management of the logistics chain and the single window

Management of the Logistics Chain and the

Single Window

Management and Development of Inter-modality and Maritime Transport

• Supply chain : Intervenients , functions and responsibilities

Supply chain : Intervenients , functions and responsibilities

Globalised and World Economies

• Trade has determined the civilizations along the centuries ,whereby we talk about specific/ dominated economies by an empire , a route and defined from a stand point of various factors , such as:

• Military/political factor : Roman Empire, Portuguese Empire, British Empire

• Geographical and regional factor: Mediterranean World (Mare Nostrum) ; Hanseatic League ( Baltic)

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• Factor “ product” Silk Route: Pepper Route , Slave Route , Triangular Trade

• Economic Factor : West Indies Company ( Netherlands); West Indies Companies ( United Kingdom)

• Combination of Factors

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Supply chain : Intervenients , functions and resposibilities

• In this file of economies of wide sphere , the intervenients, more or less aware , were framed in a multiple space which included economic , political and technical needs and competencies, which are carachterised as world-economy as referred by Ferdinand Braudel.

5


Globalisation and World Economies

• In the modern world, the external trade, has lost its exclusivity in the ways in which the countries interplay economically . A country investors more than often invest in other country funds ; more and more companies become multinational, with subsidiaries operating in various countries ; also an increasing number of individuals work in a different country rather than its birth place country. The development of all these forms of economical commitments between countries is from a stand point of Krugman, the globalisation.

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Supply chain: Intervenients , functions and responsibilities


• Sturgeon presents the concept of economy globalisation , as being the entry and exit flux of goods, services and investments between frontiers , together with the functions created by the companies and organisations utilize to create , support and manage those fluxes, including functions in connection with innovation.

• In the last decades , the globalisation effect , has been promotingalterations in the world productive process . Aiming to achievegreater opportunities of economical development , the countries look, not only to attract for its territory industrial segments capable toincrease value to their production, as well as introduce their industryin the so called Global Value Chains ( CVG) .

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• Under this new point of view, the productionbecomes organised in a integrated mannerbetween different global areas , allowing to betaken advantage of each country has as their bestoffer in the product realisation.

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• Having said that , the chain of production ( fromthe beginning until the product life cycle end )centralised in a sole country, has constituted lessand less the norm and the Global Value Chainsbecome a collective procedure which involvescomplex distribution and supply nets , intensifiedby the specialisation and co-operation along thevalue chains.

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• In analytical terms, the benefice of value of chain concept utilisation, consists in the fact allowing us to consider all the necessary activities scope, right from the conception , passing by the availability and utilisation of goods and services.

• The advantage of this new approach is increased when the entrepreneurial connections expand over the boundary of either the company or country, meaning , before effective globalisation forms .

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Globalisation and World Economies• Economy Basic Concepts• Labour - International Division• Adam Smith – “The Wealth of Nations“ – Chapter. I: The

labour division (case of pin production)• The production quantity increases substantially , in

consequence of the work division, on account of three reasons:

- increase of skill- time saving- machinery invention

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• Economy Basic concepts

• In a well governed society , the labour division allows for the productions multiplication in the various sectors and generates wealth which extends to the lower strats.

• Foresight of globalisation and innovation.

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• Principal of comparable advantage:• Each country will take advantage with the specialisation in the

production and the export of products being capable to produce at a relatively lower cost; on the other hand each country will benefit should they import the own produced goods at a relatively higher cost.

• The advanced economies follow the route of specialisation and labour division, which increases the productivity of its recourses. The individuals and the countries , at a later stage exchange at their own will the products in which they are specialist by other products , thus increasing the expenditure and the life standard of each individual.

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• World-wide status of Economy

• International division of labour

• Multinational expansion of the production system

• Expenditure globalisation

• Easy access to information

• Competition between products and substitution

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• New trade tendencies:

• Spread of trade centres

• Internationalization of production and consumption

• Demand goes from MP and raw materials for production purposes

• International competition increase

• Political influence ( countries , economic blocks)

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Main developments in trade:

Gradual barriers opening

Economies guided towards exports

Economy of scale

Market evolution towards high

valued products

Competitiveness in the internationalmarkets

Strategic positioning

INTEGRATED.LOG

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Production system Just in Time:

Demand Production system adapted to the demand

DemandComply with the production system Pull-demandAchieve the stock base to nil

Demand Adjustment in real time of:Information, production and transport

Variation of:Models and units per model

Integrated logistics

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Supply chain: Intervenients, functions and responsibilitiesFrequent concepts of usage in Logistics:

Product: in entrepreneurial sense , is the one that the company presents on the

market, susceptible of trading , resulting out of its activity

Chain of product Value: the process in which each client is simultaneously

supplier of the next

Cost of a product: the addition of the prices in the process steps, being that

the price is the result of the dealings between supplier and client

Value of the product or service: maximum price that the client is willing

to pay, which may fluctuate according to the market. Added value the qualities that make it attractive and are put together in the distribution chain.

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Supply chain: Intervenients, functions and responsibilities

Functional integration of logistics activities:

The typical activities contained in the logistics function are:

• Stocks global management of finished product, M.P., pre-finished and in production line

• Management of the Logistics component relating to service to clients, such as time of delivery and reception

• Transports management

• Logistics channels management, per market segment

• Physical management of warehouses as well as reception and orders follow up

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Functional integration of logistics activities:

The typical activities included in the logistics function, being:

• Orders placement in goods suppliers

• Aggregate planning of production in co-operation with the

Production Management

• Management of Stocks of M.P. , subsidiaries, packing

materials, etc.

• Logistic and information system support maintenance

• Inventory management

• Packing

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On account of pressure, act in order to...

• Improve services level in relation to delivery terms and service quality

• Reduce costs

• Reduce risk/uncertainty and floating capital

• Reduce logistics chain time cycle

Shall result in... that,

Upon overcoming the level of internal integration ( Logistic function) , the

only way to carry on finding competitive advantages to these levels , goes

through:

Manage the supply chain as one sole system (SCM – Supply Chain Management),

looking for gains in the external integration.

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Opportunities generated by

logistics:

Service at the needed measure

Distribution channels strategy

Relationship with clientes

Flexibility

MARKET LEADER

IN TERMS OF

SERVICES TO CLiENT

MARKET LEADER IN

TERMS OF COST AND

SERVICES TO

CLIENTS

MARKET OF

INDIFFERENCIATED

PRODUCTS

MARKET LEADER IN

TERMS OF COST

A

D

V

A

N

T

A

G

E

I

N

T

E

R

M

S

O

F

V

A

ADVANTAGE IN TERMS OF PRODUCTIVITY

Opportunities generated by logistics:

Scale economies

Integration of supply chain

Reduction of logistic costs

Integrated planning

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Competitive Advantages and Co-operation Advantages

• In the XXI century, the world economies are part of a global economy. The financial market has and is still establishing the world population social and economic evolution.

• In the global economy , real world economy and not just theaddition of both parts, the Competition is based in multiplefactors where the logistic factor, assures advantages in theintroduction to the markets of products and services ,consisted by raw materials spread around our planet.

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• Certain authors , in the economic analyses , considered that “ the logistic quality , was the only competitive advantage source in the long term.

• On living a productive process , geographically spread out andcompressed in time, the logistics efficiency is a critical factor ofsuccess , due to the double condition resulting from its quality andcost , generating a value offer expected by the client.

• The value which and the “measure of perception held by the client,between the product quality ( goods or service) , the cost and theservice timing answer”.

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• The competitive advantage, without undervaluing new management contributes , results of an interaction between

Rivalrybetween

competitors

Threat to substitution

products

Clientsnegotiating

capacty

Newlyformed

companiesthreat

Suppliersnegotiating

capacity

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• Porter has identified three generic strategies in order to obtain competitive advantage:

• Differentiation

• Leadership in costs

• Both

• Through the years, it has been found the contradiction between these two assumed points, as the logistic quality guarantied o roll in the continuous and continued perception of its value by the client, from the customization and differentiation, where the time factor is essential.

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• “ The competitive advantage, originates in the value that, the company is capable to create for the clients and the strategic management , being the assembly of objectives , decisions and actions , aimed at assuring the competitive advantage maintained for the future.”

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• Other factors of competitiveness , evidenced by the globalization:

• Innovation and creativity

• Capacity of investigation and development

• Master the new technology

• Master the strategic technologies

• Good Administration

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• Capability to co-operate in competition

• Safety ( safety and Security ) of persons, goods and premises

• Literacy, culture, training

• Mobility, flexibility and diversity

• Qualified human resources

• Infra structures

• Good systems of justice and health

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• The capacity to manage information ,physical and financial fluxes ,along thousands of kilometres , is only possible with a total focus in the client benefice in which , each part of “ costs degree “ is critical for the option of acquisition or purchase on the client side.

• The client option is undertaken on account of the product or service total quality and not just for the advantage of a part of it . The critical co-operation along the chain of supply , is an indispensable condition for this equation.

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• Logistics: evolution up to SCM – Chain/Net of Supply Management

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Supply chain: Intervenients, functions and responsibilitiesLogistics: evolution up to SCM – Chain/Net of Supply Management

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DECADES EVOLUTION BEACONS

BEFORE 1950 A) Logistic represents physical distribution, conceptually “ held on “ to the military concept

50s DECADE A) Entrepreneurial marketing development , with the initial of client satisfaction concept definition ,

enters into action the MARKET

B) The logistic is focalised in the client satisfaction , in final moment of procedure

60s DECADE A) The logistic “holds” the productive item which associates the service quality to the client.

B) Logistics strategic relevance in the panel of company’s management

70s DECADE A) The development of operational management model (ERPs), which contains the stocks management

and search , allows for a logistic development , whilst integrating discipline ( integrated logistics).

80s DECADE A) Information Technologies development

B) Integration of external activities in the logistics management – Supply Chain Management

90s DECADE A) Global Logistics – on the way to the logistics networks


Logistics: evolution up to SCM – Chain/Net of Supply Management

• Phase 1 of Integrated Logistics Concept Evolution

OPERATION AND INTERNAL

LOGISTIC

PHYSICAL DISTRIBUTION

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ProcurementOperationsand internal

logistic

PhysicalDistribution

34




Suppliers ProcurementOperationsand Internal

Logistics

PhysicalDistribution

Final Clients

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The need to save on costs , looking for advantageous sources in terms of raw

materials and labour and increase returns , widening the market , it has beenforcing the progressive specialisation of companies, facilitated by thecelebration of international agreements . The resulting globalisation , hascreated substantial logistic challenges, in relation to flux timings and costsof transport and warehousing.

Logistics

GlobalizationSpecialization

“Logistics is the very essence of trade”, (Ballou, 2004)

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In accordance with the U.S. Council of Logistics Management,established in 1962, which was the first organization assembling theprofessionals involved in the field,

“Logistics is the part of the supply chain process, which plans,implements and controls in an efficient modus in a efficientmanner, the fluxes of goods warehousing, services and relatinginformation, from the point of origin up to the end consumptionpoint, in accordance the client’s needs”.

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CHAIN OF SUPPLY:

38

• SCOR MODEL

RETURN RETURN

DO DELIVER SUPPLY DO DELIVER SUPPLY DO

PLAN

SUPPLIERS AND THEIR SUPPLIERS

CLIENTS AND THEIR CLIENTS

OUR COMPANY

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SCOR (Supply Chain Operations Reference - Supply Chain Council)

• Model which defines the chain of supply as a set of manners of integrated management , which involve:

• P- PLAN ( planning)

• S – SOURCE (supply)

• M – MAKE ( execution)

• D – DELIVER ( delivery)

• R – RETURN ( goods return)

• ALONG THE WHOLE CHAIN involving and managing the physical , informative, financial and human fluxes.

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Management of the Logistics Chain and the

Single Window

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SUPPLY CHAIN MANAGEMENT:

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Transport Warehouse Transport

Transport

Warehouse Transport

Company

Clients

Suppliers

InformationFlow

Blocking and facilitation Elements of the Supply Chain Management

VALUE CHAIN:

Company Infrastructures

Human Resources Management

Technological Development

Purchases

Entry

Logistics

Exit

Logistics

Marketing

and Sales

Post sales

ServicesOperations

(Financiamento, Planeamento, Relações com Investidores)

(Recrutamento, Formação, Sistema de Compensação)

(Armazéns,Recolha Dados,Atendimento,Acesso aoCliente)

(Montagem,Fabricação deComponentes,Operaçõesdas Filiais)

(Processamentode Pedidos,Armazenagem,Preparação de Relatórios)

(Força deVendas,Publicidade,Feira e Shows,Redação dePropostas)

(Instalação,Apoio ao Cliente,Assistência Técnica)

(Componentes, Equipamento, Publicidade, Serviços)

S

C

O

P

E

Support

Activities

Main Activities

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MAIN LOGISTIC RESPONSABILITIES

• To establish the levels of service to client

• Localisation of factories, warehouses and sale points

• Forecast of product search

• Suppliers accreditation

• Purchases

• Stocks management

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MAIN LOGISTIC RESPONSABILITIES• Warehousing management

• Equipment movements

• Orders execution

• Packing

• Product transport

• After sales assistance

• Returns

• Green logistics

• Report of communication relating to the physical fluxes

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ADDED VALUE BY LOGISTICS

To add value to a product/service , may have various sources:

• Form ( logistics attribute )

• Time ( logistics attribute )

• Locality

• Quantity ( logistics attribute)

The logistic is mostly responsible for the Time and Locality , sharing with the Productionthe responsibility for the Form and as Market .

The logistic is fundamental in the quick answer and personalization of the traded product,to which factors the client is ever more perceptible , helping to increase the actual sales

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LOGISTIC CHALLANGE

The logistic objective may be seen as such:• minimize the cost associated to a pre-established level of service to the

client, or;• maximise the profit ( or eventually, the return of investment).

The second perspective is more ambitious, currently being the prevalent one.

“While in the past physical distribution (logistics) has been referred to as thelast frontier of cost economies (Drucker, 1962, The Economy’sDarkContinent), it is now the new frontier of the demand generation”(Ballou, 2004).

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LOGISTIC PLANNING:

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Area: Logistics

Strategy Planning Organization Control

Levels:

Strategic

Tactical

Operational

DemandService to cliente

Productcharacteristics Logistic costsPrice policy


LOGISTIC PLANNING:

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Decision level Adapted from Ballou ( 2004)

Decision area Strategic Tactical Operational

Localisation of premises Nº . dimension and localisation of warehouses

, factories and points of sale

Stocks Localisation of stocks and control policies Stocks security levels Replenishment

( quantity and space availability)

Transports Selection of type Seasonal equipment rentals Routes and shipment

Orders processing Conception of entry system, information and

processing of orders

Execution of orders and delayed orders

Service to client Levels establishment Rules of priority for clients orders Deliveries shipment

Warehousing Handling equipment selection and layout

conception

Seasonal solutions and recourse to rentals Picking and replenishment of stock

Purchases Development of relationship , supplier-buyer Contracts, suppliers selection and purchases

prevision

Orders placement and supply shipments


LOGISTIC PLANNING:

Differentiated/ Mixed strategy distribution

• Factors as the service level, the product characteristics , the sales volume, the type of client and the order situation ( “ normal” or “ delayed” ) may justify different options of distribution , ( directly from factory/via warehouse, own or rented warehouses , level and stock localisation).

Late differentiation ( postponement )

• Delay the conclusion (production, assembly, packing and labelling ) and the product dispatch, until the time when an order may appear , thus helping to reduce stocks.

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LOGISTIC PLANNING:

ConsolidationThe junction of various deliveries in a sole transport operation ,

not only from the factory but also from an intermediate platform, may allow for a significant reduction of costs , although theservice level may suffer under the consequences .

StandardisationThe modularization of products empowers the advantages of

standardization ,assembling both to the postponement in thecombat of perverse effects of stocks personalization

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• Establishment of logistic value

Success companies versus losing companies

ADDED

VALUE

SERVICES

(-)

(+)

• Creativity and apprenticeship

• Guidance towards Client/Supplier

• Development of Capacities and

Competencies

• Partnerships Development

• Logistic systems capacity

• Sophistication , Logistic Information

systems

• Pipeline extension and integration

• Quick and pro-active answers

•Service exactness and flexibility

SUCCESS

COMPANIES

• Low logistic implementation

• Motivation ME – TOO

• Low behaviour support

• System non adjustment

• Company’s guidance

• Reactive and slow answers

• Business nucleus deviation

• Integration Inability

LOOSING

COMPANIES

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From the identified elements in the logistic activity, we can agree that:

Logistics , consists in the “... organisation , planning, control and

execution of products flux , from the product development and

its provisioning , through production and distribution, up to the

final consumer, in order to comply with the market requirements

at a minimal cost and investment”

.

“European Logistics Association”

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From the identified elements in the logistic activity, we can agree that:

Logistic is: “ ... the way to plan , implement and control, in an efficient way at

a low cost, the fluxes and the warehousing of raw materials of products in

production process and the finished products as well as, all associated

information , from the point of origin right up to the consumption point, in

order to satisfy the service requirements to clients” .

.

“Council of Logistics Management”

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5

Some key ideas:

“ The multimodal transport is a concept that facilitates the international trade, assuring acargo continuous flux ,allowing for a more efficient control along all transport chain – Itsintroduction and expansion speeded up with the generalisation of the container usage “

“ The concept of multimodal transport , includes the movement door-to-door under theresponsibility of one sole operator “

“ The international transport involves generally the recourse to various connections (interfaces and modus) , being that each connection corresponds to an operation of transferof warehousing or transport, not only in the country of origin but also in the transit point andcountry of destination “


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12

Basic logistic concepts:

DECISION

The decision regarding the number, dimension and localization , results

from the combination of four items:

• the network of transport

• the volume

• the type of merchandise

• the distribution

The transport network

The platform must be localized , by a main network with good road

accessibilities and in the case of inter-modals , by the respective

networks. The markets proximity is important.


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13

Basic logistic concepts:Volume

The minimum recommended volumes for a platform , are the following:

• good – more than 5 million tons per annum

• sufficient – between 3 and 5 million tons per annum

• insufficient – less than 3 million tons per annum

Type

Bulk products being excluded and the semi finished may be forwarded to the platform.

Distribution

In accordance with the European Union study on combined transport, it is suggested the

following criteria:

The annual volume by roadway, should be between 150 and 300 thousand tons, in each

direction ;

The distance between two regions , must be over 500 kilometres

The combine transport, is only competitive in long distances , if the volumes are

significant


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Logistic platform definition

The Transport Centres European Association – Europlatforms – defines Logistic Platform as

“A delimited area , within which are carried out , by different operators , all the activities relating to

logistics, the transport and goods distribution, , in the national as well as international traffic”.

“Those operators may be property holders , tenants or, simply users of buildings and its premises ,

which were built within the platform ( warehouses, goods sorting out quays , stocking wharfs ,

offices, parking lots , workshops , business areas , etc..).”

* Also called Transport Centre , Logistics Centre, Freight Platforms or Goods Terminal


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Management of the Logistics Chain

and the Single Window

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Critical Factors for Success in the Supplying Chain

• Strategic Vision and Operational Management

• Diagnosis of Logistic network Maturity

• Logistic indicators

• Definition evaluation and objectives

• Definition of key indicators of performance - KPI’s

• Charter of services and logistic network

• Chart of services and service level

• Logistic network value identification , in each procedure and sub-procedure

• Lean Logistics tools: PDCA and the continuous improvement

• Innovation and dissatisfaction in the Logistics Network

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LOGISTICMANAGEMENTCOMPETITIVENESS

ECONOMY


MARKETVALUE

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Logistics assumes a central roll , when it:

• Participates correctly in the management strategies choices

• Guides the operational management , within the frames of strategic decision over the conditionings and constraints from the management point of view along all the chain

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LOGISTICS

PRODUCTION

CLIENTS

DISTRIBUTION AND SALES

SUPPLIERS

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The logistic objectives in a LEAN SCM , are evidenced through the Five Cs of logistics, meaning:

• The correct material

• The correct moment

• In the correct conditions

• In the correct place

• In the correct time

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• These activities, generate added value, client’s satisfaction ( home and abroad) and eliminate waist.

• In a supply chain (SCM) , it can be identified seven types of waist ( which may and should be measured , though indicators of fulfilment -KPIs).

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• The waist factors being:

• Supply excess

• Transports

• Stocks

• Delays

• Unnecessary handling

• Products/services with imperfections or flaws

• Over Processing

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In the supply chain efficient development (SCM), in line with the Lean Management, the company must :

• Maintain a process of continuous improvement , focused in the creation of value for the final client ( to be measured ) .

• Top Management commitment .

• Multidisciplinary teams .

• Analyze all the supply chain .

• Map out all the logistic chain processes , internal and external , as per the Methodology SCORE.

• Evaluate the difference between the actual situation and the target situation .

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In the process of continued improvement, avoid the focus on one or more grades, avoiding problematic internal contexts .

• Establish relations cause-effect problem .

• Identify the waist cause .

• Measure the delivery services efficiency by the final client .

• Draw out a map “astral “ of the networks supply chains, in which the company is involved in with all relevant complexity .

• Valuate the real impact of the supply chain , nationally and internationally in its costs, times and inventories along the whole supply chain .

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Identify the weight of the organization internal culture in the conception of logistic solutions and in its operational modus ( SWOT ) .

• External factors effect in the Lead Time in the supply chain (SCM ) .

• The technology does not solve procedure failures

• Work risks matrixes , taking into consideration the probability and discipline , in the implementation of new solutions, along the supply chain /SCM) .

• Develop Risk Evaluation Plans , followed by Protection and Prevention Plans ( Mitigation and Substitution ) .

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Light up the supply chain and mark the problem points . Coloured map – from blue to red – of the supply chain (SCM).

• Involve and commit suppliers and clients .

• Synchronize based on the virtues of the logistic triangle – time , quality and cost – an agile , light and sustainable chain.

• Measure at all times , the supply chain performance, based on the time factor , cost, stocks , failures and defect factors etc..

• Include , whenever possible technological solutions .

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• Align the supply chain management, with the management models type ERP , MRP , CRM , SRM , TQ .

• Availability for the change and willingness in the innovation

• Use of simple management tools by the operational action .

• Use of DMAIC – Define , measure , analyse , implement and control - .

• Constant use in all the supply chain of PDCA – PLAN , DO , CHECK , ACT .

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In line with the SCOR model some development key indicators are:

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METRICAL NAD CONTRIBUTES LEAN ( Examples )

ATTRIBUTE METRIC OBJECTIVE

EXTERNAL RELIABILITY TOTAL SITUATION OF REQUEST REDUCTION OF VARIATION OF

PROCESSES

RESPONCE CAPACITY LEAD TIME OF REQUEST EXECUTION REDUCTION OF DEAD SEASON

FLEXIBILITY CHAIN OF SUPPLY FLEXIBILITY WORK IN CELS ,

CO-OPERATION AMONGST SUPPLIERS

COST

INTERNAL SCM COSTS WAIST REDUCTION

COSTS OF SOLD PRODUCTS WAIST REDUCTION

RECOURSES

TIME OF

CASH-TO-CASH

WAIST REDUCTION

RECOURSES USAGE LEVELING OUT


The management systems improvement of chain(s) of supply or SCM , whenever based on the Logistics Lean Model , tries to achieve the excellence that can be presented in the following steps:

• Identify opportunities .

• Metrics and KPI’s .

• Give priority to the opportunities

• Good SCM Practices .

• Allocate resources .

• Select the Lean solutions.

• Eliminate the waist (MUDA ) .

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The improvement of management systems of chain(s) of supply or SCM, whenever based on the Logistics Lean Model , tries to achieve the excellence that can be presented in the following steps :

• Identify the Root – Cause .

• Create Value .

• Implement the solutions .

• Guidance to the final client .

• Measure out the performance .

• Continuous improvement .

• Strategy and Planning .

• Standard definitions of SCM

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Bibliografy

• Globalização – A Grande desilusão de Joseph E. Stiglitz ; Terramar ,2002.

• As mudanças e os choque de Martin Wolf ; Clube do Autor, 2014

• Riqueza e a Pobreza das Nações de David S. Landes; Editora Campus, 1998 .

• O Mediterrâneo e o Mundo Mediterrânico , vol 1 e 2 de Fernand Braudel; D.Quixote,1995.

• O Novo Século de Eric Hobsbawm ; Companhia das Letras, 2000 .

• Globalização, Democracia e Terrorismo de Eric Hobsbawm ; Editorial Presença, 2008.

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Bibliografy

• Logística – Conceitos e Tendências de Benjamim Moura , Centro Atlântico , 2006.

• Logística Global e Macrologistica de João Carlos Quaresma Dias ; Edições Sílabo , 2005.

• Pensamento Lean de João Paulo Pinto ; Lidel 2009.

• Gestão Estratégica – Conceitos e Prática de Fernando Ribeiro Serra , Manuel Portugal Ferreira, Maria Cândida Torres e Alexandre Pavan Torres ; Lidel 2010.

• Marketing de P. Kotler ; Atlas , 1991.

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Bibliografy

• A Estratégia Oceano Azul de W. Chan Kim e Renée Maubougne ; Harvard Business School Press - Actual Editora , 2009.

• Michael Porter – o Essencial Sobre Estratégia , Concorrência e Competitividade de Joan Magretta ; Centro Atlântico , 2012.

• Estratégia de B.H. Liddell Hart , Tinta da China , 2011.

• Portugal e o Mar de Tiago Pitta e Cunha ; FFMS ,2011.

• Prosperidade sem Crescimento , Economia Para Um Planeta Finito de Tim Jackson ; Tinta da China , 2013.

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management of the logistics chain and the single window

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