Cost, Efficiency and Productivity – Neal “Efficiency, productivity and competitiveness are linked. Better productivity means increased efficiency which results in a higher level of competitiveness” (GCSE, 2014). This is currently not the case for the California division of Railex, and will need to be to create a more competitive company. Due to a lack of internal accounting information it will need to be assumed that an investigation is necessary. This is to find the root cause of the costs exceeding the profits. Due to the size of the facility and the regulations inherent of California business it is most likely one of these two reasons. GCSE goes on to explain some cost cutting measures that could be implemented to help make Railex more
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This puts them ahead of competitors that will only look at orders of a certain quantity. This helps to alleviate the issues inherent of having only a few large companies that they are dealing with, and the dependency on those companies to do well for Railex to do well. However, the added use of technology will help to poise Railex as a truly competitive cold storage railway transporter. While this technology can, and will, take many forms (RFID, scheduling software, etc.) it will help make Railex more efficient and help them provide a better customer experience. It is our belief that these changes could be easily implemented because of the advances already made in terms of tracking technology. This would also help to better illustrate where efficiency is being lost, be it in the inaccuracy of order creation, or the time it takes for a railcar to be loaded. This technology will also help with the scheduling of every operational aspect of the company. The main focus of competitiveness is the reduction in overhead, which will allow Railex to offer a more competitive pricing structure to its customers, or increase their overall profit margin. Supply-chain management will also increase through the use of better processes which will help Railex remain competitive with their just-in-time style of order processing and ability to fine tune cross country shipping and the highest use of their railways and railcars. It is through these tactics that the highest level of efficiency can be reached, and due to its nature the company can be making money twenty-four hours a day seven days a
This puts them ahead of competitors that will only look at orders of a certain quantity. This helps to alleviate the issues inherent of having only a few large companies that they are dealing with, and the dependency on those companies to do well for Railex to do well. However, the added use of technology will help to poise Railex as a truly competitive cold storage railway transporter. While this technology can, and will, take many forms (RFID, scheduling software, etc.) it will help make Railex more efficient and help them provide a better customer experience. It is our belief that these changes could be easily implemented because of the advances already made in terms of tracking technology. This would also help to better illustrate where efficiency is being lost, be it in the inaccuracy of order creation, or the time it takes for a railcar to be loaded. This technology will also help with the scheduling of every operational aspect of the company. The main focus of competitiveness is the reduction in overhead, which will allow Railex to offer a more competitive pricing structure to its customers, or increase their overall profit margin. Supply-chain management will also increase through the use of better processes which will help Railex remain competitive with their just-in-time style of order processing and ability to fine tune cross country shipping and the highest use of their railways and railcars. It is through these tactics that the highest level of efficiency can be reached, and due to its nature the company can be making money twenty-four hours a day seven days a