#crossfunctionally

[toplogisticsmanagement-blog]

Top Logistics Management

Ingo is the founder and managing director of toplogisticsmanagement.com. He is a logistics and supply chain professional with close to 25 years of industry experience. Ingo held senior executive roles for top global logistics providers both in Europe and the Middle East & Africa Region.

During his career he successfully turned around various businesses and established sustainable growth strategies. He won several awards for best performing country organizations or business units.

Our Goal

Make your business more successful and ultimately increase your profitability!

Why Us?

During his career Ingo had to turn logistics business around quickly and established them successfully as fast growing and highly profitable organizations.

He has been in your shoes before and can therefore analyze the status quo and present the right solutions quickly.

Our Expertise

• Profitability & Productivity Improvement

• Offshoring & Deployment of RPA (Robotics Process Automation)

• Claims Prevention & Claims Management

• P & L Transparency & Budgeting

• Performance & Change Management

• Business Development

• Value Proposition & Positioning

• Strategic Planning & Leadership

• Procedure & Process Design

• Sales Direction & Planning

• Operational Excellence

• Development of Reporting Systems & Management Tools

• Compliance & Risk Management

• Customer Contract Management & Limited Liability Contracts

• ISO & OHSAS Implementation

Operating in the logistics industry involves being in a high risk/low return sector. Both service levels and cost to serve are critical to establishing a sustainable business in an ever changing environment of utmost complexity.

We help you define and implement the right strategy, reduce your cost to serve, avoid and mitigate risks, standardize and simplify processes and ultimately increase the success and profitability of your business.

Sales Direction & Management

What is your positioning and do you deploy Field Sales, Key Account Management and/or have a Vertical Market Approach? Is your pipeline sufficient to deliver your budget and how can you increase hit rate, conversion and churn?

Risk Prevention

Do you have limited liability contracts and/or Standard Terms & Conditions in place and do these limit your liability reliably? How can claims be prevented in the first place, and if they occur do you manage them well?

Leadership

Are all of your employees highly engaged? Are they aware of the ultimate goal and how to get there? Do you have the best systems and processes in place, yet your productivity figures remain low? What can you do to effectively lead your organization?

Performance Management

Is the entire organization crossfunctionally managed to achieve an ultimate goal together? Are performance reviews of all employees taking place on a frequent basis? Is feedback given in such a way that employees are not demotivated? Why do you want to reward performance?

For more details on our products and services, please feel free to visit us at Logistics Consultancy Dubai, Supply Chain Consultant, Business Strategy, Seafreight, Risk Prevention

[josephschneideriii]

Bad Code vs Tech Debt...

I recently was in a conversation where an engineer asserted that you can ‘write bad code and compensate for it by adding more servers’. When I probed on that line of thinking, the engineer asserted that to move fast you will incur tech debt. I came away from this conversation curious on why one would think ‘bad code’ is in fact tech debt which then lead me to think through how tech debt finds its way into software and systems.

Not all technical debt is bad, and strategically managing it well can yield benefits. To approach the strategic application of tech debt, classifying debt into categories helps with communicating and addressing tech debt issues in and across teams. Here are three forms of tech debt that can find their way into software and by thinking about tech debt in a structured manner you can better manage risk, costs, and the customer experience.

Deliberate Tech Debt

Often, engineers will know there’s the right way to do something, and the quick way to do something. Sometimes the quick way is the right way (to avoid over-engineering), but at times the team will intentionally build a quick solution to reduce time to market.

When taking this route, consider not only how much time you’ll save on launching a feature, but also the impact on not building the optimal solution to mitigate performance and/or limiting the ability to scale. Strategic product decisions that create deliberate tech debt need to be a structured decision with the risks and issues clearly defined and assessed.

Accidental/outdated Design Tech Debt

When designing software systems, applying an engineering mindset to understanding a problem is critical to avoid this type of tech Debt. Often, engineering teams try to balance thinking ahead and future-proofing their designs with simplicity and velocity of delivery. This is a tricky balance and nobody gets it right every time.

As systems evolve and requirements change, you might come to the realize that your design is flawed, or that new functionality has become difficult and slow to implement. It can’t be stressed enough how SWEs who consistently apply an engineering mindset to solving problems and share as much information and context crossfunctionally will mitigate this type of tech debt impacting product quality and user experience.

Bit Rot Tech Debt

Bit rot tech debt happens over time and more often than not is an indicator the engineering team needs attention. A component or system slowly devolves into unnecessary complexity through lots of incremental changes (see ‘hacks’), often exacerbated when worked upon by several people who might not fully understand the original design. Symptoms are, among others, copy-paste and cargo-cult programming.

This is the only type of tech debt that high performance engineering teams will self regulate & deprecate from their code. Strong teams will take the time to understand the design of the system they are working on, incrementally improve the design and clean up bad code along the way. Engineering teams should hold each other accountable for avoiding bit rot tech debt through structured code reviews and a disciplined application of the engineering mindset.