like congestive heart failure.

Prompt medical consultation is essential because it helps determine the exact cause of the prominence and whether any treatment or further diagnostic tests are required. Your healthcare provider will review the imaging results, assess your overall health, and may recommend additional tests or procedures to accurately diagnose the underlying condition. Addressing potential issues early on can prevent complications and ensure timely and effective treatment. By seeking medical advice, you can gain a clearer understanding of your health status and make informed decisions about your care.

Conclusion

Prominent bronchovascular markings, visible on X-rays or CT scans, can indicate a range of conditions, from minor infections to more serious lung or heart diseases. These markings appear more pronounced than usual and can be a crucial indicator of underlying health issues. Understanding what these markings might signify is essential for addressing potential health concerns effectively.

At Leagucity Consulting, we are dedicated to providing clear and reliable information to help you navigate your health. We emphasize the importance of consulting a medical professional if you have concerns about your lung health or if your imaging results reveal prominent bronchovascular markings. A thorough evaluation by a healthcare provider can offer insights into the significance of these findings and guide appropriate treatment or further diagnostic steps.

For ongoing health-related insights and updates, and to stay informed about the latest advancements in medical technology, stay connected with Leagucity Consulting. We are committed to supporting your health and well-being with the most accurate and up-to-date information.

FAQs

1. What could cause bronchovascular markings to become prominent? Several factors can cause bronchovascular markings to appear more prominent, including respiratory infections, chronic obstructive pulmonary disease (COPD), heart conditions like congestive heart failure, pulmonary hypertension, or interstitial lung diseases.

2. What steps should I take if I’m concerned about my lung health? If you have concerns about your lung health or imaging results, consult a healthcare professional for a thorough evaluation. They can provide personalized advice based on your specific situation and guide you on the appropriate steps for diagnosis and treatment.

3. How can I stay informed about my health and related advancements? For ongoing updates and insights into health and medical technology, stay connected with Leagucity Consulting. We provide reliable information and resources to help you make informed decisions about your health.

[bismarckgroupblogs]

Navigating Urban Freight Challenges: Leveraging Rail Logistics in Mumbai

In the bustling metropolis of Mumbai, where the rhythm of life moves at a frenetic pace, the efficient movement of goods is essential to keep the city functioning smoothly. However, navigating the urban freight challenges inherent in such a densely populated and bustling city can be a daunting task. Fortunately, rail logistics presents a viable solution to many of these challenges, offering a sustainable and efficient means of transporting goods within and around Mumbai. In this article, we'll explore how rail logistics in Mumbai is helping businesses overcome urban freight challenges while enhancing the city's transportation infrastructure.

Understanding Urban Freight Challenges in Mumbai

Mumbai, often referred to as the "City of Dreams," is a melting pot of cultures, commerce, and aspirations. Its vibrant economy is fueled by a constant influx of goods ranging from consumer products to industrial raw materials. However, the city's dense population, limited road infrastructure, and congested streets pose significant challenges to the efficient movement of freight.

Traffic Congestion: Mumbai's roads are notorious for their congestion, especially during peak hours, exacerbating delivery delays and increasing transportation costs.

Air Pollution: Heavy traffic congestion contributes to air pollution, adversely affecting public health and the environment.

Limited Road Infrastructure: The city's narrow streets and densely populated neighborhoods limit the capacity for truck transportation, leading to logistical inefficiencies.

Leveraging Rail Logistics for Urban Freight

Rail logistics offers a compelling alternative to road transport, particularly in urban environments like Mumbai. By leveraging the extensive railway network in the city, businesses can overcome many of the challenges associated with urban freight movement.

Efficient Use of Space: Rail transport requires less space compared to road transport, making it ideal for densely populated urban areas like Mumbai. Railways can carry large volumes of freight in a single trip, thereby reducing congestion on the roads.

Reduced Environmental Impact: Rail transport is inherently more sustainable than road transport, emitting fewer greenhouse gases and pollutants per ton-mile of freight transported. By shifting freight from trucks to trains, businesses can contribute to mitigating air pollution and combating climate change.

Reliable and Timely Delivery: Railways operate on fixed schedules, offering a reliable mode of transportation for freight. Unlike trucks, which are susceptible to traffic congestion and delays, trains adhere to their timetables, ensuring timely delivery of goods.

Cost-Effectiveness: Rail transport is often more cost-effective than road transport for long-distance freight movement. By utilizing rail logistics, businesses can reduce transportation costs and improve their bottom line.

The Role of Rail Logistics in Mumbai's Transportation Infrastructure

Rail logistics plays a crucial role in Mumbai's transportation infrastructure, facilitating the movement of goods within the city and beyond. The Mumbai Suburban Railway, also known as the local train network, serves as a lifeline for millions of commuters and also accommodates freight traffic during off-peak hours.

Integrated Multimodal Transport: Rail logistics in Mumbai is part of an integrated multimodal transport system that includes railways, roads, ports, and airports. This interconnected network allows for seamless movement of goods from production centers to distribution hubs and ultimately to consumers.

Last-Mile Connectivity: While rail transport excels in long-distance freight movement, it may require supplementary modes of transport for last-mile connectivity. In Mumbai, trucks and other vehicles provide the crucial link between railway terminals and final destinations, ensuring that goods reach their intended recipients.

Infrastructure Development: Investments in rail infrastructure, such as the development of dedicated freight corridors and modernization of railway terminals, are essential for enhancing the efficiency and capacity of rail logistics in Mumbai. These infrastructure projects aim to reduce congestion, improve connectivity, and support economic growth.

Conclusion

In conclusion, rail logistics holds immense potential for addressing urban freight challenges in Mumbai. By leveraging the city's extensive railway network, businesses can overcome the limitations of road transport and enhance the efficiency, reliability, and sustainability of freight movement. As Mumbai continues to evolve and grow, rail logistics will play an increasingly vital role in supporting its dynamic economy and improving the quality of life for its residents. Embracing rail logistics is not just a matter of convenience; it's a strategic imperative for building a more resilient and sustainable future for the City of Dreams.

[egalogistics]

Yard Spotting Services: Can They Keep Tabs on Vehicle Locations in the Yard?

Inventory optimization and warehouse efficiency are the primary goals of yard spotting services. In the average yard, a lot of moving parts are involved. Without a proper strategy, your yard could be a bottleneck in your daily operations.

Using Yard Spotting Services Efficiency is paramount in logistics and transportation. Each minute, every inch of space, and every resource counts when it comes to managing a fleet of vehicles and ensuring timely deliverables. One vital aspect of this process is keeping track of the locations of vehicles within the yard, which can be a challenging task. This is where the spotting services come into play. They offer a solution to streamline and optimize yard operations.

Enhancing the Management of Your Distribution Centers These services have become indispensable tools for your company if it is looking to enhance the management of your distribution centers, warehouses, and manufacturing plants. Also known as yard management systems, these services provide real-time visibility into the movement and location of trucks, trailers, and containers within the yard. They also offer a range of benefits for businesses and their customers.

The Importance of Yard Spotting Yard operations can be a complex and hectic environment. Trucks and trailers come and go, containers are loaded and unloaded, and it can be challenging to keep tabs on each vehicle’s location, arrival, and departure times. Efficient yard management is vital for various reasons:

Time Savings Effective yard management can significantly reduce the time it takes to locate and access the right trailer, thereby, improving overall productivity.

Reducing Congestion When yard movements are coordinated and optimized, it helps minimize congestion and traffic within the yard, making it safer for employees and vehicles.

Enhanced Security Knowing the precise location of every vehicle in the yard improves security, preventing theft or unauthorized access.

Improved Compliance Spotting services can help ensure compliance with regulations, such as the safe and efficient movement of vehicles.

Customer Satisfaction Timely and accurate tracking of vehicles in the yard means more predictable delivery times, which can lead to higher customer satisfaction.

How Does this Service Work? This type of service uses a combination of technologies to provide real-time location information. The technologies may include GPS tracking, RFID, and sensors. The following steps illustrate how it works:

Vehicle check-in: When a truck or trailer arrives at the yard, it undergoes a check-in process. This can involve registering the vehicle, recording its contents, and assigning a parking spot. Tracking technology: It also uses GPS and RFID technology to track the vehicle’s movements. GPS provides real-time location data, while RFID tags on vehicles can be scanned as they move through designated zones within the yard. Centralized monitoring: The data collected from tracking technologies is centralized in a digital platform. Yard managers and staff can access this platform to monitor the location and status of vehicles in real-time.

Increased Efficiency Implementing these services can lead to a range of benefits for your business. For instance, they can improve visibility and optimize workflows, which can lead to quicker turnaround times for vehicles in the yard.

Partner with a Dedicated Yard Spotting Team Not all yard spotting services are reliable. Make sure that you work with an experienced team who understands your business. Call us to know more about what we can offer to boost the success of your company. We are a multimodal third-party logistics provider that can provide you with some cost-saving solutions.

[sherunsittt]

Drayage in Port Cities: Case Studies

Drayage in port cities plays a crucial role in the smooth movement of goods, and understanding its impact through case studies helps us grasp its significance. Drayage is the short-distance transportation of goods between ports and nearby locations, like warehouses or distribution centers. Through case studies, we can explore how drayage operations contribute to the efficiency of port logistics and influence the overall supply chain.

In many port cities, the success of drayage depends on factors such as infrastructure, traffic management, and environmental considerations. Case studies allow us to delve into specific instances, examining how improvements in drayage practices can lead to reduced congestion, lower emissions, and faster delivery times. By analyzing successful drayage strategies in different port cities, we can identify best practices that may be applicable elsewhere, promoting more sustainable and effective transportation solutions.

Ultimately, case studies on drayage in port cities provide valuable insights into the challenges and opportunities associated with this crucial aspect of transportation. They offer a practical understanding of how improvements in drayage operations can positively impact not only the efficiency of port activities but also the broader aspects of trade and commerce.

[afmcompany]

USEFUL TIPS TO DEAL WITH SHIPPING DELAYS

Accurate, damage-free, and on-time deliveries are crucial for business success. An efficient delivery service is vital to the success of your business. In this age of ecommerce, customers have higher expectations when it comes to the delivery of their goods. If you are unable to meet your delivery schedule, it can leave your customers dissatisfied with the quality of your service. Despite seeming relatively harmless, shipping delays can hinder supply chain efficiency, decrease customer loyalty and hamper sales significantly and can wreak havoc on your brand reputation. Sometimes  delays by shipping freight forwarding companies are inevitable, like in COVID-19 when entire manufacturing and distribution units came to a standstill. In this article, we’ll discuss what causes shipping delays, the negative impact of delayed deliveries on your business, how to deal with late deliveries, and how avoiding delayed deliveries can boost your customer lifetime value.

What causes Shipping delays?

To best avoid any shipping delays, it’s best for businesses to understand what causes them. It will also help improve customer satisfaction and the entire customer experience. Part of this includes mastering and truly understanding last mile delivery and how it can affect customer retention

Current Events

Global current events can have a big effect on shipping if they prevent supply chains from operating normally. We’ve seen this in the current global pandemic or it may also occur during war situations or any government regulations or other  emergencies. Coronavirus shipping delays have been felt across the world, from China and Singapore to Italy, India, the UK, and the US. FedEx shipping delays (and those of other couriers) have increased due to lockdowns, curfews, and other measures put in place by governments to help combat the disease. 

2. International vs. Domestic Shipping

Congestion in airports and bad weather are some of the leading causes of international shipping delays. Customs issues can also hold up packages, which is why it’s important to ensure your customs paperwork for international shipments is properly and correctly filled in.

However, domestic shipping is more affected by traffic, construction, major roadblocks and detours, and accidents. All shipments can also be delayed by failed delivery attempts, high volumes (especially around holiday and peak periods), and vehicle trouble.

3.Logistical Oversights And Labour Shortages

A lack of proper logistical infrastructure can cause order sorting and processing delays. Smaller businesses, which handle everything in-house, can have orders pile up as they make time to ship them. Inefficient warehouse and inventory management are major logistical challenges to be overcome.

Labor shortages or insufficient delivery vehicles at hubs or distribution centers can cause significant order delays.

Using old software during shipping isn’t efficient. It may cause problems due to the inability to integrate new features and technologies that may help avoid or mitigate shipping delays. 

By investing in updated shipping technology, such as using cloud-based software, businesses can provide a more streamlined approach to the shipping process. This includes 3PL which allows transportation companies to stay connected using real-time data. 

4.  Peak Season

During peak season, your freight may be delayed due to high shipment volumes. Festivals, Holidays, weekends are something many of us usually look forward to . These are  prime time for eCommerce, and the industry often experiences huge spikes in orders  during this period. To avoid shipment delays during these times  due to the large volume of orders, businesses must plan ahead to establish efficient logistics systems.

5. Incorrect Documentation 

Not having the right documents for your shipments can cause shipping delays. This is possible during different parts of the shipping process including when the package leaves the port of origin, clears customs, or arrives at the final destination. Common documentation errors include:Missing paperwork, Inaccurate content description and Improper labelling.

6. Inaccurate shipping information

When customers give a misspelled or incorrect address, or when the retailer doesn’t document the customer’s order properly, the courier company may not have enough information to correctly deliver the package. This can cause shipping delays, increased last mile delivery costs, or worse, the package never arrives. 

7. Customs

When it comes to international shipments, customs are a huge factor in shipping delays. It’s crucial to have all required documents handy to avoid issues and delays as much as possible. 

Delays are inevitable without the necessary documentation and this can jumpstart additional complications with cargo inspections. If items are held up by customs, businesses should have a backup plan ready. This includes having relationships with courier services that keep up with accurate documentation.

The Impact of Shipping Delays 

Shipping is a crucial part of any trade. That’s why every top freight forwarding companies in India keep in consideration the fact that carts abandoned due to shipping delays are lost sales and revenue for retailers. If that weren't bad enough, shipping delays can also prompt dissatisfied customers to leave bad reviews that dissuade other potential buyers from going through with their purchases, further reducing sales and revenue. Here are 4 ways that late freight shipments can negatively impact your business.

Chargeback penalties

If you miss a delivery appointment or deadline, a retailer or customer may assess a chargeback, a penalty for not being in compliance with their requirements. In other words, make a late delivery, make less money.

Higher costs

Late or missed freight deliveries mean having to make another delivery, which incurs additional costs for fuel, driver time, and additional charges from your freight carrier.

Customer loss

If you incur enough late deliveries, your vendor scorecard grades could place you in serious jeopardy of losing the business.

Increased Customer Acquisition Cost

Losing a customer is bad, but replacing a lost customer is extremely expensive. As everyone knows, it’s much less costly to keep an existing customer than find a new one.

Impacts to your planning and production

Late inbound freight shipments can delay production, which impacts inventory levels, which can impact sales; all of which negatively impacts cash flow.

6 TIPS FOR DEALING WITH SHIPPING DELAYS

Online retailers work very hard to ensure customers have a seamless shopping and shipping experience. While eliminating shipping delays entirely may not yet be possible, there are ways to minimize and manage them. Here’s what you CAN do to prevent and manage shipping delays:

Choose reliable providers

Work with vetted providers you can trust

Pay close attention to your providers’ experience and performance reviews

Plan any extra services you need for delivery of your goods to avoid surprises down the line

Ensure alignment between your providers

Give your supplier accurate contact information for your freight forwarder – and vice versa – to ensure smooth communication

Make sure all your providers have the correct reference number for your goods

Clearly differentiate shipments from the same supplier to ensure timely delivery of each shipment

Make sure all paperwork is in order

Spend extra time reviewing all the documents related to your shipment

Make sure your goods are classified with the correct HS code

Work with your providers to file paperwork on time

Work with your forwarder to arrange a smooth warehouse drop off

Get the estimated time of arrival at the port from your freight forwarder

Ensure in advance that any special equipment required for handling is available

Arrange for quick freight pickup right after unloading

Book warehouse space ahead of time

Plan ahead for peak season

Avoid shipping goods during peak season as much as possible

Keep in mind any promotional campaigns or expected spikes in demand

Prioritize shipments of fast-selling goods

Plan ahead so you’re not caught short on inventory

Keep buffer inventory for markets likely to be impacted by delays

Store inventory across several warehouses to optimize transit time and costs

Account for avoidable causes of shipping delays – but remember that some delays are not avoidable

Ultimately, managing delays in the delivery process comes down to good communication and demonstrating to your customer that you want to remedy the situation as quickly as possible. If you can do this effectively, your brand will gain a competitive advantage and a base of long-term, loyal customers who trust that you can deliver. AFM Logistics  is the  best shipping company in India  that can help you streamline your delivery operations and ensure that you stand out from other delivery businesses.

[bustedbeing]

Pat Bond, a Sexual-Subculture Pioneer, Dies at 94

Mr. Bond was a 44-year-old music teacher when he founded an organization for masochists. After a few meetings, sadists were also invited.

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The Eulenspiegel Society, an organization for adherents of bondage, dominance, sadism and masochism, took part in the Christopher Street Gay Liberation Day March, the precursor to New York City’s gay pride parade, in 1973. Pat Bond, the organization’s founder, can be seen directly behind the organization’s banner, wearing jeans and a tie.Credit...Leonard Fink, via The LGBT Community Center National History Archive



By Penelope Green

May 11, 2021

He was not a sex educator, a sex worker or a political figure. No case law was established in his name.

But to cultural historians, anthropologists, sex educators and members of the now sprawling alternative-sex community known by the umbrella acronym of B.D.S.M. — for bondage, dominance, sadism and masochism — or by the more prosaic (and historical) term “kink,” Pat Bond, to use the pseudonym he preferred, was a foundational figure, applauded at conferences, noted in academic papers and hailed as an elder by those who shared his interest in role-playing sex.

A modest, elfin man with a Van Dyke beard that turned snowy with age, Mr. Bond had long had masochistic fantasies but had never acted on them until he was 44. It was 1970, and the identity politics of that era made him think there must be others like him. He wasn’t looking for sex so much as community when he placed an ad in Screw, the pornographic magazine geared toward heterosexual men, that read:

“Masochist? Happy? Is it curable? Does psychiatry help? Is a satisfactory life-style possible? There’s women’s lib, black lib, gay lib, etc. Isn’t it time we put something together?”

Five people answered the ad, but only two showed up to that first meeting in Mr. Bond’s tiny East Village apartment: a heterosexual woman who went on to adopt the pen name Terry Kolb and a gay man who never returned — annoyed, Mr. Bond said later, “that we were all into different things.”

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Every week, however, more and more people appeared: just masochists at first, but eventually sadists, too, were welcome.

All were eager for community, not just sex, and under Ms. Kolb and Mr. Bond’s leadership, they formed a nonprofit organization. They named it the Eulenspiegel Society for Till Eulenspiegel, a picaresque character in German folklore who was cited as a symbol of masochism in “Masochism in Modern Man,” a 1941 book by Theodor Reik, a protégé of Freud’s, that was one of the few texts at the time about this erotic minority.

Alternative papers like The Village Voice at first refused to run ads for the organization, which later adopted the acronym TES. But after Mr. Bond, Ms. Kolb and others picketed The Voice’s offices and Ms. Kolb wrote an article, which The Voice published, advocating for “masochist’s lib,” the paper relented.

TES meetings were run like encounter groups with educational programming — expert speakers weighed in on sexual techniques or on legal or psychological issues — and also as exercises in consciousness raising, following the practices of the day.

The group hashed out an ideology — “freedom for sexual minorities,” as they described themselves — and advocated for their community, marching in the Christopher Street Gay Liberation Day March, the precursor to New York City’s gay pride parade. There was a board, and a mission statement, written by Mr. Bond, that declared, among other freedoms, “the right to pursue joy and happiness in one’s own way, according to one’s evolving nature, as long as this doesn’t infringe on the similar happiness of others.”

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Mr. Bond in the early 1970s. He was 44 when he held the first meeting of the Eulenspiegel Society; two people attended.Credit...via Terry Kolb

Mr. Bond died on Feb. 13 in a hospital in Far Rockaway, Queens. He was 94. Deborah Callahan, a family friend, confirmed the death, which was not widely reported at the time, and said he had suffered from congestive heart failure.

“TES was really a new kind of kinky organization in that it was social, political and educational,” said the feminist author and cultural anthropologist Gayle Rubin, who has written extensively about sexual subcultures.

Dr. Rubin, who is an associate professor of anthropology and women’s and gender studies at the University of Michigan, added: “TES expanded the organizational repertoire of sadomasochism. In addition, Pat Bond and Terry Kolb began to develop a political language for S-and-M.

“They were able to do that in part because of the times. It was a period when many social movements were articulating political frameworks for various populations that had been marginalized. They also drew from the language of gay liberation, where there was already a model for repositioning what had been seen as sexual deviation as a sexual minority. To do this for sadomasochism was pretty breathtaking at the time.”

(Ms. Kolb left the group the year it began and moved to California. She eventually joined Samois, a group for lesbian sadists and masochists, the first of its kind, that had been modeled on TES. She now identifies as bisexual. In a phone interview, she remembered Mr. Bond as being “introverted and very serious.”)

The Eulenspiegel Society was unusual in collecting disparate groups — heterosexual as well as gay — “and affirming their dignity and defending their political rights,” said Rostom Mesli, who has studied the identity politics of the 1970s and is the managing director of the Leather Hall of Fame, which recognizes individuals or organizations that have made distinct contributions to kinky subcultures. Mr. Bond and Ms. Kolb were recognized in 2015.

“The assumption,” Dr. Mesli added, “was that kinksters who would never have sex together still had things to do together, could learn from one another or do activism together. It totally redefined the borders of the kinky world by creating a sense of community and shared identity among groups that had evolved with virtually no connection among each other.”

TES had its own magazine, Prometheus, at first distributed at meetings and erotic specialty stores, but eventually at mainstream emporiums like Tower Records in New York City. It is now online only. In the early days, it included an S-and-M horoscope and comic strips, as well as personal ads and ads for supplies.

Mr. Bond wrote articles in which he wondered if S-and-M behaviors were cathartic or developmental. He worried that they might veer into abuse, or become addictive. And he urged that his organization “practice diligence and intelligence” so that it might always be “a liberating force.”

The magazine was not without a sense of humor. After the list of names on its masthead, a parenthetical promised, “If we missed anybody important, we’ll grovel in the next issue.”

Pat Bond was born Walter Allen Campbell on May 24, 1926, in St. Petersburg, Fla., the youngest of three children. His father, Joel, was an orthodontist who died when Allen, as he was known, was 6. His mother, Marie, was a homemaker.

He attended the New York State College for Teachers at Albany, now the University at Albany, and graduated in 1951. He worked as a music teacher in New York City’s public school system and later as a secretary.

Since the late 1970s, Mr. Bond had lived in a basement apartment in Ms. Callahan’s family home in Far Rockaway, a century-old three-story clapboard house that his mother had owned and sold to Ms. Callahan’s parents. Ms. Callahan’s father, known to TES members as Brother Leo, was Mr. Bond’s best friend.

“Allen was a member of our family,” Ms. Callahan said. “He would sing at our dinner table, and lead us in Christmas carols. He was lovely. He cared deeply about justice, and doing the right thing. He was marching for various causes up until 15 years ago. He always wanted to be helpful, even when he could no longer really help.”

Mr. Bond was married briefly when he was young, and the marriage was annulled. He eventually found a dominatrix after TES’s founding — he called her his “lady friend,” Dr. Mesli said. That relationship lasted for nearly half a century, until the woman’s death a few years ago.

“Our sexuality has typically been something you make fun of or sensationalize to sell something,” said Susan Wright of the National Coalition for Sexual Freedom, an advocacy group that fights discrimination against those in the B.D.S.M. community. “Pat offered something different: Let’s just sit down and talk. He was at the cutting edge of conversations about consent and understanding what it means to look your partner in the eye and not be scared to be honest about what you desire.

“Consent is the heart of this community,” she continued. “It’s the difference between kink and abuse. And then of course the education: How do you do this safely? If you’re going to be spanked, what’s the best spot?”

In the half-century since TES’s founding, Mr. Bond’s organization and the community it serves have come out of the shadow — sort of.

In 1996, the author Daphne Merkin wrote an essay about spanking in The New Yorker that raised eyebrows in the chattering class. But less than a decade later, the “Fifty Shades of Grey” trilogy — essentially a contemporary bodice-ripper, but with spanking, about a young woman’s relationship with a wealthy sadist — was a runaway best seller, and then three movies. If the behavior it depicted didn’t exactly become mainstream, its rituals entered the cultural vernacular.

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Mr. Bond at TES Fest, his organization’s annual convention, in 2017. He attended the conventions, held in hotels in New York and New Jersey, until 2018.Credit...Efrain John Gonzalez

At its peak, in the early 1990s, the Eulenspiegel Society had 1,100 members. The internet pruned its ranks — there are countless alt-sex communities and dating sites online — but also opened its programming to a wider audience.

This year, TES turned 50, and it still offers weekly meetings (now virtual) and classes. Until the pandemic, TES held annual conventions, known as TES Fests, at hotels in New York and New Jersey. They had the flavor, participants said, of an academic conference, but with a twist: There would be classes in rope handling, whip technique and handkerchief code, as well as more serious programming about consent and negotiation.

Despite his age, Mr. Bond was able to attend the 2018 TES Fest, his last. “Someone offered to put him on a leash, in an age-sensitive way, and led him around,” Michal Daveed, a spokesman for the organization, recalled. “He seemed very happy.”

Penelope Green is a feature writer in the Style department. She has been a reporter for the Home section, editor of Styles of The Times, an early iteration of Style, and a story editor at The New York Times Magazine

[phroyd]

By the time Donald Trump proclaimed himself a wartime president — and the coronavirus the enemy — the United States was already on course to see more of its people die than in the wars of Korea, Vietnam, Afghanistan and Iraq combined.

The country has adopted an array of wartime measures never employed collectively in U.S. history — banning incoming travelers from two continents, bringing commerce to a near-halt, enlisting industry to make emergency medical gear, and confining 230 million Americans to their homes in a desperate bid to survive an attack by an unseen adversary.

Despite these and other extreme steps, the United States will likely go down as the country that was supposedly best prepared to fight a pandemic but ended up catastrophically overmatched by the novel coronavirus, sustaining heavier casualties than any other nation.

It did not have to happen this way. Though not perfectly prepared, the United States had more expertise, resources, plans and epidemiological experience than dozens of countries that ultimately fared far better in fending off the virus.

The failure has echoes of the period leading up to 9/11: Warnings were sounded, including at the highest levels of government, but the president was deaf to them until the enemy had already struck.

The Trump administration received its first formal notification of the outbreak of the coronavirus in China on Jan. 3. Within days, U.S. spy agencies were signaling the seriousness of the threat to Trump by including a warning about the coronavirus — the first of many — in the President’s Daily Brief.

And yet, it took 70 days from that initial notification for Trump to treat the coronavirus not as a distant threat or harmless flu strain well under control, but as a lethal force that had outflanked America’s defenses and was poised to kill tens of thousands of citizens. That more-than-two-month stretch now stands as critical time that was squandered.

33 times Trump downplayed the coronavirus

Trump’s baseless assertions in those weeks, including his claim that it would all just “miraculously” go away, sowed significant public confusion and contradicted the urgent messages of public health experts.

“While the media would rather speculate about outrageous claims of palace intrigue, President Trump and this Administration remain completely focused on the health and safety of the American people with around the clock work to slow the spread of the virus, expand testing, and expedite vaccine development," said Judd Deere, a spokesman for the president. "Because of the President’s leadership we will emerge from this challenge healthy, stronger, and with a prosperous and growing economy.”

The president’s behavior and combative statements were merely a visible layer on top of deeper levels of dysfunction.

The most consequential failure involved a breakdown in efforts to develop a diagnostic test that could be mass produced and distributed across the United States, enabling agencies to map early outbreaks of the disease, and impose quarantine measure to contain them. At one point, a Food and Drug Administration official tore into lab officials at the Centers for Disease Control and Prevention, telling them their lapses in protocol, including concerns that the lab did not meet the criteria for sterile conditions, were so serious that the FDA would “shut you down” if the CDC were a commercial, rather than government, entity.

Other failures cascaded through the system. The administration often seemed weeks behind the curve in reacting to the viral spread, closing doors that were already contaminated. Protracted arguments between the White House and public health agencies over funding, combined with a meager existing stockpile of emergency supplies, left vast stretches of the country’s health-care system without protective gear until the outbreak had become a pandemic. Infighting, turf wars and abrupt leadership changes hobbled the work of the coronavirus task force.

It may never be known how many thousands of deaths, or millions of infections, might have been prevented with a response that was more coherent, urgent and effective. But even now, there are many indications that the administration’s handling of the crisis had potentially devastating consequences.

Even the president’s base has begun to confront this reality. In mid-March, as Trump was rebranding himself a wartime president and belatedly urging the public to help slow the spread of the virus, Republican leaders were poring over grim polling data that suggested Trump was lulling his followers into a false sense of security in the face of a lethal threat.

The poll showed that far more Republicans than Democrats were being influenced by Trump’s dismissive depictions of the virus and the comparably scornful coverage on Fox News and other conservative networks. As a result, Republicans were in distressingly large numbers refusing to change travel plans, follow “social distancing” guidelines, stock up on supplies or otherwise take the coronavirus threat seriously.

“Denial is not likely to be a successful strategy for survival,” GOP pollster Neil Newhouse concluded in a document that was shared with GOP leaders on Capitol Hill and discussed widely at the White House. Trump’s most ardent supporters, it said, were “putting themselves and their loved ones in danger.”

Trump’s message was changing as the report swept through the GOP’s senior ranks. In recent days, Trump has bristled at reminders that he had once claimed the caseload would soon be “down to zero.”

More than 7,000 people have died of the coronavirus in the United States so far, with about 240,000 cases reported. But Trump has acknowledged that new models suggest that the eventual national death toll could be between 100,000 and 240,000.

Beyond the suffering in store for thousands of victims and their families, the outcome has altered the international standing of the United States, damaging and diminishing its reputation as a global leader in times of extraordinary adversity.

“This has been a real blow to the sense that America was competent,” said Gregory F. Treverton, a former chairman of the National Intelligence Council, the government’s senior-most provider of intelligence analysis. He stepped down from the NIC in January 2017 and now teaches at the University of Southern California. “That was part of our global role. Traditional friends and allies looked to us because they thought we could be competently called upon to work with them in a crisis. This has been the opposite of that.”

This article, which retraces the failures over the first 70 days of the coronavirus crisis, is based on 47 interviews with administration officials, public health experts, intelligence officers and others involved in fighting the pandemic. Many spoke on the condition of anonymity to discuss sensitive information and decisions.

Scanning the horizon

Public health authorities are part of a special breed of public servant — along with counterterrorism officials, military planners, aviation authorities and others — whose careers are consumed with contemplating worst-case scenarios.

The arsenal they wield against viral invaders is powerful, capable of smothering a new pathogen while scrambling for a cure, but easily overwhelmed if not mobilized in time. As a result, officials at the Department of Health and Human Services, the CDC and other agencies spend their days scanning the horizon for emerging dangers.

The CDC learned of a cluster of cases in China on Dec. 31 and began developing reports for HHS on Jan. 1. But the most unambiguous warning that U.S. officials received about the coronavirus came Jan. 3, when Robert Redfield, the CDC director, received a call from a counterpart in China. The official told Redfield that a mysterious respiratory illness was spreading in Wuhan, a congested commercial city of 11 million people in the communist country’s interior.

Redfield quickly relayed the disturbing news to Alex Azar, the secretary of HHS, the agency that oversees the CDC and other public health entities. Azar, in turn, ensured that the White House was notified, instructing his chief of staff to share the Chinese report with the National Security Council.

From that moment, the administration and the virus were locked in a race against a ticking clock, a competition for the upper hand between pathogen and prevention that would dictate the scale of the outbreak when it reached American shores, and determine how many would get sick or die.

The initial response was promising, but officials also immediately encountered obstacles.

On Jan. 6, Redfield sent a letter to the Chinese offering to send help, including a team of CDC scientists. China rebuffed the offer for weeks, turning away assistance and depriving U.S. authorities of an early chance to get a sample of the virus, critical for developing diagnostic tests and any potential vaccine.

China impeded the U.S. response in other ways, including by withholding accurate information about the outbreak. Beijing had a long track record of downplaying illnesses that emerged within its borders, an impulse that U.S. officials attribute to a desire by the country’s leaders to avoid embarrassment and accountability with China’s 1.3 billion people and other countries that find themselves in the pathogen’s path.

China stuck to this costly script in the case of the coronavirus, reporting Jan. 14 that it had seen “no clear evidence of human-to-human transmission.” U.S. officials treated the claim with skepticism that intensified when the first case surfaced outside China with a reported infection in Thailand.

A week earlier, senior officials at HHS had begun convening an intra-agency task force including Redfield, Azar and Anthony S. Fauci, director of the National Institute of Allergy and Infectious Diseases. The following week, there were also scattered meetings at the White House with officials from the National Security Council and State Department, focused mainly on when and whether to bring back government employees in China.

U.S. officials began taking preliminary steps to counter a potential outbreak. By mid-January, Robert Kadlec, an Air Force officer and physician who serves as assistant secretary for preparedness and response at HHS, had instructed subordinates to draw up contingency plans for enforcing the Defense Production Act, a measure that enables the government to compel private companies to produce equipment or devices critical to the country’s security. Aides were bitterly divided over whether to implement the act, and nothing happened for many weeks.

On Jan. 14, Kadlec scribbled a single word in a notebook he carries: “Coronavirus!!!”

Despite the flurry of activity at lower levels of his administration, Trump was not substantially briefed by health officials about the coronavirus until Jan.18, when, while spending the weekend at Mar-a-Lago, he took a call from Azar.

Even before the heath secretary could get a word in about the virus, Trump cut him off and began criticizing Azar for his handling of an aborted federal ban on vaping products, a matter that vexed the president.

At the time, Trump was in the throes of an impeachment battle over his alleged attempt to coerce political favors from the leader of Ukraine. Acquittal seemed certain by the GOP-controlled Senate, but Trump was preoccupied with the trial, calling lawmakers late at night to rant, and making lists of perceived enemies he would seek to punish when the case against him concluded.

In hindsight, officials said, Azar could have been more forceful in urging Trump to turn at least some of his attention to a threat that would soon pose an even graver test to his presidency, a crisis that would cost American lives and consume the final year of Trump’s first term.

But the secretary, who had a strained relationship with Trump and many others in the administration, assured the president that those responsible were working on and monitoring the issue. Azar told several associates that the president believed he was “alarmist” and Azar struggled to get Trump’s attention to focus on the issue, even asking one confidant for advice.

Within days, there were new causes for alarm.

On Jan. 21, a Seattle man who had recently traveled to Wuhan tested positive for the coronavirus, becoming the first known infection on U.S. soil. Then, two days later, Chinese authorities took the drastic step of shutting down Wuhan, turning the teeming metropolis into a ghost city of empty highways and shuttered skyscrapers, with millions of people marooned in their homes.

“That was like, whoa,” said a senior U.S. official involved in White House meetings on the crisis. “That was when the Richter scale hit 8.”

It was also when U.S. officials began to confront the failings of their own efforts to respond.

Azar, who had served in senior positions at HHS through crises including the 9/11 terrorist attacks and the outbreak of bird flu in 2005, was intimately familiar with the playbook for crisis management.

He instructed subordinates to move rapidly to establish a nationwide surveillance system to track the spread of the coronavirus — a stepped-up version of what the CDC does every year to monitor new strains of the ordinary flu.

But doing so would require assets that would elude U.S. officials for months — a diagnostic test that could accurately identify those infected with the new virus and be produced on a mass scale for rapid deployment across the United States, and money to implement the system.

Azar’s team also hit another obstacle. The Chinese were still refusing to share the viral samples they had collected and were using to develop their own tests. In frustration, U.S. officials looked for other possible routes.

A biocontainment lab at the University of Texas medical branch in Galveston had a research partnership with the Wuhan Institute of Virology.

Kadlec, who knew the Galveston lab director, hoped scientists could arrange a transaction on their own without government interference. At first, the lab in Wuhan agreed, but officials in Beijing intervened Jan. 24 and blocked any lab-to-lab transfer.

There is no indication that officials sought to escalate the matter or enlist Trump to intervene. In fact, Trump has consistently praised Chinese President Xi Jinping despite warnings from U.S. intelligence and health officials that Beijing was concealing the true scale of the outbreak and impeding cooperation on key fronts.

The CDC had issued its first public alert about the coronavirus Jan. 8, and by the 17th was monitoring major airports in Los Angeles, San Francisco and New York, where large numbers of passengers arrived each day from China.

In other ways, though, the situation was already spinning out of control, with multiplying cases in Seattle, intransigence by the Chinese, mounting questions from the public, and nothing in place to stop infected travelers from arriving from abroad.

Trump was out of the country for this critical stretch, taking part in the annual global economic forum in Davos, Switzerland. He was accompanied by a contingent of top officials including national security adviser Robert O’Brien, who took a trans-Atlantic call from an anxious Azar.

Azar told O’Brien that it was “mayhem” at the White House, with HHS officials being pressed to provide nearly identical briefings to three audiences on the same day.

Azar urged O’Brien to have the NSC assert control over a matter with potential implications for air travel, immigration authorities, the State Department and the Pentagon. O’Brien seemed to grasp the urgency, and put his deputy, Matthew Pottinger, who had worked in China as a journalist for the Wall Street Journal, in charge of coordinating the still-nascent U.S. response.

But the rising anxiety within the administration appeared not to register with the president. On Jan. 22, Trump received his first question about the coronavirus in an interview on CNBC while in Davos. Asked whether he was worried about a potential pandemic, Trump said, “No. Not at all. And we have it totally under control. It’s one person coming in from China. . . . It’s going to be just fine.”

Mick Mulvaney, then acting White House chief of staff, and national security adviser Robert O'Brien talk with Trump aboard Marine One on the president's return from Davos, Switzerland, on Jan. 22. (Jabin Botsford/The Washington Post)

Spreading uncontrollably

The move by the NSC to seize control of the response marked an opportunity to reorient U.S. strategy around containing the virus where possible and procuring resources that hospitals would need in any U.S. outbreak, including such basic equipment as protective masks and ventilators.

But instead of mobilizing for what was coming, U.S. officials seemed more preoccupied with logistical problems, including how to evacuate Americans from China.

In Washington, then-acting chief of staff Mick Mulvaney and Pottinger began convening meetings at the White House with senior officials from HHS, the CDC and the State Department.

The group, which included Azar, Pottinger and Fauci, as well as nine others across the administration, formed the core of what would become the administration’s coronavirus task force. But it primarily focused on efforts to keep infected people in China from traveling to the United States even while evacuating thousands of U.S. citizens. The meetings did not seriously focus on testing or supplies, which have since become the administration’s most challenging problems.

The task force was formally announced on Jan. 29.

“The genesis of this group was around border control and repatriation,” said a senior official involved in the meetings. “It wasn’t a comprehensive, whole-of-government group to run everything.”

The State Department agenda dominated those early discussions, according to participants. Officials began making plans to charter aircraft to evacuate 6,000 Americans stranded in Wuhan. They also debated language for travel advisories that State could issue to discourage other travel in and out of China.

On Jan. 29, Mulvaney chaired a meeting in the White House Situation Room in which officials debated moving travel restrictions to “Level 4,” meaning a “do not travel” advisory from the State Department. Then, the next day, China took the draconian step of locking down the entire Hubei province, which encompasses Wuhan.

Hand sanitizer is available at each gate in Terminal B at Oakland International Airport in California on March 4 in an effort to stop the spread of the coronavirus. (Melina Mara/The Washington Post)

That move by Beijing finally prompted a commensurate action by the Trump administration. On Jan. 31, Azar announced restrictions barring any non-U.S. citizen who had been in China during the preceding two weeks from entering the United States.

Trump has, with some justification, pointed to the China-related restriction as evidence that he had responded aggressively and early to the outbreak. It was among the few intervention options throughout the crisis that played to the instincts of the president, who often seems fixated on erecting borders and keeping foreigners out of the country.

But by that point, 300,000 people had come into the United States from China over the previous month. There were only 7,818 confirmed cases around the world at the end of January, according to figures released by the World Health Organization — but it is now clear that the virus was spreading uncontrollably.

Pottinger was by then pushing for another travel ban, this time restricting the flow of travelers from Italy and other nations in the European Union that were rapidly emerging as major new nodes of the outbreak. Pottinger’s proposal was endorsed by key health-care officials, including Fauci, who argued that it was critical to close off any path the virus might take into the country.

This time, the plan met with resistance from Treasury Secretary Steven Mnuchin and others who worried about the impact on the U.S. economy. It was an early sign of tension in an area that would split the administration, pitting those who prioritized public health against those determined to avoid any disruption in an election year to the run of expansion and employment growth.

Those backing the economy prevailed with the president. And it was more than a month before the administration issued a belated and confusing ban on flights into the United States from Europe. Hundreds of thousands of people crossed the Atlantic during that interval.

A wall of resistance

While fights over air travel played out in the White House, public health officials began to panic over a startling shortage of critical medical equipment including protective masks for doctors and nurses, as well as a rapidly shrinking pool of money needed to pay for such things.

By early February, the administration was quickly draining a $105 million congressional fund to respond to infectious disease outbreaks. The coronavirus threat to the United States still seemed distant if not entirely hypothetical to much of the public. But to health officials charged with stockpiling supplies for worst-case-scenarios, disaster appeared increasingly inevitable.

A national stockpile of N95 protective masks, gowns, gloves and other supplies was already woefully inadequate after years of underfunding. The prospects for replenishing that store were suddenly threatened by the unfolding crisis in China, which disrupted offshore supply chains.

Much of the manufacturing of such equipment had long since migrated to China, where factories were now shuttered because workers were on order to stay in their households. At the same time, China was buying up masks and other gear to gird for its own coronavirus outbreak, driving up costs and monopolizing supplies.

In late January and early February, leaders at HHS sent two letters to the White House Office of Management and Budget asking to use its transfer authority to shift $136 million of department funds into pools that could be tapped for combating the coronavirus. Azar and his aides also began raising the need for a multibillion-dollar supplemental budget request to send to Congress.

Yet White House budget hawks argued that appropriating too much money at once when there were only a few U.S. cases would be viewed as alarmist.

Joe Grogan, head of the Domestic Policy Council, clashed with health officials over preparedness. He mistrusted how the money would be used and questioned how health officials had used previous preparedness funds.

Azar then spoke to Russell Vought, the acting director of the White House Office of Management and Budget, during Trump’s State of the Union speech on Feb. 4. Vought seemed amenable, and told Azar to submit a proposal.

Azar did so the next day, drafting a supplemental request for more than $4 billion, a sum that OMB officials and others at the White House greeted as an outrage. Azar arrived at the White House that day for a tense meeting in the Situation Room that erupted in a shouting match, according to three people familiar with the incident.

A deputy in the budget office accused Azar of preemptively lobbying Congress for a gigantic sum that White House officials had no interest in granting. Azar bristled at the criticism and defended the need for an emergency infusion. But his standing with White House officials, already shaky before the coronavirus crisis began, was damaged further.

White House officials relented to a degree weeks later as the feared coronavirus surge in the United States began to materialize. The OMB team whittled Azar’s demands down to $2.5 billion, money that would be available only in the current fiscal year. Congress ignored that figure, approving an $8 billion supplemental bill that Trump signed into law March 7.

Trump on his 'natural ability' for medical science: 'I really get it'

But again, delays proved costly. The disputes meant that the United States missed a narrow window to stockpile ventilators, masks and other protective gear before the administration was bidding against many other desperate nations, and state officials fed up with federal failures began scouring for supplies themselves.

In late March, the administration ordered 10,000 ventilators — far short of what public health officials and governors said was needed. And many will not arrive until the summer or fall, when models expect the pandemic to be receding.

“It’s actually kind of a joke,” said one administration official involved in deliberations about the belated purchase.

Inconclusive tests

Although viruses travel unseen, public health officials have developed elaborate ways of mapping and tracking their movements. Stemming an outbreak or slowing a pandemic in many ways comes down to the ability to quickly divide the population into those who are infected and those who are not.

Doing so, however, hinges on having an accurate test to diagnose patients and deploy it rapidly to labs across the country. The time it took to accomplish that in the United States may have been more costly to American efforts than any other failing.

“If you had the testing, you could say, ‘Oh my god, there’s circulating virus in Seattle, let’s jump on it. There’s circulating virus in Chicago, let’s jump on it,’ ” said a senior administration official involved in battling the outbreak. “We didn’t have that visibility.”

The first setback came when China refused to share samples of the virus, depriving U.S. researchers of supplies to bombard with drugs and therapies in a search for ways to defeat it. But even when samples had been procured, the U.S. effort was hampered by systemic problems and institutional hubris.

Among the costliest errors was a misplaced assessment by top health officials that the outbreak would probably be limited in scale inside the United States — as had been the case with every other infection for decades — and that the CDC could be trusted on its own to develop a coronavirus diagnostic test.

The CDC, launched in the 1940s to contain an outbreak of malaria in the southern United States, had taken the lead on the development of diagnostic tests in major outbreaks including Ebola, zika and H1N1. But the CDC was not built to mass-produce tests.

The CDC’s success had fostered an institutional arrogance, a sense that even in the face of a potential crisis there was no pressing need to involve private labs, academic institutions, hospitals and global health organizations also capable of developing tests.

Yet some were concerned that the CDC test would not be enough. Stephen Hahn, the FDA commissioner, sought authority in early February to begin calling private diagnostic and pharmaceutical companies to enlist their help.

But when senior FDA officials consulted leaders at HHS, Hahn, who had led the agency for about two months, was told to stand down. There were concerns about him personally contacting companies regulated by his agency.

At that point, Azar, the HHS secretary, seemed committed to a plan he was pursuing that would keep his agency at the center of the response effort: securing a test from the CDC and then building a national coronavirus surveillance system by relying on an existing network of labs used to track the ordinary flu.

In task force meetings, Azar and Redfield pushed for $100 million to fund the plan, but were shot down because of the cost, according to a document outlining the testing strategy obtained by The Washington Post.

Relying so heavily on the CDC would have been problematic even if it had succeeded in quickly developing an effective test that could be distributed across the country. The scale of the epidemic, and the need for mass testing far beyond the capabilities of the flu network, would have overwhelmed the plan, which didn’t envision engaging commercial lab companies for up to six months.

The effort collapsed when the CDC failed its basic assignment to create a working test and the task force rejected Azar’s plan.

On Feb. 6, when the World Health Organization reported that it was shipping 250,000 test kits to labs around the world, the CDC began distributing 90 kits to a smattering of state-run health labs.

Almost immediately, the state facilities encountered problems. The results were inconclusive in trial runs at more than half the labs, meaning they couldn’t be relied upon to diagnose actual patients. The CDC issued a stopgap measure, instructing labs to send tests to its headquarters in Atlanta, a practice that would delay results for days.

The scarcity of effective tests led officials to impose constraints on when and how to use them, and delayed surveillance testing. Initial guidelines were so restrictive that states were discouraged from testing patients exhibiting symptoms unless they had traveled to China and come into contact with a confirmed case, when the pathogen had by that point almost certainly spread more broadly into the general population.

The limits left top officials largely blind to the true dimensions of the outbreak.

In a meeting in the Situation Room in mid-February, Fauci and Redfield told White House officials that there was no evidence yet of worrisome person-to-person transmission in the United States. In hindsight, it appears almost certain that the virus was taking hold in communities at that point. But even the country’s top experts had little meaningful data about the domestic dimensions of the threat. Fauci later conceded that as they learned more their views changed.

At the same time, the president’s subordinates were growing increasingly alarmed, Trump continued to exhibit little concern. On Feb. 10, he held a political rally in New Hampshire attended by thousands where he declared that “by April, you know, in theory, when it gets a little warmer, it miraculously goes away.”

The New Hampshire rally was one of eight that Trump held after he had been told by Azar about the coronavirus, a period when he also went to his golf courses six times.

A day earlier, on Feb. 9, a group of governors in town for a black-tie gala at the White House secured a private meeting with Fauci and Redfield. The briefing rattled many of the governors, bearing little resemblance to the words of the president. “The doctors and the scientists, they were telling us then exactly what they are saying now,” Maryland Gov. Larry Hogan (R) said.

That month, federal medical and public health officials were emailing increasingly dire forecasts among themselves, with one Veterans Affairs medical adviser warning, ‘We are flying blind,’” according to emails obtained by the watchdog group American Oversight.

Later in February, U.S. officials discovered indications that the CDC laboratory was failing to meet basic quality-control standards. On a Feb. 27 conference call with a range of health officials, a senior FDA official lashed out at the CDC for its repeated lapses.

Jeffrey Shuren, the FDA’s director for devices and radiological health, told the CDC that if it were subjected to the same scrutiny as a privately run lab, “I would shut you down.”

On Feb. 29, a Washington state man became the first American to die of a coronavirus infection. That same day, the FDA released guidance, signaling that private labs were free to proceed in developing their own diagnostics.

Another four-week stretch had been squandered

Life and death

One week later, on March 6, Trump toured the facilities at the CDC wearing a red “Keep America Great” hat. He boasted that the CDC tests were nearly perfect and that “anybody who wants a test will get a test,” a promise that nearly a month later remains unmet.

He also professed to have a keen medical mind. “I like this stuff. I really get it,” he said. “People here are surprised that I understand it. Every one of these doctors said, ‘How do you know so much about this?’ ”

In reality, many of the failures to stem the coronavirus outbreak in the United States were either a result of, or exacerbated by, his leadership.

For weeks, he had barely uttered a word about the crisis that didn’t downplay its severity or propagate demonstrably false information. He dismissed the warnings of intelligence officials and top public health officials in his administration.

At times, he voiced far more authentic concern about the trajectory of the stock market than the spread of the virus in the United States, railing at the chairman of the Federal Reserve and others with an intensity that he never seemed to exhibit about the possible human toll of the outbreak.

In March, as state after state imposed sweeping new restrictions on their citizens’ daily lives to protect them — triggering severe shudders in the economy — Trump second-guessed the lockdowns.

The common flu kills tens of thousands each year and “nothing is shut down, life & the economy go on,” he tweeted March 9. A day later, he pledged that the virus would “go away. Just stay calm.”

Two days later, Trump finally ordered the halt to incoming travel from Europe that his deputy national security adviser had been advocating for weeks. But Trump botched the Oval Office announcement so badly that White House officials spent days trying to correct erroneous statements that triggered a stampede by U.S. citizens overseas to get home.

“There was some coming to grips with the problem and the true nature of it — the 13th of March is when I saw him really turn the corner. It took a while to realize you’re at war,” Sen. Lindsey O. Graham (R-S.C.) said. “That’s when he took decisive action that set in motion some real payoffs.”

Trump spent many weeks shuffling responsibility for leading his administration’s response to the crisis, putting Azar in charge of the task force at first, relying on Pottinger, the deputy national security adviser, for brief periods, before finally putting Vice President Pence in the role toward the end of February.

Other officials have emerged during the crisis to help right the United States’ course, and at times, the statements of the president. But even as Fauci, Azar and others sought to assert themselves, Trump was behind the scenes turning to others with no credentials, experience or discernible insight in navigating a pandemic.

Foremost among them was his adviser and son-in-law, Jared Kushner. A team reporting to Kushner commandeered space on the seventh floor of the HHS building to pursue a series of inchoate initiatives.

One plan involved having Google create a website to direct those with symptoms to testing facilities that were supposed to spring up in Walmart parking lots across the country, but which never materialized. Another centered an idea advanced by Oracle chairman Larry Ellison to use software to monitor the unproven use of anti-malaria drugs against the coronavirus pathogen.

So far, the plans have failed to come close to delivering on the promises made when they were touted in White House news conferences. The Kushner initiatives have, however, often interrupted the work of those under immense pressure to manage the U.S. response.

Current and former officials said that Kadlec, Fauci, Redfield and others have repeatedly had to divert their attentions from core operations to contend with ill-conceived requests from the White House they don’t believe they can ignore. And Azar, who once ran the response, has since been sidelined, with his agency disempowered in decision-making and his performance pilloried by a range of White House officials, including Kushner.

“Right now Fauci is trying to roll out the most ambitious clinical trial ever implemented” to hasten the development of a vaccine, said a former senior administration official in frequent touch with former colleagues. And yet, the nation’s top health officials “are getting calls from the White House or Jared’s team asking, ‘Wouldn’t it be nice to do this with Oracle?’ ”

If the coronavirus has exposed the country’s misplaced confidence in its ability to handle a crisis, it also has cast harsh light on the limits of Trump’s approach to the presidency — his disdain for facts, science and experience.

He has survived other challenges to his presidency — including the Russia investigation and impeachment — by fiercely contesting the facts arrayed against him and trying to control the public’s understanding of events with streams of falsehoods.

The coronavirus may be the first crisis Trump has faced in office where the facts — the thousands of mounting deaths and infections — are so devastatingly evident that they defy these tactics.

After months of dismissing the severity of the coronavirus, resisting calls for austere measures to contain it, and recasting himself as a wartime president, Trump seemed finally to succumb to the coronavirus reality. In a meeting with a Republican ally in the Oval Office last month, the president said his campaign no longer mattered because his reelection would hinge on his coronavirus response.

“It’s absolutely critical for the American people to follow the guidelines for the next 30 days,” he said at his March 31 news conference. “It’s a matter of life and death.”

A medical professional works inside a refrigerated container truck functioning as a makeshift morgue at Brooklyn Hospital Center in New York on March 31. (John Minchillo/AP)

Julie Tate and Shane Harris contributed to this report.

Phroyd

[pruuneconsultingltd]

Ways of Optimizing Inventory

Inventory optimization (IO) is a strategy for balancing the amount of working capital that's tied up in inventory with service-level goals across multiple stock-keeping units (SKUs). One may also define it as, maintaining minimum cost of average on-hand inventory (no or very little end of the month reduction for financial reporting) while, achieving the highest desired fill rates for the items being optimized (Factory Physics.com).

Keys to inventory optimization according Bursa (2013);

1.       Air Cover ‘Air cover’ for a supply chain professional means solid support at the executive level. Even a senior staffer needs the backing of peers in supply-side procurement, manufacturing, distribution, sales and marketing, finance, and even strategic planning. Stakeholders in the supply chain come from diverse, often isolated, functions, ranging from purchasing to 3PL’s, from sales to inventory planners, and so on. The organization that succeeds is the one that realizes it has much more to gain by generating a shared understanding (vision) of the shared supply chain. Making inventory-related key performance indicators (KPIs) visible, comparable and available amongst all business units will create a sense of internal competition and achievement.

 2.       Inventory Optimization Must Match Your Organization’s Planning Process Your organization has a planning process which dictates how you’ll go about the job of gaining support and successfully implementing your inventory optimization initiative. As Gartner notes, it operates on three levels: strategic, tactical and executional. Supply chain strategy (inventory plans and policies), tactics (individual inventory target setting down to the SKU level), and execution (ERP) are like separate gears that mesh together to perform the work of managing your inventory wisely. They should be thought of as three facets of a single entity—strategic course setters take the long view, while those who care about day-to-day decisions need a dedicated, easily adopted mechanism for maintaining inventory and service at optimal levels.

 3.       Avoid the Black Box Most inventory target planners will not use a solution unless and until they believe in it. It’s simply not possible to put a ‘black box’ into the supply chain organization and expect everyone to follow its lead. There is no substitute for—or shortcut around—using the knowledge of planners who are ‘in the trenches’ on a day–to-day basis. These planners must have at least a basic understanding of the data that goes into the process and accept the results that come out.

The ongoing optimization takes into account transaction data as well as uncertainty in demand, volatile supply, costs and delivery timetables, inaccurate or inconsistent forecasts, replenishment cycles, manufacturing considerations, and more. Even though the algorithms and analytics have been extensively validated by academics and practitioners across industries and around the world over years of successful use, it is still crucial that your users have a chance to validate results, not only during the initial launch, but on an ongoing basis. When planners are comfortable with the results of optimization recommendations—if they take ownership of the numbers—they become confident and will not revert back to old static and simplistic methods.

 4.       Move Fast! Every supply chain is characterized by an ‘efficient frontier’ curve, which represents the trade-off between inventory cost and service level performance. You are in the process of moving your entire supply chain from one frontier curve to a new ‘efficient frontier’ that achieves higher performance at lower cost.

The most important factor in reaching this new level is to organize and mobilize your key resources quickly. Long, multi-year rollouts are vulnerable to shifts in focus and budget. You may lose key resources. And of course, there is always the impact of stakeholders changing jobs. So ‘optimize your optimization initiative’.

 Effects of inventory optimization

According to Industrytoday.com (2014), Increases in inventory turns affect many facets of the distribution center operations, making it important to anticipate the impacts before customers feel them. If you have plans or initiatives in place to optimize inventory, consider these potential side effects:

1.       Congestion on the calendar Unless you procure goods through wholesalers or distributors, your appointment requests may increase as more independent suppliers begin delivering goods to your facility. More deliveries mean increased trailer traffic and congestion, especially if you don’t have extra dock space available. And failing to unload shipments fast enough increases the risk of demurrage charges or having to postpone appointments.

 2.       Increases in receiving time A good percentage of receiving time is spent collecting documentation, organizing products, and coordinating purchase orders and packing slips; therefore, the overall processing time for receiving orders will grow as the number of deliveries increases. In addition, more frequent receipts may require more tracking, which also will increase receiving time. You may not see an immediate decline in productivity when a trailer reaches your facility, but unless you have prepared for extra deliveries; your workforce will struggle under the increased workload.

 3.        Increased effort to manage inventory Counting less-than-full pallets will require more time and care. Moreover, inventory clerks may have to spend more time tracking additional lot numbers and expiration dates. The same is true in a manufacturing environment that chooses to decrease work in process and produce smaller batches.

 Inventory optimization has its benefits. But before undertaking an optimization project, make sure you understand the hidden and potentially adverse effects it may have on your operations. With foresight and proper planning, it is possible to address these effectively up front and save time, money, and stress down the road says Jeff Primeau (2014).

 What is Excess and Obsolescence E&O

This is the accounting value assigned to the cost associated with inventory that is disposed of as being excess or obsolete. Excess and obsolete inventory is a supply chain management problem for manufacturers, distributors and retailers. Inventory represents a large investment for these companies, and if it isn't sold for some reason, it takes up space in warehouses and increases a firm's liability. An E&O reserve is the cost of the inventory, less its probable disposition value. It is carried on the financials of the company as an expense and can affect your company's borrowing ability. Duff (n.d).

 How to prevent E&O

Know Your Reorder Point

Using an accurate reorder point formula will help you predict the right time to order more inventories and how much you’ll need to order. It will also help you understand your current rate of inventory turnover and give you insight into how to increase it.

Forecast Demand

Accurately forecasting demand is a major factor in whether you’ll have obsolete inventory or not. It might be the biggest factor. Best practices are to pay attention to sales trends from past years, mostly buy products that have a proven track record for selling consistently well, and pay attention to what your competitors are selling and how well they’re selling it.

Track Inventory Levels in Real-Time

If you want granular insight into your inventory levels, then you should use something like a cloud-based inventory management system that allows you to know how much inventory you have at all times. This tool will show you whether you’re carrying excess stock and need to ramp up your sales efforts, or if you’re getting low on certain products and need to reorder Dearsystems.com (2017).

  Benefits of optimizing inventory

Focusing on these new and more targeted inventory optimization strategies can result in a variety of operational and financial benefits including;

-          Reduction in on-hand stock level

-          Reduction in out of stock instances

-          Elimination in write offs for obsolete or expired inventory items

-          Reduction in inventory holding costs

-          Increased focus on other business critical functions due to automation 

Pruune consulting is a Dublin based procurement consulting company focusing on working with companies to unlock profit by reducing companies operational costs. Check us out at www.pruune.com

[getambee]

5 REASONS HOW AIR QUALITY IS MAKING LIFE BETTER

The growing number of chronic illnesses related to bad air quality has highlighted the seriousness and severity of air pollution, responsible for 8 million premature deaths each year across the globe. With 92 percent of the world's population living in regions where air pollution levels are considered dangerous by the World Health Organization (WHO), there is an urgent need to understand better air pollution. If you can't quantify it, you can't even manage it, and you can't repair it.   The new invention in low-cost pollution sensors has enabled future air quality monitoring, which delivers usable high-resolution data at a fraction of the price of conventional monitoring systems. We can now view real-time pictures of where air quality originates and travels, as well as who is most impacted, in more detail than ever before.

With this understanding, we can work across distinct levels of interest to resolve the tensions among social good as well as economic growth, entering a new epoch of population health and thriving cities - and, in the process, creating a new and viable structure of clean air investment opportunities and policies in the context of the 4th Industrial Revolution (1). Here are five ways new air data quality reveals more about the air that we breathe and its effects on our health, the ecosystem, and even the economy.

1. The effect of reducing transit-related emissions

A rise in anthropogenic sources from fossil-fuel combustion has occurred due to more vehicles on the road than ever before. It should come as no astonishment that decreasing traffic also reduces pollution and vice versa. Cities have adopted various traffic regulations aimed at reducing both, but quantifying the actual effects has been challenging until recently.

Air quality data with high resolution serves as a measure for implementing and evaluating new traffic management strategies. Cities may track pollutant trends or hotspots - that route and times of day with the greatest concentrations of pollutants - by installing air quality sensors along popular highways and junctions and fine-tune their policies appropriately. Proper air pollution data on the busiest streets may be easily linked with local traffic data to create smart traffic management and reduce congestion. Less traffic, reduced time on the road, fewer air pollution exposures, and all the rewards that come with improved quality of life are just a few of the advantages.

2. Establishing data openness as the norm

To reflect the overall air quality of a whole city, traditional air quality monitoring stations rely on a small number of data collecting sites. However, according to a 2018 study by the Mayor of London, air pollution levels may differ substantially between two sites just a few meters away. Between the center of a roadway and the sidewalk, a simple shift in wind direction produces a significant variation in air quality. Traditional methods are not flexible enough to capture individual differences in air quality exposure, leading to missing data and skewed answers (2).

The entrepreneurial idea of extremely high monitoring systems and personal air monitoring equipment has opened up new public health opportunities. Even short-term exposure to air pollution reduces productivity and strains our overall health. With improved access and education, everyone may use localized clean air information to analyze appropriate preventative and mitigation measures to enhance their quality of life.

3. Maintaining the safety of schools

Children are one of the most sensitive populations to air pollution; kids are more susceptible to the harmful effects of hazardous pollutants, impair school performance and raise the risk of respiratory and cardiovascular problems. The installation of proper air quality sensors in schools enables educators to make informed decisions about fostering healthy settings while also providing parents with peace of mind. Schools may take educated steps to limit air pollution exposure while educating and imparting environmental values to children from a young age, whether by keeping asthmatic pupils inside or postponing breaks on a high-pollution day.

In perennially polluted places like London or Beijing, weighing the benefits and drawbacks of indoor retreats against regular outside activity becomes more complex, but perhaps this is where proper air quality data also will play a part in future cost-benefit analysis studies.

4. Supporting the transition to renewable energy sources

As nations transition to cleaner energy portfolios, the resultant reduction in greenhouse emissions helps solve some of the world's most pressing air pollution issues. Air quality data is being used to verify environmental co-benefits and as a proxy for measuring the impact of global warming and policy success.

For example, studies have used air quality data to assess how air pollution prevention aids solar energy production efficiency. In another instance, air quality data recently showed that methane leakage at natural gas production sites throughout the United States had been substantially underestimated.

With the significant modernization and price reductions in energy technologies over the last decade, it is critical to continue to enhance overall sustainability by bolstering matching air quality monitoring activities.

5. Providing financial support to environmental justice movements

Inequality is strongly linked to the worldwide air pollution problem. From pollutants to agricultural operations, traditional air pollution monitoring methods generally disregard neighborhood-to-neighborhood differences in air quality, thereby ignoring the deep-rooted economic or ethnic inequalities in today's worldwide air pollution patterns. According to the New York City Public Air Survey, air quality is unevenly distributed across the city, with low socioeconomic areas experiencing 50 percent greater breathing airborne particles than high socioeconomic neighborhoods.

High-resolution air pollution monitoring networks bridge the knowledge gap, assisting policymakers and community organizers in tackling a wide range of environmental injustices within low-income communities, such as redlining, food poverty, and educational access.

[your-dietician]

Rebalancing the data economy: Startups for a restart

New Post has been published on https://tattlepress.com/economy/rebalancing-the-data-economy-startups-for-a-restart/

Rebalancing the data economy: Startups for a restart

The big data era has created valuable resources for public interest outcomes, like health care. In the last 18 months, the speed with which scientists were able to respond to the covid-19 pandemic—faster than any other disease in history—demonstrated the benefits of gathering, sharing, and extracting value from data for a wider good.

Access to data from 56 million National Health Service (NHS) patients’ medical records enabled public health researchers in the UK to provide some of the strongest data on risk factors for covid mortality and features of long covid, while access to sensitive health records sped up the development of lifesaving medical treatments like the messenger-RNA vaccines produced by Moderna and Pfizer.

But balancing the benefits of data sharing with the protection of individual and organizational privacy is a delicate process—and rightly so. Governments and businesses are increasingly collecting vast amounts of data, prompting investigations, concerns around privacy, and calls for stricter regulation.

“Data increasingly powers innovation, and it needs to be used for the public good, while individual privacy is protected. This is new and unfamiliar terrain for policymaking, and it requires a careful approach,” wrote David Deming, professor and director of the Malcolm Wiener Center for Social Policy at the Harvard Kennedy School, in a recent New York Times article.

A growing number of startups—some 230 and counting, according to Data Collaboratives—are helping to empower citizens, nonprofit groups, and governments to gain more control over their data.

These startups are adopting legal and institutional structures like data trusts, cooperatives, and stewards to provide people and organizations with a means of effectively and securely gathering and using relevant data—and in the process, taking on Big Tech’s control of the data economy.

“The relationship between data and society is fundamentally broken,” says Matt Gee, CEO of Brighthive, which helps networks and organizations set up alternative governance models including data trusts, data commons, and data cooperatives.

“We think it should be more collaborative instead of competitive, it should be more open and transparent, it should be more distributed and democratic instead of monopolistic. This is how we make the gains more equitable and reduce harmful biases in data.” 

Access and control

As demonstrated by the pandemic, medical research and public health planning can be enriched by access to electronic health records, prescription and medicines data, and epidemiology. But health data are also highly sensitive, with understandable public scrutiny over efforts to share them. So-called “secondary use,” which applies personal health information for uses outside health-care delivery, requires a new governance framework.

Findata is an independent authority in the Finnish Institute of Health and Welfare, established by a government act in May 2019. The agency facilitates researchers’ access to Finnish health data, issuing permits for use or responding to specific statistical requests. In so doing, it aims to protect the interests of citizens while also appreciating the value that their data could offer to medical research, teaching, and health planning.

Prior to the formation of Findata, it was costly and complex for researchers to access this vital research resource. “The purpose of this agency is to streamline and secure the use of health data,” explains Johanna Seppänen, director of Findata.

“Before, if you wanted to have data from different registers or hospitals, you had to apply for data separately from each data controller, and there were no standard ways of handling them, no ways to determine prices. It was very time-consuming, difficult, and confusing.”

Findata is the only agency of its kind so far, but it might inspire other countries that want to realize more value from health data in a safe and secure way.

The UK’s NHS recently faced pushback from privacy campaigners over reforms to improve data sharing for public health planning, showing the challenges that can come from attempts to change data collection and sharing protocols. 

Empowerment and autonomy

Helping disenfranchised individuals and groups has been another focus area for new data governance organizations.

Data stewards—which range from community-based collectives to public or private organizations—serve as “both intermediaries and guardians during the exchange of data, thereby supporting individuals and communities to better navigate the data economy and better negotiate on their data rights,” says Suha Mohamed, strategy and partnerships associate at Aapti, an organization working on the intersection of technology and society with a focus on data rights. 

One example of where data stewards can prove useful is for individuals in the gig economy, a fast-growing labor market that has been characterized by the prevalence of short-term contracts or freelance work, as opposed to permanent jobs, and has been rife with power inequalities.  

“Asymmetric control of data is one of the primary levers of power that gig platforms use to manage their workforce and shape the narrative and public policy in the arena that they operate in,” says Hays Witt, co-founder and CEO of Driver’s Seat, a driver-owned data cooperative specializing in ride-hailing.

“Very few stakeholders have access to the data they need to engage in productive and constructive ways, starting with gig workers themselves. Our premise [at Driver’s Seat] is: let’s use tech and a data cooperative to empower gig workers to collect, aggregate, and share their data,” says Witt.

Driver’s Seat has developed a proprietary app through which workers can submit their location, work, and earnings information, which is then aggregated and analyzed. Drivers then receive insights that help them understand their real earnings and performance, informing their choices about where, when, on what platforms, and on what terms to work.

Driver’s Seat is developing tools that can tell drivers their average real pay across platforms in their city, compare their pay with averages, and tell them whether their pay is going up or down. All of this could help drivers move to platforms that offer them a better deal, empowering what is an otherwise atomized labor force.

“Our drivers are really excited to be engaged, because their day-to-day experience is seeing metrics, fed back to them by the platforms, that they don’t trust,” says Witt. “They know that the metrics are influential, their day-to-day experience is totally mediated by data. It impacts their earnings and their life, and they know it.”

Witt believes that in the future, workers will increasingly be able to contribute to crowdsourced information to develop “collective analyses of their problems, which means they can put forward collective policy solutions or agreements to negotiate with the employment platform.”

Balancing social mission and business models

All data startups, whether they are government-sanctioned institutions like Findata or entrepreneurial businesses like Driver’s Seat, face the challenge of balancing their mission with operational sustainability.

Securing a sustainable financial footing is a major challenge for nonprofit groups and social impact businesses. For data equity institutions, the funding mix commonly includes community- and membership-driven approaches, and philanthropic aid.

But some organizations, like Brighthive, have found win-win models where private sector companies are looking to improve data governance and are willing to pay for it.

Brighthive’s Gee describes commercial clients who have “seen what’s happening in the European Union around AI regulation and they want to get ahead of it in the US. They are taking a proactive stance on issues like algorithmic transparency, equity audits, and an alternative governance model for how they use customer data.”

Other data equity platforms have found revenue models in which beneficiary data can be harnessed by third parties in socially positive ways. Hays Witt at Driver’s Seat cites the example of municipal authorities and planning agencies.

Both the authorities and ride-hailing drivers have an incentive to reduce “dead time” in which a driver is circulating without earning money, causing emissions and congestion. If appropriate data can be collected, aggregated, and analyzed in a useful way, it can lead to better traffic and mobility decisions and infrastructure interventions. So, all participants benefit.

Witt points out other “neutral” cases where beneficiary data could be valuable to unrelated private sector entities in ways that do not work against the interests of the drivers. He gives the example of commercial real estate developers who are often forced to make decisions about investments and services based on out-of-date traffic and mobility data.

Driver’s Seat is exploring opportunities to offer aggregated analytics products to such companies with revenues returned as dividends to gig workers and to help finance the cooperative.

Many data startups seeking out sustainable revenue opportunities need to decide where to draw the line in terms of the kind of work they are willing to take on or the kind of businesses they’re willing to work with.

Brighthive’s Matt Gee points to growing investor interest in startups that can help companies navigate the end of “cookies,” which have been critical to third-party advertising but are now being phased out. “Investors are concerned about the death of third-party data and are hungry for companies addressing that,” he says.

But as socially minded startups gain more business from corporate clients, they need to balance their mission for social good with the financial gain of lucrative contracts.

“Is being a public benefit corporation more about what you do and how you do it, or who you work with? If we work on a data collaborative that provides transparency and accountability for marketing organizations pooling customer lists, are we actually reducing societal harm? These are questions that our team is constantly grappling with,” says Gee.

Data startups will inevitably face challenges, including balancing social mission, ethics, and business models, but as the data economy continues to grow, they are in a unique position to carve out new ways of responsibly leveraging the insight that data can provide for citizens, organizations, and governments—wresting some of the power over data away from Big Tech.

“Our data economy needs to anchor on creating value for everyone in society, and that requires user control, trusted intermediation, and collective governance to be embedded in innovative data stewardship models,” says Sushant Kumar, principal of responsible technology at social change venture Omidyar Network.

“Onboarding a critical mass of users, receiving regulatory support, and achieving financial sustainability will also ensure these designs succeed in disrupting the status quo and injecting fairness into the current paradigm.”

This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff.

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[egalogistics]

The Advantages of Using Trailer Spotting in 2024

Trailer Spotting is a strategy that you can implement if you wish to boost the efficiency of your company. It reduces the amount of downtime for the truckers at the docking area. If you have not used it yet, then it may be the right time for you to explore its benefits.

What are the Benefits of Using Trailer Spotting? Staying ahead of the competition is the main goal of many businesses. But if you wish to stay ahead, you need efficiency, flexibility, and innovation. In 2024, consider this logistics solution to enhance your operation.

Enhanced Operational Efficiency This logistics solution is about optimizing the movement of trailers in a facility, such as a distribution center or manufacturing plant. By strategically positioning trailers for loading and loading, you can reduce the time and effort required to access the right trailer. Ultimately, it improves your company’s operational efficiency. This efficiency gain translates into faster turnarounds and increased productivity.

Reduced Congestion Facility congestion can be a significant challenge in logistics operations. This solution helps alleviate this issue by organizing trailer movements. With trailers positioned strategically, there is less congestion in key areas. It makes it easier for trucks and personnel to navigate the facility safely and efficiently.

Time and Labor Savings Time is a precious resource in logistics. And this solution saves plenty of it. Manual trailer movements, which can be time-consuming and labor-intensive, are minimized. This translates into cost savings and allows personnel to focus on higher-value tasks rather than manual trailer shuffling.

Improved Safety It is a top priority in any logistics operation. This logistics solution can significantly enhance safety by reducing the need for complex maneuvers, backing up, or blind-spot navigation. Advanced spotting systems often include safety features like collision detection and real-time monitoring. It further reduces the risk of accidents.

Cost-Effective Operations Efficient logistics operations typically translate into cost savings. This solution reduces Fuel Consumption by minimizing unnecessary trailer movements within the facility. It also helps prevent damage to trailers and other assets, thereby, reducing repair and maintenance costs.

Optimized Yard Space Effective use of yard space is critical for efficient logistics operations. It maximizes available yard space, allowing for better organization and storage of trailers. This optimization is particularly valuable in congested facilities where space is at a premium.

Streamlined Scheduling This service goes hand in hand with optimized scheduling. Knowing the precise location of each trailer allows for better coordination of loading and unloading activities. This streamlined scheduling helps reduce wait time and ensures that trucks are dispatched promptly.

Faster Turnaround Means Improved Customer Satisfaction Efficient logistics operations have a direct impact on customer satisfaction. Faster turnarounds, reduced wait time, and on-time deliveries are all outcomes of this solution. Meeting or exceeding customer expectations can lead to higher customer loyalty and repeat business.

Optimizing Logistics Operations As we venture into 2024, this logistics solution stands as a vital practice for optimizing logistics operations. The advantages it offers including enhanced operational efficiency, reduced congestion, time and labor savings, improved safety, cost-effective operations, optimized yard space, etc., make it a strategic solution for your business if you wish a competitive edge in the industry.

For more information about trailer spotting services and how your company can leverage them, please contact us today for an expert consultation. 

[jesse-pinkman123]

Pulmonary Arterial Hypertension Market Opportunity Analysis - 2027

Global Pulmonary Arterial Hypertension Market, by Drug Type (Endothelin Receptor Antagonists (ERAs), Phosphodiesterase-5 (PDE-5) Inhibitors, Soluble Guanylate Cyclase (sGC) Stimulators, Prostacyclin Analogue, Calcium Channel Blockers, and Others), by Route of Administration (Oral, Inhaled, Intravenous, and Subcutaneous), by Distribution Channel (Hospital Pharmacies, Retail Pharmacies, and Online Pharmacies), and by Region (North America, Latin America, Europe, Asia Pacific, Middle East, and Africa) was valued at US$ 5,821.90 million in 2018, and is expected to exhibit a CAGR of 5.9%, over the forecast period (2019-2027), as highlighted in a new report published by Coherent Market Insights.

Increasing incidence of chronic lung or heart problems are expected to drive growth of the pulmonary arterial hypertension market over the forecast period. For instance, according to the Centers for Disease Control and Prevention (CDC), in 2014, in the U.S. an estimated prevalence of one or two cases of pulmonary hypertension occurs in every 1 million U.S. population. Centers for Disease Control and Prevention (CDC), also reports that idiopathic pulmonary hypertension exist about 40.0% of all the cases, whereas the prevalence of the disease among patients with systemic sclerosis is about 10.0%, with sickle cell disease is about 3.0%, and among HIV patients is 0.5%. Furthermore, the Centers for Disease Control and Prevention (CDC), states that the disease is 2-4 times more frequent among women than men, which majorly diagnosed at the age of around 45 years old.

Major players are focused on drug launches and regulatory approvals, which is expected to propel the market growth over the forecast period. For instance, in September 2019, United Therapeutics received the New Drug Application (NDA) approval by the U.S. Food and Drug Administration (FDA), for the drug, Trevyent. Trevyent is a drug device combination product, which comprise PatchPump technology that enables treprostilin administration by subcutaneous route. Moreover, in October 2019, United Therapeutics received an approval from the U.S. Food and Drug Administration (FDA) for Orenitram, treprostilin tablets. The tablets are expected to delay the progression of pulmonary arterial hypertension disease.

* The sample copy includes: Report Summary, Table of Contents, Segmentation, Competitive Landscape, Report Structure, Methodology.

Request a sample copy of this report: https://www.coherentmarketinsights.com/insight/request-sample/203

Browse 39 Market Data Tables and 25 Figures spread through 163 pages and in-depth TOC on 'Pulmonary Arterial Hypertension Market’- global forecast to 2027, by Drug Type (Endothelin Receptor Antagonists (ERAs), Phosphodiesterase-5 (PDE-5) Inhibitors, Soluble Guanylate Cyclase (sGC) Stimulators, Prostacyclin Analogue, Calcium Channel Blockers, and Others), by Route of Administration (Oral, Inhaled, Intravenous, and Subcutaneous), by Distribution Channel (Hospital Pharmacies, Retail Pharmacies, and Online Pharmacies), and by Region (North America, Latin America, Europe, Asia Pacific, Middle East, and Africa)'

North America is expected to hold a dominant position in the pulmonary arterial hypertension market, owing to rising cases of pulmonary arterial hypertension and ongoing development and regulatory approvals for the associated drugs, which in turn is expected to fuel growth of the regional market over the forecast period. For instance, according to the CVS Health, the article published in April 2018 reports that pulmonary arterial hypertension is considered as a deadly disease, which affects between 10,000 and 20,000 people in the U.S. and it affects women mostly. According to the same source, pulmonary arterial hypertension is a progressive condition, if remained untreated, around 70% of patients may survive for a year after diagnosis and only about one-third make it to 5 years.

Moreover, several major players in the market are focusing on developing and gaining regulatory approvals of the product, which is expected to facilitate growth of the market over the forecast period. For instance, in March 2019, the U.S. Food & Drug Administration approved the very first generics drug for pulmonary arterial hypertension (PAH), Ambrisentan (Letairis).

Browse Research Report: https://www.coherentmarketinsights.com/market-insight/pulmonary-arterial-hypertension-pah-market-203

Key Takeaways of the Pulmonary Arterial Hypertension Market:

The global pulmonary arterial hypertension market is expected to exhibit a CAGR of 5.9% over the forecast period, owing to rising cases that leads to pulmonary arterial hypertension which includes, congestive heart failure, pulmonary embolism, and others. For instance, according to the American College of Cardiology Foundation published an article Heart Disease and Stroke Statistics-2019, a report from the American Heart Association, which states that around 6.2 million U.S. adults had heart failure (HF) in 2013-2016, whereas, in 2014, atrial fibrillation and pulmonary embolism was the principal diagnosis in approximately 454,000 and 178,000 respectively in U.S. hospitalizations.

Among drug type, endothelin receptor antagonists (ERAs) segment held a dominant position in the pulmonary arterial hypertension market in 2018, owing to the FDA approvals, which is expected to propel the market growth. For instance, in September 2017, the U.S. Food & Drug Administration (FDA) approved Tracleer (bosentan) for the treatment of pediatric pulmonary arterial hypertension (PAH). This drug is approved for the pediatric patients aged 3 years and older with idiopathic or congenital PAH to improve pulmonary vascular resistance (PVR).

Companies operating in the global pulmonary arterial hypertension market include United Therapeutics Corporation, GlaxoSmithKline plc, Novartis AG, AstraZeneca, Bayer AG, Merck KGaA, Pfizer Inc., Gilead Sciences, Inc., Actelion Pharmaceuticals Ltd, Arena Pharmaceuticals, and Daiichi Sankyo Company, Limited

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