In New York City, March 25, 1911, 123 women and 23 men died from fire, smoke inhalation, or falling or jumping to their deaths when a fire broke out in the building where their factory resided on the eighth, ninth, and tenth floors.
The incident was known as the Triangle Shirtwaist Factory fire and is the deadliest industrial disaster in the history of the New York City.
This tragedy and loss of life eventually led to legislation requiring improved factory safety standards.
While this famous incident is over 100-years-old, workplace deaths and injuries are still happening today.
In a recent case, Cusseta, Ala., Regina Elsea was working at an auto parts manufacturer on the assembly line when a mishap occurred, and Elsea was impaled by one of the robots. She died the following day.
The Occupational Safety and Health Administration reviewed Elsea’s case and found the contracting company she worked for was in violation of a federal law that could have prevented her death.
Sadly, in both cases these accidents could have been prevented with better evaluation of contractors and adherence to higher standards of safety in the workplace.
Just like with successful football game play, having a well-developed modal selection strategy helps organizations defend against capacity concerns and score points for their bottom line by lowering transportation costs.
Every year, the NFL draft provides coaches an opportunity to re-evaluate their teams and supplement their current roster with new players to fill skill or position gaps and prepare their franchise for the future.
In a similar way, supply chain managers have the opportunity, on an ongoing basis, to review their transportation portfolio to ensure they have the right modes and processes in play to not only address the demands and the environment of today, but to face the challenges of tomorrow.
Read on to learn three important lessons supply chain leaders can learn from this year’s NFL Draft and how it applies to calling winning plays for their organization’s transportation network.
The Challenge for Supply Chain Managers
Much like NFL coaches, supply chain managers find themselves having to balance short and long term demands. Managing the demand between these two competing forces is fueled by:
Ongoing disruptions: Whether on the football field or in the supply chain, disruptions can and will occur. It can be easy when everything goes according to plan, but when volatility and the unexpected cause disruption (and they always do) supply chain managers have to have a backup plan.
Short-term cost-savings still primary focus: Organizations are still pressing supply chain managers to deliver more value and additional cost savings. According to a survey completed by Georgia College and the University of Tennessee, 36.7% of shippers listed reducing costs as their first priority in 2015, up from 32.2% in 2016.