FocuS Executive
Ting Tong logistics and Manhat-
tan Associates talk with Russell
Beron about their technology
partnership.
Why did you choose Manhattan
for your solutions?
Roger: We started by looking at a few other
American and Japanese companies, but we
found that the other group didn’t meet our
needs. We have a very diverse number of in-
dustry segments and customers that we ser-
vice – some are electronics, some F&B, and
some are cosmetics. We found that Manhat-
tan has the flexibility and scalability to meet
all of these needs in each of our different
industries. We were also impressed by the
experience that Manhattan consultants had.
Pete: Most of our employees have over
three years of experience in our offices here. Pete Sinisgalli, CEO Roger Chou, IT Director
This is one of our competitive advantages. Manhattan Associates Ting Tong Logistics
Have there been any unique challenges
you have had implementing your tech-
nology in China? Solving Problems
P: Everyone of our implementations gener-
ally have some unique problems – but for
the most part most of the needs are pretty
Across Borders
similar. So as Roger was describing earlier,
what they were looking for with Manhattan
was someone who covered all of the key ar- sure we can meet the needs of our global solutions we have to help meet customer’s
eas that they needed help with but also some partners as they deploy solutions around needs, so in terms of warehouse manage-
of the industry or vertical market expertise the world and take advantage of so-called ment, labor management etc all of those
and that’s pretty common around the world. globalization while at the same time being capabilities are tightly integrated in our so-
So there are some unique market require- positioned to meet the specific needs of that lutions.
ments, such as language or some local gov- domestic market. We believe we are one of
ernment regulations, which we have to tai- the few companies that has the deep rich What have been the benefits/changes
lor to the Chinese, U.S. or French markets, functionality required but also has the global you have seen in your company after us-
but by and large the 3PL industry needs are presence to be able to meet their needs in ing Manhattan?
similar around the world. whatever geographies [those companies] R: After implementations, the biggest im-
choose to operate in. provements were seen in the productivity
What is Manhattans global strategy? and accuracy in our warehouses – it’s very
P: Today we have 26 offices in 13 countries What differentiates you from your com- obvious. In terms of accuracy, there were
so we have a broad geographic footprint and petitors like SAP or Red Prairie? roughly one million RMB in losses – some
have a direct presence in most of the globes P: SAP is a very good company but their due to management mistakes, stuff getting
most important supply chain markets. This depth of solutions within supply chain is lost, and theft – a lot of different reasons.
doesn’t cover the entire globe but in other not nearly as deep as ours – in situations Also our efficiency has gotten better. Be-
parts of the world where we don’t have a like Roger’s where there is complexity in the fore, the exact locations of products were
direct presence we have about 20 global supply chain, SAP generally doesn’t have not very accurate, but accuracy rates have
partners in places like South Africa, Russia the depth or breadth needed to meet these improved a lot. Also our transportation uses
and the Middle East, who help us meet the specific business needs. Now if you contrast the Manhattan routine model to improve
needs of customers and markets where we that to solutions like Red Prairie’s one of the efficiency and productivity mostly with our
don’t have a direct presence. Our objective is things that we believe makes us a more ef- land transportation in terms of route opti-
similar to our objective in China – to make fective partner than them is the number of mization, and we also improved a lot here.
www.supplychains.com MARCH/APRIL 2010 51
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