Self Help For You “Office-Weary Warriors” Out There


Struggling with e-mail? Overwhelmed with too many meetings? Late with reports?

We have combed the Internet and found some tools and ideas to help you.

Some of these blogs are eye-openers, like the one about keeping your email box at zero. Plenty of well-worn time-management advice tells us how we should plan our day. Do the most important thing first. Never check email in the morning. Make a to-do list the night before. Don’t schedule meetings right after lunch when everyone will be half-asleep.

Note: sometimes these ideas conflict, so use your own judgement and experiment until you find things that work.


But what if we organized tasks by when research shows it’s actually most optimal to get them done? That’s a question we started asking after coming across a recent study that shows the ideal time of day to make moral or ethical decisions is in the morning. And so, we pored over additional research (some academic, some perhaps less so) on tasks and timing. Below, a research-based weekday planner for what to do — and, perhaps more important, what not to do — at various hours of the day.

6 – 8 a.m. Send email. Many books may have been written advising us never to check email in the mornings. Time management experts say not to get mired in our inboxes first thing, or we won’t get the critical things done. But of course, people do anyway, grabbing their phone off their bedside table, tapping away responses on their morning train, or giving themselves a breather once they sit down at their desks and drink their coffee.

Which is why sending email first thing might actually be the best time to do it. Research by a marketing software company shows that the highest click-through rate from marketing emails is on those sent around 6 a.m. or potentially a bit later.

8 a.m. Make decisions about ethical dilemmas. While the time here is somewhat arbitrary, recent research from professors at Harvard University and the University of Utah found what they called the “morning morality effect” in four experiments of undergraduates and working adults. In computer-based tests, participants were given the opportunity to cheat or lie in order to earn more money — and the experiments found that people were more likely to do both in the afternoon.

9 a.m. Avoid scheduling meetings. The hardest part about scheduling meetings isn’t really finding the time when everyone involved will be bright-eyed rather than half-asleep. It’s finding a time when everyone can actually attend. Keith Harris, chief technology officer of, a bare-bones Web app for picking meeting times without sending a flurry of emails back and forth, dug into his software’s data and examined 2 million responses to some 530,000 scheduled events. He found that first thing in the workday is when the fewest people say they’re available. “Any time before ten, forget it,” Harris wrote in an e-mail. “Your co-workers are still deep in their coffee and inbox.”

1 – 2 p.m. Don’t make cold calls (especially on Friday). One might think lunchtime would be a good opening for a new business lead, when you catch someone at their desk eating a sandwich and checking Facebook or But research by James Oldroyd, a business school professor in Korea whom CBS Marketwatch called “the mad scientist of cold calling,” finds that the worst time of day to make an unsolicited call is between 1 and 2 p.m. Far better is late afternoon (between 4 and 5 p.m.) or first thing in the morning (8 to 9 a.m.). That morning hour had 164 percent better results than the lunch hour in Oldroyd’s analysis of more than a million cold calls. His findings also reportedly show that Thursday is the best day of the week, while Friday is the worst.

2:30 or 3 p.m. Schedule meetings (if it’s Tuesday!). In addition to helping us find the worst time of day to try to get people around a table,’s Harris also scanned the data to find the best. The winner: Tuesday, at 2:30 p.m., is the day and time of the week when most people accept meeting requests. Harris ran the search for us earlier this week, and it confirmed similar results to when he first ran the numbers for a white paper five years ago and Tuesday at 3 p.m was the best. He speculates Tuesday afternoon stands out “because that is the furthest you can get from the deadlines at the end of the week, without bumping into the missed deadlines from the week before.”

4 p.m. Do tasks that don’t involve sending e-mail. If early morning is the best time to get people to act on an e-mail, late afternoon is the worst. Analysis of millions of messages shows that 4 p.m. has the lowest click-through rate of any time of day, as people hurry to get out of the office and check things off before heading out the door.

4 – 6 p.m. Avoid sitting for an interview. If you catch wind the hiring manager has scheduled to interview several candidates over a single day or two — try not to be the last of the pack. Try and ask for a morning appointment if you can.

6 p.m. – late Do creative work, if you’re a morning person. If it sounds counterintuitive, it is. Yet research actually shows that people do their best creative thinking when they’re tired.

They found that those who identified as feeling fresh and sharp in the morning did better solving problems late at night that required original thinking. For night owls, it was the inverse. Morning proved a better time for them to have bright ideas. Their explanation: Creative thinking requires us to approach problems from a different perspective, which is actually harder to do when we’re clear-headed and can only see the obvious answer. If we need to concentrate, it’s good for our brains to be “on.” But if we need to think differently, it’s easier when our brains are a little distracted


Urban Dictionary defines as: When you have no messages in your email inbox. Such a goal is often elusive, because the more email you clear out and reply to, the more new messages come in. I reached my goal of inbox zero by Friday afternoon, but Monday morning I had 42 new messages.

TechTarget defines as: Inbox Zero is a rigorous approach to email management aimed at keeping the inbox empty — or almost empty — at all times.

Inbox Zero was developed by productivity expert Merlin Mann. According to Mann, the zero is not a reference to the number of messages in an inbox; it is “the amount of time an employee’s brain is in his inbox.” Mann’s point is that time and attention are finite and when an inbox is confused with a “to do” list, productivity suffers.

Mann identifies five possible actions to take for each message: delete, delegate, respond, defer and do.

Here are some of Mann’s tips for effective email management:

  • Don’t leave the email client open.

  • Process email periodically throughout the day, perhaps at the top of each hour.

  • First delete or archive as many new messages as possible.

  • Then forward what can be best answered by someone else.

  • Immediately respond to any new messages that can be answered in two minutes or less.

  • Move new messages that require more than two minutes to answer — and messages that can be answered later — to a separate “requires response” folder.

  • Set aside time each day to respond to email in the “requires response” folder or chip away at mail in this folder throughout the day.

Time-Management Tips For Busy Entrepreneurs From Financenk

  1. Visualization techniques can be very powerful instruments for achieving goals in business. Next time you hit a rough patch of uncertainty, consider spending some time visualization how you will behave in order to get through it. This will not only relax you, but it will also prepare you for the road ahead.

  2. If you want to be successful, time management is vital. Not only must you keep track of all of your appointments, meetings, and project deadlines, but you also must manage your time when it comes to accomplishing tasks. If you allocate too much time to a project, that’s time that you cannot use for a different project.

  3. Having a clean, organized workspace is a vital part of success. It may sound trivial, but in fact, the cleanliness and the order can go a long way towards improving your mindset and structuring your day.

  4. Similar to keeping your office space clean and organized, keeping your schedule clean and organized is important, too. It helps to keep your mind clear of unnecessary clutter and worries; and instead focus on moment.

  5. When it comes to business, staying in control means a lot. It means that you not only prevent other businesses from dictating an agenda for you, but it also means that you firmly seize control of your own density. If you want to be successful, then you must be willing to take control.


Metro-North Safety, Bridge and Yard Improvements


MTA Metro-North Railroad officials recently presented to the New York and Connecticut governors a 100-day report on the railroad’s action plan designed to improve safety, restore reliability and improve communications.

Of the plan’s 32 initiatives, 21 have been fully implemented, seven are in progress and two will be pursued after outside entities submit independent reports, Metro-North officials said in a press release. Two additional initiatives — implementing a “back-to-basics” plan for train reliability and service delivery, and communicating service delivery information to customers and elected officials — will continue as ongoing, long-term Metro-North priorities, they said.

Major improvements that have been completed include enhancing track inspection and maintenance, installing alerters and video cameras in engineers’ cabs, beefing up the safety and training departments, expanding employee testing programs to ensure understanding of safety rules, creating a computer-based track worker safety system, and implementing a Confidential Close Call Reporting System.

The Federal Railroad Administration completed its review of Metro-North practices in May, and its recommendations are incorporated into the 100-Day report. Two external reports, from the MTA’s Blue Ribbon Panel and the National Transportation Safety Board, have not yet been submitted, but Metro-North has committed to implementing any recommendations from those entities that have not already been addressed, railroad officials said.

“Metro-North intends to maintain its infrastructure and rolling stock to the highest standards of safety and reliability,” said President Joseph Giulietti. “This requires ensuring that we have established the appropriate inspection, maintenance and replacement plans and that we have the necessary resources to carry them out effectively. This will require ongoing funding, not only for Metro-North’s operating budget, but also for the railroad’s capital needs in New York and Connecticut.”

Metro-North’s action plans were put into place following a series of accidents, including the Dec. 1 derailment near the Bronx, N.Y., that resulted in four deaths. The train derailed after speeding through a curve.

On the recommendation of New York Gov. Andrew Cuomo, the Metropolitan Transportation Authority (MTA) is creating a Transportation Reinvention Commission to ensure the capital plan it submits by Oct. 1 will adequately account for demographic, ridership and climate shifts that will shape mass transit in this century. In Connecticut, Gov. Dannel Malloy and the Congressional delegation have pledged to seek federal funding for their state’s investment needs.

Meanwhile, MTA Chairman and Chief Executive Officer Thomas Prendergast and Giulietti met on Monday with Malloy and Connecticut Transportation Commissioner James Redeker to develop short- and long-term strategies for addressing infrastructure needs of the 118-year-old Walk Bridge that crosses the Norwalk River in downtown Norwalk, Conn. Metro-North and Amtrak service in Connecticut was disrupted for the second time in two weeks earlier this month. On June 6, the swing bridge — which allows marine traffic to pass underneath — got stuck in the open position and failed to close properly.

Teams from the Connecticut Department of Transportation (ConnDOT) and Metro-North will conduct an operation review of procedures at the bridge to minimize future risk of failure; the teams will work together and are expected to report their findings and recommendations by mid-July. Over the long term, both parties will push for federal funding to allow for the replacement of the bridge, according to a Metro-North press release.

Connecticut Gov. Dannel Malloy and Connecticut Department of Transportation (ConnDOT) Commissioner James Redeker last week toured the New Haven Rail Yard, which is undergoing a $1.15 billion, multi-year upgrade and expansion.

Malloy also announced that a fifth new power supply substation has been put into service on the New Haven commuter-rail line, adding more redundancy and increasing options to reduce the chance of future prolonged power failures, state officials said in a press release.

“This rebuilding and expansion is the best demonstration of our commitment to investing in new facilities, maintaining our rail assets and providing the best and safest possible service to Connecticut commuters,” Malloy said.

Connecticut’s State Bond Commission, chaired by Malloy, recently approved $80 million for the rail yard program. The state funding will pay for a new warehouse for rail-car components, storage tracks for rail cars, demolition of an old storage facility and a pedestrian bridge linking Union Station and the yard so employees can more easily access the facility.

“We have seen what can happen when there’s a major power failure on this railroad – disrupting service, inconveniencing commuters and the ripple effect into the local and regional economy,” said Redeker, referring to last fall’s power outage on the New Haven Line in Mount Vernon, N.Y., which disrupted service for two weeks.

The officials’ tour began at the yard’s $215 million “Component Change-Out Shop,” which features a 35-ton bridge crane and in-floor lifts that can lift cars individually or in pairs.

Last month, a fifth new power supply substation was put into service for the rail yard by United Illuminating Co. in partnership with ConnDOT. Previously, the yard was powered by the Devon Supply Substation in Milford. The new power source and its electric switch heaters will allow additional redundancy and power options to maintain and operate the New Haven Line more efficiently and safely, state officials said.

6 million men and women cared for by the North Platte Canteen


Photo Courtesy of Union Pacific Railroad

If you are familiar with the North Platte Canteen from WW2 you can associate the interest.  The local historical museum has an exhibit about this miraculous endeavor. Roselyn and Robert McFarland call it that because they have for weeks been reviewing letters sent later from soldiers and sailors who stopped for 10 minutes. The effect the warm touch of the visit had ,sustained many through their ordeal during the war.They remember the stop so vividly. The exact date , the food , the train, but most of all the touch of home that sent them on less frightened or received them home with care.

Anyway Roselyn and Robert McFarland are searching for photos of those troop trains .  Photos which might show something new or different that might add to the Canteen exhibit experience. Photos that might be used without a royalty.

The story must not be forgotten.

The men write in hundreds of letters that they stopped at many canteens but the North Platte Canteen was unlike any other and left an indelible mark on their life.

Please see the special section about the Canteen on the Lincoln County Museum WebSite

If you have any pictures that might add to the project, please respond in the “comments” section or email Roselyn and Robert McFarland directly at

Trenton Falls combines scenic vistas with historic lineage


t was a place where John Quincy Adams, Ulysses S. Grant, Charles Dickens and other notables kicked off their boots to relax among high society. Now it’s a place where families and friends can come and enjoy nature and the view. For three weekends all year, the Trails of Trenton Falls will open from 9 a.m. to 5 p.m. Saturday and Sunday.

Read More About Trenton Falls Openings

Picture of Trenton Falls courtesy of Harvard University

Came across a story written in 1925 by J. Lyman Gollegty, Utica Gas and Electric Co.

The western entrance to the Mohawk Valley is a center of great industrial activity. Its past has been crowned with great achievements. So great an authority as Roger Babson has predicted that this section of New York State is bound to become the manufacturing center of the United States. Naturally enough one wonders just why this is so. The answer is a most logical one. Unusual water power facilities have created an abundance of electrical energy which, economically produced and sold, affords attractive opportunities for industrial operations.

The Utica Gas & Electric Company, which supplies the demand for power in this territory, has established a decidedly high rating for itself and is now recognized as one of the 20 leading concerns of its kind in the entire country. This company was incorporated in 1902, and represents a merger and consolidation of 17 companies which have been organized and have operated in the territory it now serves. It traces its early history back to the Ilion & Mohawk Gas Light Companies and the Little Falls Gas Light Company which were formed in the summer of 1869. The Utica Electric Light Company, incorporated January 9, 1888, was the first electric power company organized in this section. Subsequently the following electric companies have become a part of what is now the Utica Gas & Electric Company: Utica Electric Manufacturing & Supply Co., Trenton Falls Electric Light & Power Company, the Utica Electric Light & Power Company, the Equitable Gas & Electric Company of Utica, the Herkimer County Light & Power Company, the Dolgeville Electric Light & Power Company, the United Gas & Electric Companies of Little Falls, Little Falls Electric Light & Power Company and the Herkimer County Light & Power Company. Through purchase of stock the Utica Gas & Electric Company also operates the College Hill Electric Light Company of Clinton, the Progressive Electric Light Company of Franklin Springs and the Central New York Power Company of Canastota.

The hydro-electric power of the Utica Gas & Electric Company’s system is produced at three distinct plants located on as many streams. These are at Trenton Falls, on West Canada Creek; at Little Falls on the Mohawk River, and at Dolgeville on the East Canada Creek. This system of hydro-electric plants is supplemented by two large steam-electric plants in Utica, at Harbor Point and Washington Street.

Trenton Falls in Oneida County is one of the most picturesque water scenes in the United States. A generation ago its magnificence was known far and wide to tourists and adventurers, who came in many instances thousands of miles to view its charm. Indeed, at one time in its history, Trenton Falls vied with Saratoga Springs and Newport, R. I., as the leading resorts of the nation. And one does not express amazement at this fact, once he views the cascades and canyon of beautiful Trenton. Here the West Canada Creek, in a series of four waterfalls drops approximately 275 feet through the gorge to a quiet pool below.

Few people realize that this provides a higher water head than Niagara Falls, and that it is one of the highest developed power heads east of the Rocky Mountains. It is a fact that when the first hydro-electric development was made at this point in 1899-1901, the highest head east of Pike’s Peak had been obtained. Since that time, several of approximately the same head have been established in the Appalachian system.

The Utica Gas & Electric Company has attained a record of perfection in its line that distinguishes it frequently from contemporaries. This is constantly shown in its progressive policy of adopting the newest and most up-to-date facilities. This has always been the case. When the Trenton Falls project evolved itself the first hydraulic turbines designed by American eigineers and built in America were purchased. These were then the “last word” in scientific and mechanical achievement. Previously all high efficiency and high head turbines had been designed in or imported from Europe. These American built machines are still giving good service. Each of the four turbines furnishes 1,350 horsepower.

With the advent of the World war it was found necessary to greatly increase the capacity of the Trenton Falls plant due to the excessive demands of the increased industrial expansion. Three new turbines and generators of 10,750 horsepower each were added. A new plant adjoining the old one was erected at this time. These two plants now have a combined capacity of 35,400 horsepower. They represent a most attractive property in a setting of rare charm. Here Nature’s beauty is retained in almost virginal state. The scars usually made by industry are at a minimum.

At Little Falls on the Mohawk River can be seen a plant which has three units with a total capacity of 2,100 horsepower. The project at Dolgeville came into existence in 1897, the first modern hydro-electric plant in Central New York. There is a head of 72 feet at this point, known as “High Falls” on East Canada Creek. Plants at Middleville and Newport, constructed about 1900 and 1910 were of a crude type. A new modern plant was erected at Newport in 1914. After being merged with the Utica Gas & Electric Company, the Middleville property was abandoned.

These represent the hydro-electric generating plants owned by the Utica Gas & Electric Company in the Upper Mohawk Valley. It is, of course, necessary in distributing the current to have adequate sub-stations in various important sections of the great industrial territory it serves. These are located at Washington Street, Cornelia Street, and Turner Street, Utica; Whitesboro, New Hartford and Sauquoit, Holland Patent, Rome and Ilion.

To guard against exigencies which, in the course of ordinary events, would interrupt the transmission of current generated at the hydro-electric plants, two large and very modern steam-electric plants are in use in the city of Utica, at Harbor Point and at Washington Street. Should lightning interrupt the service from Trenton Falls, Newport, Little Falls, or Dolgeville, the steam-electric system is immediately placed in operation, thus practically insuring a continuous service. This also is the case in the possible event of a water shortage, although the streams upon which the hydro-electric power is generated, are adequately protected. They are assured of an abundant flow of water with large state reservoirs standing by in case of such an emergency.

While the industrial activity in the upper Mohawk Valley during the early decades of the twentieth century is well provided for in the plants and properties listed above, the Utica Gas & Electric Company has looked into the future. There are several sites open for future prospective development. It will be possible to obtain 25,000 k. w. a short distance above Trenton Falls on the West Canada Creek. It is likely, too, that when necessary, two 16,000 k. w. units will be erected in place of the four turbines and generators now producing 1,000 k. w. each in the old section of the Trenton Falls property.

At Poland on the West Canada Creek, 3,500 k. w. are available at any time. It is possible, also, to increase the production from 300 k. w. to 1,000 k. w. at Newport. These projects have been considered and are listed for development when and if necessary.

Diligent study of the possibilities provided by the various streams in the adjacent territory would show other sites for development, all of which are dependent upon future needs. Two new sites that have not been thoroughly analyzed, but which it is possible to develop have been located at Taberg on Fish Creek and at Enos on Black River. The potential power of these two sites is given at 28,000 k. w. and 3,000 k. w. respectively.

Thus Utica, and its smaller industrial neighbors, Rome, Frankfort, Ilion, Mohawk, Herkimer, Little Falls and a score of other villages are adequately provided for in the present and future. Taking its cue from the federal government, the Utica Gas & Electric Company, in conjunction with the Northern New York Utilities Company, the Adirondack Power & Light Corporation, Cohoes Power & Light Company and other important hydro-electric concerns, has constructed interlinking high tension lines which form another assurance against interrupted service. This improvement also provides for sharply increased demands upon the power lines of any of the individual companies so connected. Power is thus purchased from other companies whenever the necessity requires. This Mohawk Valley super-power system is indicative of the great importance of the Valley to the industrial life of the eastern United States. It is a good augury of what the future affords.

It is not a long time since that electrical wizard, Edison, in his research laboratory, then a humble frame shack, conceived the impossible and invented the incandescent lamp. The year 1878 saw it perfected. Four years later it was introduced for commercial uses. Today, less than 50 years distant, electricity not only lights the homes and factories of the world, but has been proven one of the most vigorous and forceful instruments for progress in the history of mankind. In 1895, the first crude and seemingly impossible motor was constructed. In 1901 one of the longest transmission lines in the world — 15 miles long — was erected between Trenton Falls and Utica.

What has happened in the march of progress since that time is largely the history of electrical development. Factories, markets, shops, stores, all date their modern success and progress from the discovery of electricity’s lighting and motive power. What is so of America and the world in this respect is equally so of the Mohawk Valley. The Utica Gas & Electric Company has indeed been a vital factor in the march of industrial progress in the Upper Mohawk Valley.


86-year-old tugboat doing canal work in Utica runs on electricity!


New York’s Governor Cuomo announced a retrofitted electric canal boat to demonstrate benefits of no-emission engine; NYSERDA, NYSDOT partnership with Canal Corp. replaces diesel engine with electric motor

At 86, you might think it was long past time to retire.

Instead, the Tender 4 tugboat has a brand new all-electric engine, combining environmentally-sustainable engineering with retro yellow and blue style of the canal system in 1928.

The boat took Utica Mayor Robert Palmieri for a short ride after it was unveiled. The Tender 4 will be put to work removing buoys and doing canal maintenance work along the Utica section of the Erie Canal, New York State Canal Corporation Director Brian Stratton said.

The upgrade was made possible through collaboration with New York State Canal Corporation, NYSERDA and the New York State DOT, New West Technologies and Elco Motor Yachts.

Right now, about 54,000 homeowners get power supplied by the canal system, Stratton said. The all-electric engine was designed by Elco Motor Yachts and needs only to be charged at night before carrying out its duties on the Utica portion of the canal system.

Read more:

The New York State Canal System is a navigable 524-mile inland waterway that spans upstate New York. The waterway connects the Hudson River with Lake Champlain, Lake Ontario, Cayuga Lake, Seneca Lake, and Lake Erie via the Niagara River.

The Canal System includes four Canals: the Erie, Champlain, Oswego and Cayuga-Seneca; canalized natural waterways, plus five lakes: Oneida, Onondaga, Cross, Cayuga and Seneca; short Canal sections at Ithaca and Watkins Glen; feeder reservoirs, canals and rivers not accessible by boat from the Canal; and Canal terminals on Lake Champlain. The Canal System passes through 25 counties and close to 200 villages, hamlets and towns.

At one time, more than 50,000 people depended on the Erie Canal for their livelihood. From its inception, the Erie Canal helped form a whole new culture revolving around Canal life. For many, canal boats became floating houses, traveling from town to town. The father would serve as captain, while the mother cooked for the family and crew and the children, if old enough, would serve as “hoggees” and would walk alongside the mules to lead them along at a steady pace.

For those who traveled along the Canal in packet boats or passenger vessels, the Canal was an exciting place. Gambling and entertainment were popular pastimes on the Canal and often, families would meet each year at the same locations to share stories and adventures. Today, the Canal has returned to its former glory against a backdrop of tugboats and barges, tour boats and recreational vessels, fishermen and cyclists riding the former towpaths where mules once trod. The excitement of the past is alive and well.

 The Erie Canal is famous in song and story. Proposed in 1808 and completed in 1825, the canal links the waters of Lake Erie in the west to the Hudson River in the east. An engineering marvel when it was built, some called it the Eighth Wonder of the World.

The Story of the New York State Canals


Supply Chain Intelligence: Using Your Visibility To Reduce Supply Chain Costs


If you have followed my writing at all, you already know I am the great advocate of Supply Chain Control Towers. Why, because they provide such great VISIBILITY into the whole supply chain. That easily translates into reduced supply chain costs. Let’s see how!

Supply Chain Visibility: A Critical Strategy to Optimize Cost and Service is a great report from Aberdeen by Bob Heaney and posted by GS1. A survey of global companies shows that Supply Chain Visibility (SCV) is a high priority for improvement and a critical strategy. Supply chain execution and responsiveness require the tight synchronization of supply and demand, as well control of the three flows of commerce (movement of goods, information and funds) across a large number of logistic and trading partners in a wide geographic area.

It requires supply chain visibility which they define as “The awareness of, and control over, specific information related to product orders and physical shipments, including transport and logistics activities, and the status of events and milestones that occur prior to and in-transit.”

Visibility means more than just track and trace. It begs a control tower approach which covers everything from raw material to the delivery to the end customer. A global supply chain can be huge and every member must be in synch. This approach is defined as “A set of integrated processes and technologies that support a seamless flow of product from source to end customer, regardless of global complexity, or sales and logistics preferences of customers.”


ImageOn June 14, 2014, Nice Matin surveyed the major bars in Nice, France and awarded the maximum score of five “trophies” for its screens. And it’s more than deserved as La Canne à Sucre flies over the competition with its twenty televisions of all sizes. However, it was clear that this abundance does not ensure a crazy atmosphere. Thursday night it was very quiet. Wedged comfortably in leather seats or bucket seats, customers were in the bar like being at home. This may have its charm. It is, however, probable that the atmosphere will be different on a game night.
60 seats interior and 30 exterior
04 93 87 19 35

11 Promenade des Anglais

See more about La Canne à Sucre on our Nice, France Sports Page


Supply Chain Intelligence – Utilizing the Services Hub


It is a given that to manage our supply chain, we have to have as much visibility as possible. Our SCM Control Tower is hooked up with logistics providers, parts suppliers, customers, manufacturing, procurement…did I forget anybody? Yup. The electronic commerce people who move this data all around for us: the Services Hub.

Yes, we are getting good info from these other sources, but our Services Hub could add value too.

Leveraging the Services Hub for Supply Chain Visibility is just one example of what services vendors are capable of. The approach to better visibility is combining existing IT technology with some more unique tools.They have explained the language of supply chain visibility, measuring the value of visibility, and building a solution with a step-by-step strategy.

Now we could look at all the current definitions of “Supply Chain Visibility” and write a book (gee, what a great idea for my spare time)! Let’s use the following definition for now: Visibility gives you the information you need, when you need it and in the right context to make business decisions. It finds root causes, which now makes it “actionable intelligence”.

2014 US Open Day 4

ImageWell, Martin Kaymer did it: He beat Pinehurst and won the US Open Wall-to-Wall. Kaymer set the 36-hole scoring record by opening with a pair of 65s. He never let anyone closer than four shots over the final 48 holes. Equipped with a five-shot lead, he was the only player from the last eight groups to break par.

”You want to win majors in your career, but if you can win one more, it means so much more,” Kaymer said after closing with a 1-under 69 for an eight-shot victory over Rickie Fowler and two-time heart transplant recipient Erik Compton.

Only twice in the last 20 years of the U.S. Open has the 54-hole leader managed to break par in the final round. Then again, both were runaway winners. Rory McIlroy had an eight-shot lead at rain-softened Congressional in 2011 and closed with a 69. Tiger Woods had a 10-shot lead at Pebble Beach in 2000 and closed with a 67.

Kaymer returned to the elite in golf by turning the toughest test in golf into a runaway at Pinehurst No. 2, becoming only the seventh player to go wire-to-wire in the 114 years of the U.S. Open. Only three players finished the championship under par.

Martin’s 271 was good for $1,620,000;

Compton and Fowler got $789,330 each

Now for our picks:

Matt Kuchar Tied for 12th and got $156,679

Rory McIlroy Tied for 23rd and won $79,968

Graeme McDowell Tied for 28th but still won $59,588

Bubba Watson Didn’t even get a bus ticket home


US Open Day 3


Martin Kaymer did not break par on a tough Day 3 at Pinehurst, but he did enough to retain a healthy lead.

After Saturday’s tough round at Pinehurst, Martin Kaymer admitted he didn’t have his best stuff. After matching 65s to open this U.S. Open, the first time in major history someone had shot those numbers in Rounds 1 and 2, Kaymer was struggling, both with the tougher conditions and his own golf swing.

After bogeys on the 13th and 15th, it looked like Kaymer’s lead could shrink to three or even two, but the German made great pars on 16 and 17 before sticking his approach shot on the 18th to 10 feet and knocking in the putt for the closing birdie.

Now for our picks:

Matt Kuchar Tied for 7th after shooting a 71

Rory McIlroy Tied for 16th after shooting 74

Graeme McDowell Tied for 42nd after shooting a 75 yesterday

Bubba Watson Probably went home

With a five-shot lead over Rickie Fowler and Erik Compton, it will be Kaymer’s to lose on Sunday. But if he plays another round like he did on Saturday, it will be Kaymer’s name on the trophy on Sunday evening.

As for the people chasing him going into Saturday’s third round, Rory McIlroy shot 74, Adam Scott and Jordan Spieth both shot disappointing 72s and Brendon Todd, who was paired with Kaymer in the third round, struggled all day on his way to a 9-over 79.

Rickie Fowler and Erik Compton both fired 3-under 67s, incredibly impressive considering the 73.8 scoring average on Saturday at the U.S. Open.

Fowler’s round was solid, making five birdies and two bogeys to get himself in the final group on Sunday with Kaymer.

Compton, playing in only his second major championship ever, got off to a hot start with two birdies and an eagle over his first eight holes, and while a bogey on the 16th dropped him back to 3-under, it was the birdie putt on the 18th he had to get in the final group at 4-under.

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