My name is Eric J. Joiner, Jr. I've been fortunate to work in the logistics and supply chain field for nearly 30 years. I work with a large 3PL and logistics integrator in a global sales role. I am blessed to work in an industry that I love!
Freight Dawg topics range from leadership, careers, green supply chains, supply chain technology, most transportation modes, passenger airlines, as well as logistics and supply chain strategy. I'm not above the occasional tantrum on the trials and tribulations of my weekly air travel either! This is a truly multi-modal blog. Shippers, consignees and carriers are all covered here.
The goal for Freightdawg.com is to provide industry level depth of content and perspective to logistics and supply chain professionals and interested parties.
Boeing published the press release below discussing the great demand for commercial pilots in the future. I wish this was the demand when i was a kid. It wasnt so in the 1980's!
Boeing Sees Greatest Demand for Pilots, Technicians in Asia Pacific Region
464,000 new commercial airline pilots, technicians required over 20 years
SHANGHAI, Sept. 10, 2015 /PRNewswire/ -- Boeing [NYSE: BA] reports that over the next 20 years the Asia Pacific region will have the greatest demand for commercial airline pilots and maintenance technicians worldwide with approximately 40 percent of the global need — more than North America, Africa and Europe combined.
The 2015 Boeing Pilot & Technician Outlook, an industry forecast of aviation personnel demand, anticipates 226,000 new commercial airline pilots and 238,000 new technicians in theAsia Pacific region through 2034.
"The demand for 464,000 new pilots and maintenance technicians is a large number, and it translates into challenging, high-tech career opportunities for those who are interested in aerospace," said Sherry Carbary, vice president, Boeing Flight Services. "Boeing invests heavily in inspiring the next generation of pilots and technicians, and we continuously introduce students to our industry."
Leading the region in projected demand for new pilots and technicians:
China – 100,000 pilots and 106,000 technicians
Southeast Asia – 57,000 pilots and 60,000 technicians
Other parts of the region will also continue to see long-term demand in the tens of thousands of pilots and technicians:
South Asia – 40,000 pilots and 37,000 technicians
Northeast Asia – 17,000 pilots and 22,000 technicians
Oceania region – 12,000 pilots and 13,000 technicians
"With tremendous growth in the Asia Pacific region, we are working closely with each of our customers to ensure they have the best-trained crews to operate the world's best airplanes," said Ihssane Mounir, senior vice president, Northeast Asia Sales, Boeing Commercial Airplanes.
The Boeing Pilot & Technician Outlook is closely tied to projections for new airplane deliveries around the globe. As with personnel demand, the Asia Pacific region also leads the demand for new commercial airplane deliveries over the next 20 years. According to Boeing's 2015 Current Market Outlook, 14,330 new airplanes, worth $2.2 trillion will be needed in theAsia Pacific region by 2034.
When the public hears the word “drone” there are generally two images that come to the mind. The first image is Obama with his arms in the air ordering a drone strike far off, probably somewhere in the Middle East. This drone is long and skinny, operated by the military, and generally leads to most civilians questioning the omnipotent power of the government. The other image of a drone is a multi-rotor, like the ones found on Buy the Best Drone.
These multi-rotors have arms with small propellers on them that lift them off the ground. The lightning fast machines are generally used for aerial photography and fall into the category of consumer drones, not military drones. Actually, most hobbyists who fly drones prefer to call them by a number of other names to avoid confusion with bomb-dropping death machines autonomously soaring through dark clouds. One of the most common names, and the name given to them by the Federal Administration of Aviation (FAA), is a small Unmanned Aircraft System (sUAS). Even though they might not be carry bombs, sUAS still carry around quite a bit of controversy, although not as much as military drones.
The FAA has spent a considerable amount of money and time to try and regulate the use of sUAS by civilians as they have gained in popularity. But why you might ask? Well for starters, if a sUAS were to collide with an airplane the result could be deadly. Although they’re small, they’re not that small and they pose a serious threat to pilots and passengers trusting those pilots.
There are plenty of other reasons the FAA needs to regulate drones besides the safety of other aircraft. sUAS pose a threat to current businesses and they entail a lot of privacy issues. Most people aren’t okay with a small flying machine flying over their background with a camera attached. Let’s be honest, nobody wants their kid frolicking in the swimming pool being filmed by the neighbor with a toy and a camera.
Plenty of career pilots who fly aircraft for farming and movie purposes are already losing their jobs. It’s much cheaper for a movie production company to go out and buy a sUAS and hire a pilot to film an aerial shot than to have an aircraft flying overhead getting the same visual with a lot of extra din in the background.
With the release of DJI’s newest products, such as the DJI Phantom 3, DJI Inspire 1, and the Matrice 100, commercial use is more accessible than ever. The Matrice 100 is a fully automated machine capable of using its unique ‘Guidance’ system to avoid obstacles and stay in flight even without the expertise of a pilot. Military grade drones are generally programmed – fly there, drop that, fly back. With hobby drones this is a new feature and something we could see a lot more of in the future. The ‘Guidance’ system is sold separately from the Matrice 100, meaning it could essentially connect to any new products being released by DJI.
Currently commercial use is banned in the United States, meaning that the above situation where movie companies hire a pilot to film scenes is technically illegal. Even so, there are such a multitude of companies out there doing it that the FAA can’t keep up. Even if they could keep up, the public has already complained that the FAA using its resources to catch pilots scoping land to grow crops on isn’t the best use of public dollar.
So why exactly do they still have a ban in order? The FAA has been notoriously slow in releasing official regulations in its history. Even recently they were over three months late to release their proposed regulations for commercial sUAS use. The only good news for current companies looking to use drones for commercial purposes is that the FAA will allow an exemption if you apply for it. As of July 2015 over 500 companies have been exempted. It seems frivolous to even have a ban in order at this point. The FAA has said that the decision would be made within a year. Companies like Amazon, who hope to utilize drones for delivery purposes, complained they were falling behind to overseas competition and have already received exemption. As of now, the current proposed regulations would not allow their delivery service to become a reality.
The proposed commercial regulations are as follows:
No flying at night
Each pilot must be certified
The sUAS must be within sight of the pilot
Drones must be under 55 pounds
These current regulations would make it impossible for a service that can deliver prduct up to 30 miles out from a distribution center, as Amazon envisioned. Either way, we’re not so sure Amazon PrimeAir is ever going to happen – mostly because of logistics. What’s to stop someone from shooting down a drone for the products its carrying? How will they regulate wind speeds into their calculations? There are too many ‘what ifs’ for a service like that as of now. Amazon is a pretty avant-garde company, so I wouldn’t be surprised if they prove us wrong.
For now, don’t sell your videos unless you’re willing to take the fine (and possibly jail time!) and don’t contract yourself out. Other than that, enjoy owning a sUAS and having the freedom to film the skies.
NASA authorizes post certification mission under Commercial Crew contract
HOUSTON, May 27, 2015 – NASA issued a task order as part of Boeing’s [NYSE: BA] $4.2 billion Commercial Crew Transportation Capability (CCtCap) contract recently to include the company’s first-ever service flight to the International Space Station. The award marks the first time in human spaceflight history NASA has contracted with a commercial company for a human spaceflight mission.
“This occasion will go in the books of Boeing’s nearly 100 years of aerospace and more than 50 years of space flight history,” said John Elbon, vice president and general manager of Boeing’s Space Exploration division. “We look forward to ushering in a new era in human space exploration.”
Boeing was selected in September 2014 to build and fly the United States’ next passenger spacecraft, the Crew Space Transportation (CST)-100. The Commercial Crew Transportation System (CCTS) is being developed in partnership with NASA’s Commercial Crew Program which aims to resume U.S.-based flights to space by 2017.
As part of the tCap contract with NASA, Boeing is guaranteed at least two and potentially six service flights after completing human certification.
The company has successfully demonstrated to NASA that the Commercial Crew Transportation System has reached design maturity appropriate to proceed to assembly, integration and test activities.
“We’re on track to fly in 2017, and this critical milestone moves us another step closer in fully maturing the CST-100 design,” said John Mulholland, vice president of Commercial Programs. “Our integrated and measured approach to spacecraft design ensures quality performance, technical excellence and early risk mitigation.”
The CST-100 can transport up to seven passengers or a mix of crew and cargo to low-Earth orbit destinations like the International Space Station (ISS) and the Bigelow planned station.
More information about the CST-100 can be found at www.boeing.com/cst100. A unit of The Boeing Company, Defense, Space & Security is one of the world's largest defense, space and security businesses specializing in innovative and capabilities-driven customer solutions, and the world’s largest and most versatile manufacturer of military aircraft. Headquartered in St. Louis, Defense, Space & Security is a $31 billion business with 53,000 employees worldwide. Follow us on Twitter: @BoeingDefense.
“At long last the year-long contract dispute between the ILWU and PMA has come to an end. Shippers can rest a bit easier knowing that the West Coast ports will be more stable over the next few years. While we are happy to see the contract ratified it’s not going to be long before we are go through this process all over again.
“The past year was fraught with disruptions, slowdowns and partial shutdowns. This is something we will no longer tolerate. The world is changing, and our ports must adapt to ensure they provide shippers with the predictability and stability they need. We can no longer accept last-minute negotiations and months and months of talks while slowdowns and stoppages disrupt the global supply chain and international trade.
“Negotiators need to begin their talks early enough to have an agreement in place well before another contract expires without active or passive threats to the economy and the millions of jobs dependent on our nation’s ports and supply chain. The current process is impractical and unsustainable and fails to meet even the most basic requirements of a modern, global supply chain.
“A new process is needed for labor and management on both coasts. Stakeholders cannot afford to go through this process every couple of years. We need a new system in place that benefits all parties and provides for the efficient transportation of the nation’s cargo and commerce.”
NRF is the world’s largest retail trade association, representing discount and department stores, home goods and specialty stores, Main Street merchants, grocers, wholesalers, chain restaurants and Internet retailers from the United States and more than 45 countries. Retail is the nation’s largest private sector employer, supporting one in four U.S. jobs – 42 million working Americans. Contributing $2.6 trillion to annual GDP, retail is a daily barometer for the nation’s economy. NRF’sThis is Retail campaign highlights the industry’s opportunities for life-long careers, how retailers strengthen communities, and the critical role that retail plays in driving innovation. www.nrf.com
NEW YORK, May 4, 2015 /PRNewswire/ -- The heart of a global business has always been the operations by which it buys, makes and moves what it sells to customers. Yet only 45 percent of supply chain and 40 percent of procurement executives at U.S.-based global companies say they are extremely or very confident that their supply chain organizations have the competencies they need today, according to the newly released "2015 Supply Chain Survey" from Deloitte.
The survey also found wide disparities between these supply chain executives and top company leadership when it comes to assessing their supply chain's talent. In sharp contrast with the supply chain and procurement executives, more than three-fourths (77 percent) of CEOs and presidents say they are extremely or very confident their supply chain organizations have the required competencies needed for today.
More than half (54 percent) of the CEOs and presidents also say their supply chain organizations receive excellent or very good support from their human resources department, compared to only about a quarter (24 percent) for all other executives.
"Today's global economy demands a networked and efficient supply chain," said Kelly Marchese, principal, Deloitte Consulting LLP, and supply chain strategy leader. "The disparities in viewpoints that exist between company leaders and supply chain professionals could materialize into actual barriers to success, particularly as companies try to evolve their supply chains through new technologies and operating model changes. Approaches to talent management must evolve with supply chains to ensure today's workers can meet tomorrow's challenges. That can only occur if executives at every level are informed and in agreement when it comes to their talent needs."
Skills Development Crucial On average, less than half (45 percent) of all executives rate their employees as excellent or very good on seven leadership and professional competencies, such as strategic thinking and problem solving, the ability to manage global or virtual teams, and the ability to effectively persuade and communicate. At the same time, an average of about two-thirds (65 percent) of executives say these competencies will become more important to their supply chain during the next five years, creating a talent gap that could have serious implications for companies and their customers.
"Companies increasingly must extend their supply chain's talent base beyond technical skills to bring more leadership and professional skills into more levels," Marchese said. "This has the potential to empower and inspire employees at all levels to support constant innovation in fast-moving industries, and to generate new forms of leadership that can help create more engaged and effective supply chains."
Retention over Recruitment The survey also found recruiting new talent is seen as a greater challenge than retaining existing talent, especially at higher levels, suggesting that building skills internally is becoming increasingly important. About two-thirds of executives say recruiting senior leadership for the director and senior director level is difficult, while less than half say retention is difficult.
The Emergence of 'Value Webs' The "2015 Supply Chain Survey" comes on the heels of the recently released Business Trends Report, "Business Ecosystems Come of Age," from Deloitte. The report is a collection of nine articles that explore the ways businesses can thrive in the new world of ecosystems. In an article titled "From Supply Chains to Value Webs," Marchese discusses the greater complexity facing supply chain managers and the new challenges they face as linear supply chains evolve into "value webs," or ecosystems of suppliers.
"Having already mastered a profound shift from ownership to control of many assets, supply chain leaders will need new capabilities to also secure influence over and access to externally located resources, underpinned by increasingly organic, web-like, arrangements," Marchese said.
Survey Methodology Deloitte commissioned Bayer Consulting, a market research company, to conduct the online survey of 400 executives from U.S. companies in November 2014. Participating companies were required to have global operations, with one or more of the following entities located outside the U.S.: customers, operations or third-party service providers. This is the third consecutive year Deloitte has conducted the survey.
About Deloitte Deloitte's Supply Chain and Manufacturing Operations practice helps companies build lasting competitive advantage at every level of their operations, from product development, planning and sourcing to manufacturing, logistics and distribution. And we specialize in connecting high-level strategies to measurable results on the front lines. If you're ready to see how strategy really works in practice for your business, we can help. Learn more at www.deloitte.com/us/supplychainops.
As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please seewww.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
I had my annual review for work today. during the conversation with my (particularly great) boss, the subject of leadership came up. what is leadership?.
I thought about my family, my colleagues, customers and those I know. then I realized, the answer might be the same for all. really three questions.
1. What do I have? 2. What do you need? 3. How can I help you?
What I have can be knowledge,experience, love, money, a couch. Whatever.
What do you need? can be whatever is the catalyst to your success.
How can I help you? This is the glue that makes our mutual goal a priority in your life and mine. How can we fail if we have that?
Cynics will say this is naive. However, from my own experience, the people that have been the strongest mentors to me have exhibited this behavior without really ever articulating it. Nevertheless, they imparted the lesson. By stating it here, it becomes top of mind since we do this every day. We are all leaders amongst those we are surrounded by.
Recent Comments