Quotes About Logistics

The armed forces are paying a lot more attention to the use of energy. The Air Force has realized that the paint on planes is heavy, so there are going to be a lot more silver planes, or planes painted in a less heavy way, so that you are using less fuel to get from point A to point B.

By method and discipline are to be understood the marshaling of the army in its proper subdivisions, the graduations of rank among the officers, the maintenance of roads by which supplies may reach the army, and the control of military expenditure.

15. Hence a wise general makes a point of foraging on the enemy. One cartload of the enemy's provisions is equivalent to twenty of one's own, and likewise a single picul of his provender is equivalent to twenty from one's own store.

8.    The skillful soldier does not raise a second levy, neither are his supply-wagons loaded more than twice. [Once war is declared, he will

By METHOD AND DISCIPLINE are to be understood the marshaling of the army in its proper subdivisions, the graduations of rank among the officers, the maintenance of roads by which supplies may reach the army, and the control of military expenditure. 11.  These five heads should be familiar to every general: he who knows them will be victorious; he who knows them not will fail.

Hence a wise general makes a point of foraging on the enemy. One cartload of the enemy's provisions is equivalent to twenty of one's own, and likewise a single PICUL of his provender is equivalent to twenty from one's own store.

Being left at the altar was not for sissies. Aside from the humiliation and hurt, there were actual logistics to worry about. Odds were if a guy was willing to leave you standing alone in front of three hundred of your closest friends and relatives, not to mention both your mothers, he wasn't going to sweat the little stuff like returning the gifts and paying the caterer.

Rich people fetishize even what they eschew, the food they cannot eat: it makes them special. Here in Chicago, having people over for dinner is a logistical feat. Some of our friends are gluten-free by choice, while others decline all refined sugar on principle; some are vegan and some merely ovo-lacto vegetarian; some won't consume palm oil because of the rainforests and tiger habitats. Some are on that paleo diet, while others are merely lactose intolerant. It takes a spreadsheet.

Our huge infrastructure that we need for keeping cash is very expensive.

Our roads and bridges form the essence of interstate commerce in this country and have for some time.

The first week after the official launch, they took $12,000 in orders and shipped $846 worth of books, according to Eric Dillon, one of Amazon's original investors. The next week they took $14,000 in orders and shipped $7,000 worth of books. So they were behind from the get-go and scrambling to catch up.

Employees remember that when the home and kitchen category was introduced in the fall of 1999, kitchen knives would fly down the conveyor chutes, free of protective packaging. Amazon's internal logistics software didn't properly account for new categories, so the computers would ask workers whether a new toy entering the warehouse was a hardcover or a paperback book.

Bezos even wondered aloud whether Amazon could hire college students on every block in Manhattan and get them to store popular products in their apartments and deliver them on bicycles.

There was little science to Amazon's earliest distribution methods. The company held no inventory itself at first. When a customer bought a book, Amazon ordered it, the book would arrive within a few days, and Amazon would store it in the basement and then ship it off to the customer. It took Amazon a week to deliver most items to customers, and it could take several weeks or more than a month for scarcer titles.

Unlike brick-and-mortar retailers, whose inventories were spread out across hundreds or thousands of stores around the country, Amazon had one website and, at that time, a single warehouse and inventory. Amazon's ratio of fixed costs to revenue was considerably more favorable than that of its offline competitors

Transportation is the center of the world! It is the glue of our daily lives. When it goes well, we don't see it. When it goes wrong, it negatively colors our day, makes us feel angry and impotent, curtails our possibilities.

The script is so key to making a good movie. But everything is against you when you're making a movie: the logistics of putting a crew out where you need to go, whether the light is fading; if the weather's not right, something's wrong.

WWE is like, you can't really get a bigger production as far as traveling wise and what they do on a day to day basis.

WrestleMania is a week-long series of events, and the logistics of executing that week along with the week leading into it and the week after it are extraordinarily difficult in our own back yard.

Yeah, about sixteen to twenty weeks a year. For example, we can do America in six or seven weeks. You can do Europe in three weeks; England in two weeks. South America you could do in three weeks; Asia you could do in three weeks.

There's this absurd situation on a movie set where your trailer's here and the set is here and the lunch tent is here, and you're not allowed to get yourself from these three places.

We finally found out the technique of separating and getting information about where every train would be at any moment. Of course, I went over budget many times, because - as you go along - some things improved, and you get better ideas.

Planes don't fly, trains don't run, banks don't operate without much of what IBM does.

The slow pace of trains in the U.S. can be maddening, particularly during delays on rail sidings for an hour or more to enable freight trains - which have the right-of-way - to pass.