Paul Virilio Quotes

Leaders win through logistics. Vision, sure. Strategy, yes. But when you go to war, you need to have both toilet paper and bullets at the right place at the right time. In other words, you must win through superior logistics.

An army marches on its stomach.

I knew trucking was growing. It grew from the Second World War to the time that I bought the bridge. There were interstate highways being built. I thought there was opportunity.

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

Supermarket companies are big logistics companies, and one of the ways we've increased profitability in the past is by re-evaluating how they do logistics.

Logistics is the ball and chain of armored warfare.

When we first invested in Colombia, we were buying a lot of coal from Colombia. We were dealing with them daily. I knew their guys at the port, I knew their guys at the mine, I had a feel of the country.

Supply chains cannot tolerate even 24 hours of disruption. So if you lose your place in the supply chain because of wild behavior you could lose a lot. It would be like pouring cement down one of your oil wells.

Infrastructure is much more important than architecture.

The Dell Theory of Conflict Prevention argues that no two countries that are both part of the same global supply chain will ever fight a war as long as they are each part of that supply chain.

In a company, you buy thousands of things. Every item you buy has its own footprint.

There are still a lot of cases in the world where you order something and then you see 'Delivery will be in 8-12 weeks.' This is because of the faxes and forms that still exist.

If was, increased by a lack of railways in Russia - for bringing up supplies to our advancing troops.

A wise human would have an understanding of the supply chain and how the pieces fit together. But it's against our nature to think about it.

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.

GM is a highly collaborative organization; we rely on a whole tier of suppliers for everything that we do.

UPS stands as an example of a company that's already doing great things.

Each owner of property fronting on the streets of Rome or on streets within a mile of Rome, on which there is continuous settlement now or in the future, shall keep such portion of the street in repair

The object of protection is that of diminishing the distance and the waste between the producer and the consumer

A lot of multinationals have long, drawn-out processes and are pretty useless at putting products on the shelves quickly.

I have learned a ton about inventory, co-packing, wholesaling, end caps. All these concepts are easy to breeze by in what I do for a living or assume that there is a marketing manager or specialist in one of our companies that handles that.

Amateurs do tactics, experts do logistics, as we learn in the military.

In the past, I had the marketing know how to get people to talk about my products, but I didn't have the infrastructure or logistics to fulfill the demand properly.

The way we are getting parts and services is just in time, at the last minute, into the U.K., and any major disruption in borders and taxes would massively damage the Formula One industry in the U.K.

I see a big, promising future for India's manufacturing and supply chain part of our company.