Lakshmi Mittal Quotes

With a global society hungry for luxury, distribution and supply chains are now as important for executives as a hands-on feel for products.

For physical goods, there are costs associated with logistics and lead times, owing to inventories and poor forecasts of the market. With digital capital-intensive technology, however, production will inevitably move toward the final market, wherever it is. This re-localization constitutes a major shift in the structure of global supply networks.

As we were growing retail, and it was a huge growth phase, it was very important to keep our quality under control. Therefore, it was not just distribution, not just back-office operations, but also the risk-management practices. And these we learned together, supported by technology.

Ever since September 11, I've been quite conservative in what we've ordered. We've never really been supply-demand anyway.

What you do for a living is not be creative, what you do for a living is ship.

We sell to businesses who sell other stuff, so we're just going to concentrate on doing that.

You can find Chobani in every major supermarket, in club stores, convenience stores and airports. But we're not everywhere yet. We have been struggling with keeping up with demand.

Generally, cars were not built to sit on dealer lots. It encourages the wrong kind of behavior in the whole system.

Ukrainian business must really embrace global competition. We need to understand that competition for resources and clients is not with competitors from across the street or from another city, but with millions of businesses around the world.

What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.

Prices have stayed up because people in control of supply decided they could keep them up.

We are in a global competitive world. And in the future it will be even more, and more, and more global.

If you're a retailer and know that once a year you're going to get Mary Higgins Clark's book on a given date, you're going to have an awful lot of copies out there in time for that. You'd have to be simple-minded not to do that - although bookselling prior to 1950 never made that connection.

New Zealand obviously is fully integrated into the global economy.

I suspect that most retailers are so busy buying goods, taking care of markdowns, and so on that they have too little time to give thought to creativity.

There has to be a drive to make the U.K. competitive in the motorcar industry or in the engineering industry. To do that, you have to give attention to the manufacturing sector.

A lot of companies are global.

As long as we are one of the most expensive countries to produce in, we should focus on cutting costs that directly and indirectly weigh on business.

If you think about a business where uncertainty is an anathema, it's around consumer spending, and it's around retail.

If I am a trader, and I know you have got ample stocks, why should I buy?

Honestly, production when you first start can be difficult to wrap your head around.

Learning how to keep track of inventory and cash flow and creating an income statement and a balance sheet are great skills to learn for managing existing businesses.

I support a robust economy where agriculture and businesses are able to compete in a fair and open global market.

Has anyone actually asked the customer if they want to have something available directly after the show? You hear that three bags are going to be released tomorrow in five shops, so you produce 15 bags. How many customers are you going to satisfy with that? Fifteen!

Extra capacity makes manufacturing competitive, keeps pricing in control.