Description
1) Describe the strategy, mission and/or vision of the organization, business unit, work group or department. 2)Who is the competition of the organization, business unit, work group or department? 3) Describe the demographics of the personnel within the organization, business unit, department or work group profile – see examples below. – Roles or job duties within the organization – Tenure with the organization, business unit, department or work group – Age* – Gender* – Race or ethnicity* *This information can be provided in summary form (e.g., 25% of the personnel are male). Also, please refer to case studies in our course pack for examples of how this information is written or presented effectively. 4)Describe the key characteristics of the industry that this organization belongs to. Characteristics might include some of the examples below: a. Size b. Key players (e.g., buyers, suppliers, and competitors) c. Business trends d. Industry best practices e. Industry maturity (e.g., startup versus established organization) and outlook f. Other relevant data
Meeting lasted from 1pm-1:40pm on Wed 10.28.2020
Name
Christopher Jancowski
Title
Area Manager I, Delivery Operations
Department
Transportation and Logistics
Team Name
Under The Routh (UTR)
Phone Number
#######
Email Address
@email
Location
33333
Amazon Logistics last line operation Amazon fulfillment, aim to expand the delivery operations to make it more efficient. One strategy is to pull back on volume, now using UPS, FedEx, USPS over 60% volume, want to switch to self delivery. Costs less than 50% to deliver themselves. Currently #3 logistics provider in world, goal to be #1 in 2-3yrs
Amazon is symbiotic w fulfillment centers, competition is UPS, FedEx, USPS for logistics; on fulfillment side competition is largely E-commerce
Demographics from observation 65-70% female, not sure why; spans from top to bottom. His building more male manager than females; on operations side, mostly female; Age range varies from out of high school to retired folks, not linear, more undulating; seasonal too bc around holidays more people sign up temporarily
Key characteristics of industry: Focuses mostly on getting packages to customers; saying in amazon that “we just deliver boxes”; Focus on getting packages in, getting them out the door, and meeting metrics; Inbound station depends on influx of packages. Benchmarks: every delivery that leaves the building has a schedule that they must meet, must ensure that operation is fluid bc if one thing is delayed everything gets delayed; Analogy: Say it’s dinner time, table is set, start to prepare meal, but have to run to store and when family is expecting to be eating, it is not ready. If there is a delay upstream, it causes a delay in the final stage in the process (picking stage). There are metrics that measure every aspect of operation from end to end
KC: e-commerce, logistics, customer experience
Large market. Key players “just about everyone”; everyone is a buyer, supplier, or competitor. Example: Most products sold on amazon have an amazon branded substitute; every Amazon seller IS a competitor of amazon.
Outside of bounds a little: Everything has a geographic fence aka virtual boundary; timeframe must be met or it is considered late; delivery driver only has 20 minutes to load!!!!!!!!
The world is and has been moving towards e-commerce; Amazon is forerunner and dovetails into expansion of the industry
Amazon stock gained about 6-700$ since onset of covid
Best practices: Operations from delivery perspective: Safety (paramount), one of the easiest ways to get fired is a safety infraction; good friend who was on track to be a senior manager got fired for something he was doing for years bc it was a safety infraction. Efficiency, almost everything in Amazon is tracked; in FC (fulfillment center) everything is tracked, even how you get to work (attendance) is tracked (on track to quit, metrics, etc) This lends into efficiency of the operation, able to identify trouble spots quickly, operation is very reactive. But at same time, Amazon is known for (coming into operation you might get the feeling that these people don’t know what they are doing, may seem scrappy, unorganized, but culture lends itself to innovation and big thinking; arranged in a way that it gives you that space to apply your creative thinking and intellect any way you want. While there are guidelines, there is flexibility to apply yourself and change the way things work)
EXAMPLE: Process they have where packages fall off conveyors onto the next; He looked at it and said it’s daunting for one person to clear a conveyor, so the ship dock is divided into sections, so everyone around the dock stops to retrieve dropped packages near them. Avg metric was over 1000, reduced to single digits (lost packages); Every million in a process, one defect; Expected to miss 0; Amazon developed a schematic for it and it became a standard in the building. Given opportunity to try and fail to see what works. Policy is they test a process and if it’s 70% ready, it’s ready for rollout. That’s what drives the efficiency at Amazon
Amazon has been around since the 90s, established, going nowhere, have been several acquisitions (Whole Foods, logistics, Amazon Prime, Prime Video, Prime Music, Amazon Air) Amazon is a frontrunner and most companies want to be like Amazon in the e-commerce trade
Liz question:
Biggest complaint from workers: From a delivery station standpoint, process is broken into 2-3 basic functions that span 10hrs. Very physical work on the floor. Working a shift from 6pm-5am is very different than 1am-11am. Transitioning from process to process is difficult for most. Not back-breaking but physical and repetitive. Complain a lot about not being able to be held in one role for duration of shift. Also, associates always asking for more pay
Harshi question:
Specific roles of employees: Inbound feed packagers for inductors that scan pkgs and conveyor them; then people affix stickers, then people scan each package physically (stowers?); then roles switch and they become DAs (delivery associates), organized into routes. Responsible for scanning items to specific staging locations so the driver can load in 20 mins and get out the door. BC of covid: Safety Champions (Social Distance Champions) whose job is to ensure 6ft distance between everyone.
Supervisors: Interactions btwn mgmt. and associates; they run the operation
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