The Seven Deadly Supply Chain Wastes - 7/1/2008 - Supply Chain Management Review

Stranica 1 od 9
Login | Register

HOME

TOPICS

BLOGS

NEWSLETTERS

MAGAZINE

RESOURCES

EVENTS

WEBCASTS

The Seven Deadly Supply Chain Wastes

In its world-famous production system, Toyota calls it muda. In English, it's known
as waste. Whatever you call it, it doesn't belong in your supply chain. Here are
seven examples of wasteful behavior so (ahem) damning that the authors have
chosen to brand them The Seven Deadly Wastes.
By Joel Sutherland and Bob Bennett -- Supply Chain Management Review, 7/1/2008

Most resources used in the process of delivering a product or service add valuesome do not. Those
resources consumed that do not add valuebe they people, time, or equipmentshould be eliminated.
This is the essence of the famous Toyota Production System (TPS), or Lean, as the system is known in
the United States.
Taiichi Ohno created the TPS in the mid-20th century. Ohno founded the system on five core principles
that, if consistently applied, could improve production quality and most importantly reduce or eliminate
waste. They are:
Muda: A Japanese word referring to anything that is wasteful and doesn't add value.
Process Focus: Managers work cross-organizationally to develop and sustain robust business
processes.
Genchi Genbutsu: A Japanese phrase that refers to collecting facts and data at the actual site of the
work or problem.
Kaizen: A Japanese word for continuous and incremental process improvement.
Mutual Respect: Toyota values a strong relationship between management, employees, and business
partners.
By grasping these core ideas you can begin to apply them to make your supply chain lean and efficient.
Most importantly, you will be able to identify what we call Seven Deadly Supply Chain Sinsthe wastes
that keep supply chain management from achieving its full business potential. These sins are
overproduction; delay/waiting; transportation/conveyance; motion; inventory; over-processing; and
defects/corrections.
This article explains each of these wastes and then shows how the TPS principles can be effectively
applied to correct them. We also include real-world examples to illustrate how Toyota and other leading
companies have rid themselves of the wasteful actions and processes.
The Sins in Depth
1. Overproduction: Build first, wait for orders later. A common example of this is delivering products

http://www.scmr.com/article/CA6578682.html?industryid=48314

19.01.2009

The Seven Deadly Supply Chain Wastes - 7/1/2008 - Supply Chain Management Review

Stranica 2 od 9

before they are needed. More serious for the entire supply chain is demand information overproduction
what Toyota calls created demand. Created demand is caused by requesting a quantity greater than
needed for end use or requesting it earlier than needed. Created demand typically adds 40 percent to
supply chain volume fluctuation at the part number level.
For example, Toyota identified and eliminated created demand to slash its inventory. Initially the company,
and the automotive industry as a whole, used weekly stock replenishment orders. That, combined with
traditional sales policies (e.g., volume discounts and month-end sales pushes), continued to cause large
volume fluctuations. This distorted true demand and burdened suppliers, warehouse operations and
transportation.
At Toyota, weekly dealer service parts stock replenishment orders were received throughout the day and
processed to the warehouses on night batch. Starting the next morning, orders were picked and staged on
the shipping dock where the day's critical order parts were added prior to shipment. Trucks would leave in
the evening for delivery to dealers the following day. Order cutoff to receipt time averaged over 40 hours.
Weekly stock replenishment and supply lead time required dealers to carry 70 days' supply of inventory.
To fix the problem, Toyota transitioned to daily stock order replenishment with a new model that led the
industry to change. Using a sell one, buy one method, Toyota scheduled separate order cutoff times by
delivery route. Immediately after the cutoff time, orders were processed, picked, packed and shipped. With
daily stock order replenishment and Toyota's industry-leading fill rate, critical orders dropped to 1-3
percent of volume from over 30 percent. Average order cutoff to receipt time dropped to 14 hours. Daily
stock replenishment and lead time reduction allowed dealers to reduce their supply of inventory to 35 days
(-50 percent) while increasing the number of part numbers stocked by 50 percent. Leveling demand
dramatically improved supplier efficiency and delivery performance (up to 50 percent higher than
competitors). Eliminating created demand enabled Toyota to cut its inventory and increase productivity.
In another example, ConAgra streamlined its demand planning system to rein in its overproduction. Each
day, a total of between 15,000 and 20,000 head of cattle were slaughtered at four of the company's meat
packing plants (located in Colorado, Kansas, Nebraska, and Texas) prior to implementing improvements.
The focus was on maximizing production and yield every day with little consideration given to actual
demand for the products.
While production numbers may have been impressive, this caused serious logistical problems. Logistics
had less than one day of finished inventory storage capacity in its automated warehousing network, which
meant that the inventory had to move, regardless of demand.
This frequently required loading trailers and shipping products (generally eastbound with no firm
destination) while the sales department desperately searched for customers to buy the product. Every
hour that passed and every mile driven required price reductions until a customer could be found. If no
customer was found, the product was delivered to a refrigerated warehouse where the product was flashfrozen and stored until it could be soldusually at a significant loss.
Applying genchi genbutsu techniques, ConAgra discovered that its problems were rooted in inadequate
demand planning for their finished product.
Weather patterns and economic shifts played an important role in determining the type of product to
produce. Cold weather meant more roasts; warm weather meant more steaks or burgers grilled outside. A
depressed economy might force a spike in demand for lower-cost cuts of meat while a robust economy
might support more filet mignon. While this might be intuitively apparent, ConAgra possessed no reliable
demand-planning tool to predict these changing demand patterns.
To address this problem, a sophisticated demand-planning tool was developed and implemented, taking
all the variables into account. ConAgra was now able to effectively align production with demand and
develop more accurate production plans. These improvements resulted in a 35 percent increase in sales
forecast accuracy.
2. Delay/Waiting: Any delay between the end of one activity and the start of the next activity, such
BLOGS

WEBCASTS

http://www.scmr.com/article/CA6578682.html?industryid=48314

19.01.2009

The Seven Deadly Supply Chain Wastes - 7/1/2008 - Supply Chain Management Review

Stranica 3 od 9

as the time between the arrival of a truck for a pick-up and the loading of the trailer, and the delay
between receiving the customer's order information and beginning to work on fulfilling the order.
Because of the separation of production, warehousing and transportation activities, each of these
functions is often unaware of the schedule for the subsequent process. Many operations and modes of
transportation operate with cutoff times.
For example, FedEx and UPS have cutoff times at the end of the workday so that shipments can clear
their hubs and be loaded on night flights to destination hubs; railroads have cutoff times for railcars to
reach their switching yards for train makeup; ocean carriers have cutoff times for containers to arrive at
their terminals to be loaded on specific vessels.
By coordinating production and shipping operations with these cutoff times, shippers can avoid having
their shipments delayed and waiting for the next shipment by their logistics partner. Here are some
examples of added supply chain lead-time from poor coordination of logistics hand offs:
A shipment is not sent early enough to reach the port of departure for the weekly vessel sailingseven
days added to lead-time.
A shipment does not arrive at our customer's warehouse during today's receiving windowone day
added to lead-time.
The parts needed to complete an assembly due to be shipped today arrive after the FedEx truck leaves
with today's other urgent shipmentsone day added to lead-time.
Customer Service does not enter a key customer's order until after the cutoff for finalizing next week's
production scheduleseven days added to lead-time.
At Formica, strict labor union rules and a complex handling operation caused wasteful delays. It was not
allowed, for example, for production personnel to move product beyond an imaginary line in the facility
that separated manufacturing operations from the finished goods storage and distribution operation.
When receiving product, forklift drivers could take material no further than the dock. From the dock,
designated forklift drivers could take the product no further than the end of the row where it was to be
stored. These products were then picked up and put away by yet another forklift operator.
For shipping operations, similar restrictions applied. In total, there were some 29 job classifications that
caused serious delays and overall productivity levels that led to a significant loss of market share for the
company.
Applying genchi genbutsu techniques, the company instructed both qualified industrial engineers and
union stewards to closely observe each production and distribution activity and identify opportunities for
improvement.
These opportunities were then evaluated for their impact on productivity improvements and a plan
developed to present to the union for approval. The goal was to significantly reduce and rationalize the
number of restrictive work rules in order to eliminate delays and increase productivity. With the ultimate
support of the union, the work rules were rationalized (from 29 to 18), dramatically reducing unnecessary
delays.
3. Transportation/Conveyance: Any kind of unnecessary transport. Out-of-route stops, excessive
backhaul, locating fast-moving inventory to the back of the warehouse and other transport wastes
cause unnecessary material handling distances to be incurred.
Ironically, Toyota's transformation from weekly to daily service parts stock replenishment orders may have
solved overproduction problems, but it created a new transportation problem for nine large Toyota dealers
in the Denver area. Parts for those dealerships come from a regional parts depot in Kansas City600
miles away.

http://www.scmr.com/article/CA6578682.html?industryid=48314

19.01.2009

The Seven Deadly Supply Chain Wastes - 7/1/2008 - Supply Chain Management Review

Stranica 4 od 9

In the days of weekly stock order replenishment, five dealers got their parts on Wednesday and four on
Thursday (two shipments per week). Usually, one semi-trailer for each day was sufficient, but occasionally
(such as after a month-end sales push) an extra truck (dispatched partially empty, of course) had to be
called in for the overflow.
When Toyota transitioned to daily stock order replenishment, the carrier got out his rate book and quoted
a price for five trucks per week servicing all nine Denver dealers each day150 percent more money than
two trucks per week.
Toyota's systems thinking approach to JIT logistics dramatically reduced demand fluctuation, allowing
Toyota to promise its carrier 40 percent of a truckload from Kansas City to Denver each day. Toyota
asked the carrier to throw out his rate book and go sell his daily, time-specific 60 percent of a truckload to
other customers. This solution was revenue neutral to the old way.
Transplace, a North American third party logistics service provider (3PL), also managed to solve a
transportation problem. At first, the company managed dozens of major shippers' transportation needs
independent of each other. There were significant wasted (i.e., deadhead) miles in many of these
shippers' networks between the unloading process and driving to pick up the next assigned load.
By employing genchi genbutsu techniques, various account teams methodically identified specific lanes
and the deadhead miles that were traveled within each of their respective account networks. Working
collaboratively with other account teams, they systematically combined multiple shipper networks into a
single network and identified regular backhaul lanes for one shipper that were regular headhaul lanes for
another shipper.
Then, by negotiating dedicated lane agreements with select truckload carriers, they were able to offer
dedicated services within specific lanes that dramatically reduced deadhead miles. This also provided a
reduction in transportation costs and, due to more dependable service reliability, overall inventory
reductions. Kaizen processes continue to identify more freight to add to the overall network.
4. Motion: Any kind of unnecessary movement by people, such as walking, reaching and
stretching. Motion waste also includes extra travel or reaching due to poor storage arrangement or poor
ergonomic design of packaging work areas.
Storage arrangement in warehouses can have a surprisingly significant impact on labor productivity and
space/equipment utilization. Toyota's U.S. service parts warehouse network and inventory control system
were originally set up in the 1960s through mid 1980s by managers hired from U.S. automakers and run in
a traditional fashion. Rapid sales growth put a great strain on warehouse facilities and people, potentially
adding greatly to costs. Most of the regional depots were running out of space, and labor productivity was
just around industry average.
By the late 1980s, Toyota Japan had successfully deployed Toyota Production System concepts to their
service parts distribution operations. In 1987, Toyota's Japanese warehouse experts began supporting
hungry learners in Toyota's U.S. Parts operations to implement TPS and JIT logistics. Three key methods
were used:
1. Lean Storagedesigning storage locations precisely sized to the parts to be stored in each
location and locating parts based on frequency of demand and picking/stock keeping efficiency.
2. Small Batch Processingapplying the concepts of Standardized Work to warehouse operations.
3. Kaizenengaging employees in continuous improvement.
During a 13-year period when sales grew 126 percent and stocked part numbers grew 72 percent,
warehouse space was increased by only 14 percent, greatly reducing capital investment. This denser
storage and intelligent location of parts, combined with efficient small batch processing, enabled Toyota to
achieve a 50 percent labor productivity advantage over competitors.
At Denso, a manufacturer of electrical components for Toyota and many other auto makers, the company
assembled air conditioning kits for Toyota. These kits were shipped in cartons to dealers and to various

http://www.scmr.com/article/CA6578682.html?industryid=48314

19.01.2009

The Seven Deadly Supply Chain Wastes - 7/1/2008 - Supply Chain Management Review

Stranica 5 od 9

ports around the country to be installed in vehicles as options. Basically, components were brought in from
Denso-Japan and from various U.S. suppliers and then packaged into master shipping cartons in a twostep process. The first step was to perform sub-assembly work for components procured from different
vendors that could be joined together in some logical fashion that would streamline the eventual
installation process into a vehicle. The second step was to take the sub-assemblies and combine these
with already finished components into the master carton.
The problem: Two separate assembly lines were used for this process. At the end of the first assembly
line, the now assembled sub-components were put into a temporary storage container or bin, palletized,
and then moved to a temporary rack location. At some later time, usually within a day or two, the subassemblies were retrieved from their temporary storage location, brought to the second assembly line (for
final packaging), and combined with finished components to make the final shipping carton. This was
clearly a waste of motion by double handling and the movement of inventory into and out of storage
locations.
The solution was simpleand at the same time very complex. Through a series of questions (see sidebar:
the Five Why's) the company discovered that there was no clear reason why the assembly process
required two steps. A dramatic reduction in unnecessary motion could be gained by combining the two
lines into one continuous process. This required a significant improvement in synchronizing inbound
component receipts and scheduling assembly operations. But, within six months all the plans were
complete and the new process implemented.
The results were impressive. There was now one continuous assembly process and the components were
now handled and moved only once. This resulted in a 40 percent reduction in unnecessary movement,
elimination of temporary storage requirements, and a reduction in day's inventory due to the new JIT
process.
5. Inventory:Any logistics activity that results in more inventory being positioned than needed or
in a location other than where needed. Examples include early deliveries, receipt of order for a quantity
greater than needed, and inventory in the wrong distribution center (DC).
Sell One, Buy One, Make One is the cornerstone of Toyota's industry-leading Just-In-Time Logistics
supply chain performance. Inventory and operational efficiency is achieved through a constant focus on
reducing lead time and variation in demand and lead time. All dealers order daily what they have sold
daily. Heijunka (leveling volume and variety) is applied to the operations of the entire supply chain, with
excellent synchronization among supply chain partners. More than 80 percent of the volume is ordered
daily from suppliers and shipped daily 96 percent on time in standard lead time.
In another example, Curtin Matheson Scientific (now part of Fisher Scientific) distributed thousands of
SKUs throughout the 48 contiguous states. These products belonged to clinical and industrial groupings
depending on the type of customer they were sold to. Each of the company's 22 U.S. distribution centers
stocked virtually all of these products, even though the typical customers for each line were dramatically
different.
A kaizen, supported by sales and marketing, determined that the ordering processes and lead time
requirements were significantly different for these two customer groups. Industrial customers were
typically large manufacturing operations that placed replenishment orders with a 30-day order-to-delivery
lead time.
Clinical customers were typically small doctor's offices or clinics that relied on nurses or other support staff
to place orders. It was not unusual in this environment to place an order when supplies were nearly out or
entirely depleted and expect a next-day delivery. The result of these findings was that the company was
able to consolidate industrial products into five DCs with clinical supplies stocked in all 22 DCs.
After further kaizen, the company determined that the necessary delivery requirements could be met with
only 19 DCs. Additional kaizen resulted in slow-moving or dead stock being located in one central DC.
The result was an overall inventory reduction of nearly 40 percent.

http://www.scmr.com/article/CA6578682.html?industryid=48314

19.01.2009

The Seven Deadly Supply Chain Wastes - 7/1/2008 - Supply Chain Management Review

Stranica 6 od 9

6. Space:Use of space that is less than optimal, such as less than full/optimal trailer loads, cartons
that are not filled to capacity, inefficient use of warehouse space, and even loads in excess of
capacity.
Rapid growth at Toyota's first North American parts center began causing congestion at the shipping dock
doors. Warehouse operations management submitted a capital proposal to construct additional dock
doors.
Practicing genchi genbutsu, the company discovered that there was some unused space in many
outgoing trucks (estimated at 6 percent additional capacity). A kaizen activity involving the loaders
effectively utilized this additional space, eliminating the need for additional dock doors and cutting
transportation costs by 6 percent.
Further genchi genbutsu revealed the cartons used by some North American suppliers had more empty
space than like parts previously sourced from Japanese suppliers. The company also found cartons
stocked with parts from different pickers were not completely filled. Kaizen activities by the responsible
personnel further improved the density of shipments, allowing more sales growth before investing in new
dock doors and saving 10 percent in transportation costs.
In another Denso example, the manufacturer used pallets measuring 60 x 60 for shipping air
conditioning kits. This created waste when loading trailers, since a typical 96 wide trailer could only be
loaded one pallet widenot two, as is optimal with a standard 40 x 48 GMA pallet.
Applying genchi genbutsu techniques, the company discovered the Freon tubing used in most Toyota, as
well as Honda models was constructed in one continuous piece, resulting in oversized carton sizes
requiring a 60 x 60 pallet. The Five Whys technique uncovered an opportunity to redesign the tubes by
breaking them into several shorter pieces and reconnecting them into a continuous piece during
installation into the vehicle. This solution resulted in packaging dimensions that enabled the use of
standard pallets, cutting transportation costs by nearly 40 percent.
7. Errors. Any activity that causes rework, unnecessary adjustments or returns, such as billing
errors, inventory discrepancies and adjustments, and damaged/defective/wrong/mislabeled
product.
In Toyota's service parts packaging operations, mislabeled cartons were the number one cause of errors.
In a kaizen, Toyota implemented a very inexpensive and effective countermeasure. If, for example, a
packer had five cartons of a part number to pack, he/she was given seven labels. The first label was stuck
on a form with a row of circles below the label for each digit in the part number. The packer would write
the part number from the parts to be packed in the circles and compare it with the part number on the
label. After packing the five cartons, the packer repeated the process with the 7th label and last part.
Labeling errors dropped dramatically.
In another example, Formica Corporation produced a wide variety of laminated and solid-surfaced
materials. As a result of manufacturing and logistics metrics that rewarded short cycle times and on-time
shipments, product was often shipped that was damaged or defective. In addition, Formica carried a
legacy of poor labor relations that created a lack of pride and a labor force that just didn't trust
management. This resulted in poor quality of work, high error rates (i.e., returns, credits, warranty claims),
and ultimately dissatisfied and angry customers.
To address this problem, a cross-functional kaizen team was assigned and quickly determined that a
comprehensive set of performance metrics could align overall execution with strategy and would eliminate
conflicting performance objectives by department.
The company developed a comprehensive set of Key Performance Metrics (KPIs) that focused on
customer requirements, were applied throughout the organization, and supported by laborbecause
many of the adopted KPIs were their suggestions. Rewards were tied to customer satisfaction, market
share, overall corporate performance objectives, and a reward system for labor. The results were
impressive, with a 70 percent reduction in claims, steady market share gains, improved financial

http://www.scmr.com/article/CA6578682.html?industryid=48314

19.01.2009

The Seven Deadly Supply Chain Wastes - 7/1/2008 - Supply Chain Management Review

Stranica 7 od 9

performance, and a labor group that had regained a measure of trust in management and again cared for
the future of the company.
Eliminating WastesCulture is the Key
Companies attempting to adopt and apply TPS principles to their supply chain operations will be
challenged to approach the efficiency and quality achieved at Toyota. For your company to begin its
journey down this road to a leaner supply chain, you must first clearly understand, fully embrace, and put
into practice the five principles of the TPSMuda, Process Focus, Genchi Genbutsu, Kaizen, and Mutual
Respect. This is an absolute necessity in order to utilize the full human potential of every employee for the
continuous improvement of your business. While there are many seminars and consulting practices
geared toward the tools of TPS (or lean/Six Sigma), this is only the tip of the iceberg. TPS requires a topdown approach that becomes part of the corporate fabric. Teaching TPS cannot take place in a classroom
or through seminars, but where the operations actually take place.
To be effective, everyone must be fully aware of the various forms that waste can take and be constantly
vigilant of any opportunities to attack and eliminate the seven deadly supply chain wastes
Overproduction, Delay/Waiting, Transportation/Conveyance, Motion, Inventory, Space, and Errors. Senior
executives must regularly walk through the operations, observing the activities, asking questions (the Five
Why's) to develop the problem-solving capability of their people, and demonstrating their commitment to
the process. Too often, companies treat these processes as programs that can be started and stopped as
needed. They seldom give it the necessary support and time to become part of the corporate culture
what is referred to as the Human System for Lean Management by Lean Consulting Associates
colleagues who have used their 20-plus years of Toyota experience to document the Toyota business and
management culture in North America.

Author Information
Joel Sutherland ( jos206@lehigh.edu ) is managing director of the Center for Value Chain Research at Lehigh
University, and a past vice president of Denso America (Toyota's largest supplier). Bob Bennett
( bobben1@cox.net ) is president of Lean Consulting Associates, LLC, and a former group vice president of
Toyota Motor Sales USA, Inc.

References
1 http://www.bizjournals.com/dayton/stories/2008/04/21/daily26.html

The Five Whys

When teaching American managers about problem solving for kaizen, a Japanese staff member would
typically apply the Five Why's process (the practice of repeatedly asking why about the suspected
cause at least five times to get to the root cause or causes of the problem).
For example, after observing and identifying an opportunity for improvement, a Japanese staff member
would discuss the opportunity with his American counterpart. Rather than identifying the actual
improvement and dictating a solution, the Japanese staff member would ask a series of questions (the
Five Why's) that would nudge the American to make a decision that he had already determined through
analysis was appropriate. This is the cultural educational process that all Americans (or non-Japanese)
must go through to learn and ultimately master TPS. Here is an example of how the Five Why's might
be applied:
The Washington Monument is disintegrating
Why? Use of harsh chemicals.
Why? To clean pigeon poop.
Why so many pigeons? They eat spiders and there are a lot of spiders at the monument.

http://www.scmr.com/article/CA6578682.html?industryid=48314

19.01.2009

The Seven Deadly Supply Chain Wastes - 7/1/2008 - Supply Chain Management Review

Stranica 8 od 9

Why so many spiders? They eat gnats and there are a lot of gnats at the monument.
Why are there so many gnats? They are attracted to the light at dusk.
Solution: Turn on the lights at a later time.

TALKBACK
We would love your feedback!
Post a comment
VIEW ALL TALKBACK THREADS

RELATED CONTENT
TOPICS

AUTHOR

SPONSORED LINKS

RESOURCE CENTER
Browse Resources by Type:
White Paper

Browse Resources by Category:

Best Practices
Global Supply Chain
Software & Technology
Sourcing & Procurement
Transportation & Logistics

Save 10-12% Minimum on Your Freight Bill -- Risk Free!

Lean Logistics | White Paper
VIEW NOW
Critical Issues And Initiatives Facing Supply Chain
Professionals
Sourcing Interests Group | White Paper
VIEW NOW
Five Best Practices to Reduce International Freight
Costs
Management Dynamics | White Paper
VIEW NOW

Education

View All Resources

Ads By Google

Warehouse Simulation
The Class warehouse design and simulation tool by Cirrus Logistics
www.classwarehouse.com

MSc Supply Chain Mgmt

cips accredited degree in UK Full & part-time, distance & online
www.rgu.ac.uk/abs

Supply Chain Consultants

Search the latest supply chain jobs across the UK & apply online.
www.ConsultancyRoleFinder.com

About Us | Advertising Info | Site Map | Contact Us | Subscriptions | RSS

2009 Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Use of this Web site is subject to its Terms of Use | Privacy Policy
Please visit these other Reed Business sites

Media & Publishing:

Business & Printing:

http://www.scmr.com/article/CA6578682.html?industryid=48314

Electronics:

19.01.2009

The Seven Deadly Supply Chain Wastes - 7/1/2008 - Supply Chain Management Review

Stranica 9 od 9

Broadcasting & Cable | ContentAgenda | LA 411 |

Converting | DM2-DecisionMaker | Expert Business

EDN | Instat | Semic

Library Journal | Multichannel News | New York 411 |

Publishers Weekly | School Library Journal | Cr cas |

Source | Graphic Arts Blue Book | Graphic Arts Monthly |

Hot Frog | Packaging Digest | The Industry Measure |

Measurement World

Tradeshow Week | Variety | Video Business

Tracom Group | Zibb

Building & Constru

Manufacturing:

Gifts & Furnishings:

Associated Construct
Building Design & Co

Control Engineering | Design News | Industrial

Distribution | Logistics Management | Kellysearch |

Casual Living | Furniture Today | Gifts & Decorative

Accessories | Home Textiles Today | Home Accents

Forecast | Constructi
Specifying Engineer

Manufacturing Business Technology | Modern Materials

Handling | Plant Engineering | Purchasing | Purchasing

Today | Jewelers? Circular Keystone | Kids Today |

Playthings

News | Housing Gian

Journal of Commerce

Data | Supply Chain Management Review

Professional Remode
Construction Bulletin

Hospitality:
Subscriptions:
All Magazine and eNewsletter Subscriptions

SmartBuilding Index

Chain Leader | Foodservice Equipment & Supplies |

HOTELS | R&I

http://www.scmr.com/article/CA6578682.html?industryid=48314

19.01.2009