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"Global Supply Chain and
International Trade Strategies"

The supply chain of the future needs to be resilient and capable to absorb 'shocks' across the globe.

No competitive organization is an 'island' an we must adopt a E2E supply chain perspective.

See Altana e-mail for structure

Supply Chains, Product Flows & Global Logistics Patterns


What is happening in international trade?


What are the trends?


What is my experience in managing supply chains?


Ask me how I can help you

Continuous improvement in the realm of supply chain and global logistics management & development plays a very big important role becasue it allows us to address some very important issues that are usually identified but rarely acted upon. One of these is : "How do we get the most value out of our network? And if so, how do we tackle the most important issues that are of startegic importance to us?". It is in this view that I plan to uncover some really important issues that to me are very important to your organization.

  1. Global Logistics Management allows new commercial strategies targeted at developing international markets to place the organization at a distinct advantage. An 'Internationalization strategy' usually includes different elements and decisions about internationalization which are strategic choice and critical to firms' growth. Partnerships and Foreign Operations set-up are one way to go to market (which implies relying on foreign supply chain operations, due to constrained financial and manpower resources). If companies require 'direct' market knowledge in order to operate viably overseas, the the risk level increases. I have operated in supply chains of both dimensions and I can pinpoint the potential challenges that are involved in both thypes of operations. Management and Control in both cases are clearly very different.

  2. Supply Chain Management is a much wider encompassing function and set of responsibilities however the interaction with logistics management activities are not be underestimated. It is in this view that I select the nest possible avenues in order to improve your network. Think of bottlenecks  - what are the ripple effects across the supply chain that have originated from one point in the chain (too much inventory purchased as a result of unreliable demand patterns and unstable transportation networks, for example).

  3. Global trends : xxx

  4. Global Trade Development : I specialize in dry and containerized cargo, cold chain and temperature comtrolled, break bulk and over dimensional freight. Different types of cargo require different logistical infrastructures and I can advise you how to operate them efficiently. Selection of the suitable combination of logistics providers and negotiation of rates in line with market trends are juts two of the most important decisions you will need to take to operate efficiently at a global level. 

"Do not go where the path may lead. Instead, go where there is no path and leave a trail "

- Ralph Waldo Emerson - 

Insights on Global Trade, Supply Chain and Continuous Improvement

Insights on Global Trade, Supply Chain and Continuous Improvement


  1. What is happening in the international trade arena xxx

  2. Is there a trend or is a multiplicity of interlocking trends xxx

  3. What has been my experience in managing supply chains xxx

Offer experienced advice in international trade & strategy - look deep in the subject

Britannica defines optimization problems as "comprising three fundamental elements: a quantity to be mazimized or minimized, a collection of variables and, a set of constraints that restrict the variables".


I like the word "debottlenecking" when talking about optimization because it refers to the process of getting more production out of existing plants and equipment by improving processes or revamping equipment. Adding production capacity, in fact, is a major investment that has a significant impact on an organization's finances (source:


  1. What is happening in the international trade arena xxx

  2. Is there a trend or is a multiplicity of interlocking trends xxx

  3. What has been my experience in managing supply chains xxx

Offer experienced advice in international trade & strategy - look deep in the subject

Did you find you need help in any or all of the key areas of

supply chain management?

Key element of Mktg

Profound understanding of the market marketplace.

Key element of Mktg

Total Supply Chain Management. 

Key element of Mktg

Creative segmentation and selection.

Key element of Mktg

Creativity and Innovation.

Key element of Mktg

Powerful differentiation and positioning & branding.

Key element of Mktg

Market-driven organizational structures.

Source: Cranfield University - School of Management - Key elements of world class marketing 

The Deming Institute
14 Points For Management

  1. Create Constancy of Purpose for Improving Products and Services

  2. Adopt the New Philosophy

  3. Cease Dependence on Inspection to Achieve Quality

  4. End the Practice of Awarding Business on price alone; minimize total cost by working with a single supplier

  5. Improve constantly and forever every process for planning, production and service

  6. Institute Training on the Job

  7. Adopt and Institute Leadership

  8. Drive Out Fear

  9. Break Down Barriers Between Staff Areas

  10. Eliminate Slogans and Targets for the Workforce

  11. Eliminate Numerical Quotas for the Workforce and Numerical goals for Management

  12. Remove Barriers that Rob people Pride of Workmanship and eliminate Merit Systems

  13. Institute a Vigorous Program for Education & Self-Improvement for Everyone

  14. Put Everybody in the Company to Work Accomplishing the Transformation

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New strategies for developing and gaining a foothold in international markets require an internationalization strategy with different components and decision-rules - critical to a firm's growth.

"Lets disturb your normality"

"How do we make the predictable innovative?"

"What are your constraints?"

I see internationalization from a different set of lenses and that's where we start. What is your corporate strategy? Do you need to take supply chain decisions to better align with your financial and labour resources constraints? From this view, the supply chain of the 'future' needs to be resilient and capable to absorb ' external shocks'.

Our approach to strategy and how we continue to innovate our organization and your supply chains ie efficiency-based. What are the short-term priorities, requirements and initiatives that you see as important today for a better internationalization strategy?

Cheaper, better or quicker than today will rarely lead to an effective strategy.

We want to bring huge change and significant opportunities for strategic advantage.

On the other hand, evolutionary change - providing incremental improvement - is still necessary and demand to keep up with the pace of demand.

So, how do you maintain a position as a frontier performer in your network?

Key criteria in supply chain are centred around safety, cost, efficiency, customer service, reliability and the environment.

Current and future projects will enable us to develop key learning that can be applied in other settings.

We have worked on projects that enable us to impact with significant changes in the way you operate your business and how you deliver value to your customers.

Being a low-cost producer, with the aim to achieve economies of scale is rarely a winning strategy nowadays. It has been used for well over a few decades and our environment nowadays requires a more sophisticated approach to the market with an infusion of creativity, innovation, best practice and an outlook on continuous improvement.


Sharp polarization does take into consideration only 'extremes'. There is no middle ground. Either low cost or high quality.

A strategy, as a 'continuous flow of information and possible scenarios' is geared to establish a unique positioning for your supply chain as a leverage for competitive advantage.

I look at strategy form a variety of different angles and, from this perspective, I recommend the best plans of actions in a 'scenario plannning' exercise. I don't believe in a unique solution however I do believe in a 'best fit' solution, driven by recommendations - mine outward-driven and yours inward-looking - towards a complex improvement rather than a simple tested and low-value approach. What make this interesting is the outcomes, which are quite often surprising but also spur creative flows of 'genius'.

The quest for better value within a lower manufacturing, tranportation and inventory cost structure is on.


My focus, from a strategic perspective are: Operations, Strategy and Global Trade.

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