Your inventory management strategy affects almost every other part of your supply chain including warehouse management , order fulfillment, and overall operational efficiency.

decentralized inventory, and how ShipBob can help centralize and manage your inventory as you grow. Centralized inventory is an inventory storage strategy in which you keep all your stock in one central location.

This central hub can be a retail store, a warehouse, or another type of storage facility. Because all inventory is stored at a central location, instead of different distribution centers, that location also typically houses all or most of the logistics operations , including order processing and fulfillment.

In a centralized system, all or most functions are managed from a single location, even if you sell from multiple stores or various retail locations.

The right inventory management strategy unlocks benefits that can transform your operations and position your business to succeed. Here are just a few of the benefits of implementing a good inventory management model in your business.

If your inventory management strategy is up to snuff, you are less likely to miscount inventory, lose SKU s, or waste valuable space keeping obsolete, expired, or excess inventory on the shelf. The right inventory management model helps you track inventory levels, maintain healthy safety stock levels, and meet customer demand.

We can create ShipBob WROs directly in Inventory Planner and have the inventory levels be reflected in our local shipping warehouse and ShipBob immediately. It also provides forecasting for each individual ShipBob warehouse, so we know how many units we need to ship each week to cover a certain period and also to not run out of stock.

Marc Fontanetta, Director of Operations at BAKblade. Customers want to receive precisely what they ordered within an acceptable time frame, and at a reasonable cost. A well-managed and organized inventory also helps prevent picking and packing mistakes. The right inventory management model ensures that each SKU receives its own dedicated space in your warehouse, to mitigate confusion and improve order accuracy.

The right inventory management model allows you to reduce inventory carrying costs by minimizing obsolete inventory and dead stock. It also helps you to keep your fulfillment costs low by streamlining the order fulfillment process, as it ensures that inventory is stored optimally and picked accurately.

Now, I have very transparent pricing, and I can easily run and plan my business. My old carrier billed monthly, which would drain a huge sum of Euros from my account at once. My cash flow has improved. There are two different strategies that a business can use to distribute and store stock: centralized inventory, and decentralized inventory.

As mentioned previously, the centralized inventory management approach involves a business storing all of their stock at a single warehouse or location, and managing logistical functions such as order fulfillment from that hub.

This is the most traditional approach to inventory management, as it simplifies your supply chain management by keeping most critical functions under one roof. Each of these locations perform warehousing and fulfillment functions, and process, pick, pack, and ship orders going to a particular region or area close to them.

They direct the actions of Patriot system maintenance personnel and ensure Patriot equipment outages, work orders, and requisitions for repair are initiated and recorded. Patriot warrant officers ensure Patriot equipment status reports are forwarded to the battalion per SOP. The systems maintenance officer is normally located in the battery maintenance group during combat operations, but may be located with the battery CP as necessary for coordination of missile maintenance and logistics actions.

The first sergeant is the battery's primary CSS operator. He executes the battery logistical plan, relying heavily on the battery and battalion SOP. The first sergeant directly supervises and controls the battery trains.

He receives CSS reports from the platoon sergeants, provides information to the XO, helps the XO complete CSS preparations, and plans and conducts CSS operations. He also receives, consolidates, and forwards all administrative, personnel, and casualty reports to the battalion trains.

He directs the medical evacuation team forward when the situation requires. He orients new personnel to the battery and assigns replacements to the platoons. The first sergeant supervises the evacuation of casualties, EPWs, and damaged equipment. Additionally, he maintains the battle roster for the battery.

The motor section personnel, using the ULLS, maintain the unit's conventional PLL. Standardized combat PLL items set forth in the mandatory parts list for the unit's TOE must be stocked in the PLL. Other items may be stocked, based upon demands and availability of funds.

Arms room equipment, NBC equipment, and dining facility equipment must be considered when designing a unit's PLL. The supply sergeant is the battery's representative to the battalion CSS elements. He submits requests for issue and turn-in of Class II, IV, VII, VIII first aid and combat lifesaver supplies only , and IX items.

The supply sergeant coordinates with the battalion S4 for Class I, III, and V supplies. He maintains individual supply and clothing records and picks up personnel replacements at the battalion and or task force trains, and prepares them for the first sergeant. He also receives and evacuates personnel killed in action KIA to the mortuary affairs collection point in the support area.

The supply personnel maintain the battery commander's hand receipts, as well as run other supply room functions. It is the supply sergeant's job to maintain the subhand receipts, as well as the component listings. Supply is responsible for ordering supplies for the unit.

The supervisors assigned to the various sections in the unit are responsible to ensure that all supply procedures are properly followed. It is the section sergeant's responsibility to ensure that all of the equipment under his control is properly accounted for and sub-hand-receipted down to the lowest level possible.

This company provides maintenance support to HHB and up to 6 Patriot batteries through the battalion 6 batteries is based on location of theater. It repairs automotive, communications, communications security COMSEC , construction, power generation, small arms, quartermaster, chemical, and utilities equipment.

It performs metal-working functions and repairs special electronic devices and tactical microwave systems. The company also conducts day and longer interval preventive maintenance checks and services.

For nonsystem equipment, the DS company provides the following support to the Patriot battalion and battery:. The technical supply section manages the flow of repair parts. This section stocks and dispenses repair parts used by the supported units.

The augmentation team provides DS and general support GS maintenance for the Patriot missile system at EAC or corps. This support includes limited base shop and two maintenance support teams MSTs for Patriot peculiar equipment, limited Class IX base shop and MST support.

The conventional maintenance platoon provides automotive, communications, COMSEC, power, and air-conditioning repairs for the Patriot battalion. Logistics planning ensures support during all phases of an operation.

The plan is developed concurrently with the tactical plan. Supporting plans are as detailed as planning time permits. Using SOPs and planning for contingencies will greatly assist the logistics staff officers in the planning efforts. Task force orders only address deviations from the routine planning priorities established in the SOP.

Successful operations depend on three basic principles. These principles must direct the logistics effort as follows:. Logistics functions are anticipatory in nature and are performed as far forward as the tactical situation permits. Support must be continuous, using immediately available assets.

Ammunition, fuels, parts, end items, maintenance personnel, and replacements are "pushed" forward to the combat trains, unit maintenance collection point if established , and logistical release points LRPs. Logistics planning is a continuous function.

Coordination among tactical planners and logistics planners is essential and addresses all factors that can greatly affect the tactical mission.

Staff officers and commanders must act rather than react to support requirements. Personal involvement, remaining abreast of the tactical situation and on-the-scene appraisal of the situation are critical to mission accomplishment.

Logistical planning begins when the unit starts to formulate a tactical plan. The XO and the S4 must participate in developing the logistics annex to the tactical plan. The planning process begins when the battalion commander provides mission guidance to the staff. The XO and other staff follow the planning process outlined in FM The logistics estimate is an analysis of logistics factors affecting mission accomplishment.

Logistics planners use these estimates to recommend COAs and to develop plans to support selected concepts of operation. The key concerns of ADA battalion logistics planners are the status of supply Classes III, V, and IX, and the operational status of ADA equipment, generators, and associated vehicles.

To ensure effective support, logistics planners must understand the commander's tactical plans and intent. They must know—. After analyzing the concept of operations, logistics planners must be able to accurately predict support requirements. They determine—. Patriot battalion and battery commanders can ensure flexibility by tailoring organizations and methods.

They should not allow themselves or their organizations to be bound by traditional support methods. Logistics planners, for their part, must accept deviation from plans as routine.

They must use initiative to carry out their responsibilities, know the CSS requirements of their forces and the details of operational plans, and devise innovative ways to support the plan and reduce the risks.

The battalion's combat mission must remain the first consideration in the task organization. Resources and priorities must be adapted to changing combat situations. Assets must be flexible enough to support from any base arrangement and still be able to survive and accomplish their mission.

Maintenance, supply, and other support elements must be instantly responsive to the requirements of the unit. All of this means continual and direct coordination between operations planners battalion S3. In coordination with the battalion S3, the S4 must establish priorities for support.

Ammunition and bulk fuel resupply, DS maintenance, personnel replacement, and medical evacuation may all have high priority, depending on the tactical plan.

Effective communications must be maintained between the Patriot battalion staff and the staff of the ADA brigade to determine the support requirements of the battalion and to coordinate support activities. Close coordination is also necessary to ensure that units with the highest tactical priority receive their required support first.

Effective communications and coordination enable support elements to emphasize the flow of supplies rather than the buildup of stocks. It may be necessary to stock critical supplies near points of anticipated consumption to permit continued operations in the event of disruptions in the supply system.

However, such actions must not impede battery mobility. It may be necessary for the support elements to shuttle many of the required supplies. Constant and complete coordination is also necessary to ensure effective and integrated transportation support in constantly changing circumstances.

Built-up areas are good locations for trains. They provide cover and concealment for vehicles and shelter that enhance light discipline during maintenance.

When built-up areas are used, trains elements should occupy buildings near the edge of the area to preclude being trapped in the center.

Elements behind the FLOT form base clusters and must be prepared to defend themselves against guerrillas, special operations type forces, and forces that have broken through or bypassed the defense. Responsibility for train's security should be delineated in the unit SOP.

In all trains areas, a perimeter defense is normally planned. Elements in the trains are assigned a specific sector to defend. Mutually supporting positions that dominate likely AAs are selected for vehicles armed with heavy machine guns.

Reaction forces and observation posts OPs are established, based on the unit SOP. To enhance security, an alarm or warning system is arranged. Sector sketches, fire plans, and obstacle plans should be prepared. Rehearsals are conducted to ensure that all personnel know the part they play in the defensive scheme.

The OIC establishes a shift schedule for operations and security on a hour basis. The schedule is determined based on the number of personnel, amount of area to be covered, type of security needed. Logistics C 2 in the Patriot battalion is defined as the system used to control and direct activities to support accomplishment of the mission.

The essential elements are an established hierarchy of control centers, continuous communications between those control centers, and a responsive logistics control element S4, battalion XO, and battery executive officer , and supervision of the execution of the logistics support plan.

Patriot battalion logistics support has the internal UHF network as its primary communications see Figure for breakdown. For lengthy reports, use messenger, wire, or mobile subscriber equipment MSE communications.

EAC and corps customer's request supplies from the supply point assigned to support them. Classes II, III, IV, and VII, and DS water support are provided to ADA units by the supply company DS respectively assigned or attached to the CSG or ASG battalions in the COSCOM and TAACOM to provide area support.

ADA units submit requests for these classes of supply to the designated supply company's direct support unit DSU , which either fills the request or passes the requisition to the corps materiel management center CMMC or the TAACOM MMC for action. Most requirements for Class VII items are submitted by units to the proper S4 property book officer and or section, which then submit requisitions to the DSU.

Class V and IX support is provided by the designated COSCOM and TAACOM operated ammunition supply point ASP , and the nondivisional maintenance company, respectively.

All DSUs provide supply point distribution on an area or task basis. The corps or TAACOM MMC may direct issue from another DSU to the customer, or direct issue from corps and or theater GS stocks to the servicing DSU, which then issues to the customer.

While issue from the supply point is considered the normal method of distribution, the MMC can order direct unit distribution. This would consist of delivery of the requisitioned items from the designated DS or GS supply source directly to the supported ADA unit customer, using corps or theater army transportation assets.

Coordination with the battery or battalion for missile reload depends on the tactical situation. The battalion always maintains some combat-essential supplies and repair parts. These are called combat loads, basic loads, and PLLs. The minimum stockage level is normally directed by brigade or higher.

The purpose of these loads is to enable a unit to sustain itself in combat for a limited period, should there be an interruption in the resupply system. This period normally is 15 days for general supplies and repair parts, and 3 to 5 days for Classes I, III, and V.

There are three categories of supplies, with regard to how supplies are requested and issued. These are discussed in the following paragraphs. Scheduled supplies are those for which requirements can be reasonably predicted or have a recurring demand. Normally, a scheduled supply does not require submission of requisitions by users for its replenishment.

Requirements are based, for the most part; on troop strength, equipment density, forecasts, and or daily usage factors. Scheduled supplies are normally shipped to users based on pre-planned distribution schemes. Class II and VI general supplies and equipment, and personal demand items requirements are based on troop strength.

Class III bulk POL requirements are based on long-range forecasts, equipment densities, and historic usage factors experience. Demanded supplies are those for which a requisition must be submitted.

This is for expendable items such as nuts and bolts, tools, or items that have a recurring demand. Items in supply Classes I, III packaged , VI, VII, and IX are considered demanded supplies. Regulated supplies can be scheduled or demanded, but the commander must closely control these supplies because of scarcity, high cost, or mission need.

Any item or group of items can be designated as regulated. Normally, some items in supply Classes II, III bulk, IV, V, and VII are regulated. If an item is regulated, the commander who designates it must approve its release prior to issue. Items designated as command regulated are identified in operation plans OPLANs and OPORDs for operations that occur during the time in which the items are regulated.

The battalion uses two distribution methods to replenish its stocks, supply point and unit. Established requisition channels are used, regardless of the issue method chosen by higher headquarters.

The S4 section is organized to process supply requests and to receive, issue, and temporarily store supplies. The commander, based on recommendations by the S4 and the operational requirements of the battalion for items in short supply, determines distribution priorities. The battalion, using organic transportation, goes to the supply point to pick up supplies.

This is the normal method used. The battalion supply system is designed to operate self-sufficiently. Supplies are delivered to the battalion by transportation assets other than its own. The battalion uses unit distribution to resupply its subordinate elements. When feasible, supplies are shipped directly from the issuing agency as far forward as possible, if the receiving unit has the material-handling equipment necessary to handle the shipping containers.

This means that some supplies may be issued directly to the battalion from COSCOM or even theater army level, especially Classes III and VII. This issue usually occurs no farther forward than the field trains.

Supplies are grouped into 10 classes Classes I through X and miscellaneous supplies. These classes are described below. In the initial states of combat, rations are pushed through the system based on strength reports. Water is not a Class I supply item, but is normally delivered with Class I.

Water supply points are established as far forward as possible. Water for the battalion and or battery is picked up in water trailers from area water points which, whenever possible, is collocated with the Class I supply point.

Battalion and battery requirements for Class II supplies other than principal items are submitted to the supporting COSCOM or TAACOM supply company DS.

The DSU then fills the requirement from its supply point inventory, or passes the requisitions to the CMMC or the TAACOM MMC for action.

POL consists of petroleum fuels, hydraulic and insulating oils, chemical products, antifreeze compounds, compressed gases, and coal.

Unit requirements for Class III packaged materials are submitted to the supporting COSCOM or TAACOM supply command DS. The DSU fills requisitions from its supply point inventory or passes the requisition to the CMMC or the TAACOM MMC for action. A dedicated supply system manages, transports in special containers, and issues the supply of bulk petroleum products.

POL is obtained by the battalion or battery using organic bulk POL assets from the designated Class III supply point established by the supply company DS. A formal request is not needed to obtain bulk fuel at a supply point. Requests from batteries to the battalion are not required for bulk POL resupply.

POL carriers move forward with each logistics package LOGPAC to the batteries as needed. This class includes construction and barrier materials: lumber, sandbags, and barbed wire. Class IV supplies are requisitioned in the same manner as Class II. Timely resupply of ammunition is critical. To determine the requirements for a specific operation or time, Patriot units develop a required supply rate RSR for each type of ammunition.

Expressed as rounds per weapon per day, the RSR may derive from experience or from reference manuals. The operations officer S3 prepares the RSR for the commander during the planning stages of the operation. Requests are consolidated at each level until they reach the highest Army headquarters in the theater corps and EAC.

At that level, the G3, G4, and commander review the requirements and availability of ammunition. Based on this review, the force commander establishes a controlled supply rate CSR , the actual resupply rate.

The CSR is expressed as rounds per weapon per day by ammunition item. The OPLAN or OPORD will normally identify those ammunition items for which the CSR is less than the RSR.

After consulting with their operations and logistics staff officers, commanders will normally establish priorities for the allocation of ammunition. The unit basic load is the quantity of conventional ammunition authorized and required by a unit to sustain itself until normal resupply can be affected.

The unit basic load must be capable of being carried in one lift by the unit's soldiers and organic vehicles. SOPs will prescribe distribution of the basic load. In a mature theater, units will have their basic load. Units deploying to a theater normally carry their basic load with them.

However, a unit arriving in theater without a basic load will receive it at a designated ammunition supply location. A unit's basic load is designed to meet its anticipated initial combat needs and is influenced by the following factors:. For requisition of Patriot missiles, missile support the battalion S4 generates requests based on missile expenditure reports submitted to the S3.

The requests are prioritized at brigade by the S3 in coordination with the brigade S4 to ensure that there is no impact on the brigade's mission. The battalion is then notified of what has been approved for annotation using the necessary paperwork.

Patriot missiles are classified as conventional ammunition, and as such arrive at the theater of operation from the continental United States CONUS using the same channels as conventional ammunition see Figure for illustration.

From port areas, missiles move directly to the TSA. Theater transportation assets can make delivery of high-cost, low-density missiles such as Patriot directly to the Patriot battalion from the theater storage area throughput. This is the desired method of delivery.

The battalion accepts delivery in or near the battalion area. In emergencies, Army aviation assets may be used to airlift Patriot missiles directly from the CSA to the battalion or fire unit.

Missile resupply operations depend on the tempo of combat operations, the number of missiles available in the theater, and the availability of transport.

Resupply may be either centralized push at battalion or decentralized pull at battery. Key considerations have to be taken into account by commanders and staff officers when deciding how to structure missile resupply operations. First, the guided missile transporter GMT is the only organic means the battalion has for loading missiles onto the launcher.

If GMTs are used for transporting missiles, they cannot, at the same time, be used for reloading launchers. Second, the launcher that has fired its missiles is of no use to the battery. Third, Patriot missiles delivered by theater transportation assets directly to the Patriot battalion area may be delivered in military vans MILVANs.

Upon receipt of the MILVANs, the battalion S4 is responsible for the unloading of the missile canisters. The S4 must use two ton all-terrain forklifts for removing missiles from MILVANs and loading GMTs.

The battalion must request use of forklifts from service support. Under centralized Patriot missile resupply in Figure , theater or corps transportation assets, or host nation transportation support, move missiles forward to ATPs designated by the brigade.

This point should be located within the AO. Current Patriot TOEs establish a missile resupply section under the supervision of the battalion S4. This section includes the personnel and equipment necessary to operate five missile resupply teams based on location of theater.

The missile resupply section operates the centralized facility that provides the batteries with ready-to-fire missiles. The battery sends the launcher to the missile resupply point. When the launcher has been loaded, the reload crew chief notifies the battalion S3, who decides where that launcher should go.

The centralized concept assumes that launchers may not go back to their own battery, but will be sent where the tactical situation dictates they are most needed.

The ability to communicate between the battalion TOC and the missile resupply point is critical. By definition, work is any activity involving mental or physical effort in order to achieve a purpose or result.

Why would one make work harder than it actually is? In an article called Working Harder AND Smarter published by Inc. com, Michael Gerber shares his opinion on what that cliche means to him and frankly, I agree. So wish me luck, everyone! Are you ready to have the best practice in town?

We Design , Equip , and Train the most productive dental practices in North America. Angie Bachman Lead Clinical Consultant abachman desergo.

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Because all inventory is stored at a central location, instead of different distribution centers, that location also typically houses all or most of the logistics operations , including order processing and fulfillment.

In a centralized system, all or most functions are managed from a single location, even if you sell from multiple stores or various retail locations. The right inventory management strategy unlocks benefits that can transform your operations and position your business to succeed.

Here are just a few of the benefits of implementing a good inventory management model in your business. If your inventory management strategy is up to snuff, you are less likely to miscount inventory, lose SKU s, or waste valuable space keeping obsolete, expired, or excess inventory on the shelf.

The right inventory management model helps you track inventory levels, maintain healthy safety stock levels, and meet customer demand. We can create ShipBob WROs directly in Inventory Planner and have the inventory levels be reflected in our local shipping warehouse and ShipBob immediately.

It also provides forecasting for each individual ShipBob warehouse, so we know how many units we need to ship each week to cover a certain period and also to not run out of stock. Marc Fontanetta, Director of Operations at BAKblade. Customers want to receive precisely what they ordered within an acceptable time frame, and at a reasonable cost.

A well-managed and organized inventory also helps prevent picking and packing mistakes. The right inventory management model ensures that each SKU receives its own dedicated space in your warehouse, to mitigate confusion and improve order accuracy.

The right inventory management model allows you to reduce inventory carrying costs by minimizing obsolete inventory and dead stock. It also helps you to keep your fulfillment costs low by streamlining the order fulfillment process, as it ensures that inventory is stored optimally and picked accurately.

Now, I have very transparent pricing, and I can easily run and plan my business. My old carrier billed monthly, which would drain a huge sum of Euros from my account at once. My cash flow has improved. There are two different strategies that a business can use to distribute and store stock: centralized inventory, and decentralized inventory.

As mentioned previously, the centralized inventory management approach involves a business storing all of their stock at a single warehouse or location, and managing logistical functions such as order fulfillment from that hub.

This is the most traditional approach to inventory management, as it simplifies your supply chain management by keeping most critical functions under one roof. Each of these locations perform warehousing and fulfillment functions, and process, pick, pack, and ship orders going to a particular region or area close to them.

Retailers may use retail locations or storefronts as micro fulfillment centers, and employ direct store delivery instead of one centralized warehouse. Neither of these two approaches is necessarily always better than the other; rather, both have benefits and drawbacks. Ultimately, you will need to weigh the costs and benefits of centralized inventory against decentralized inventory to decide which approach is best for your business.

To help you evaluate your options, here is a breakdown of the pros and cons of centralized and decentralized inventory. At Project Convergence, the Army used JPADS to conduct an aerial resupply mission through congested airspace to a GPS-jammed battlefield.

The experiment reflects an operating environment Army leaders said they believe will be common in the future: one with multiple manned and unmanned systems, as well as cyber and electronic warfare technologies. The service is evaluating different ways an adversary can contest logistics and how autonomous capabilities could give them an advantage, Lt.

Charles Hamilton, deputy chief of staff for Army logistics, told reporters. Topics: Army News , Logistics , Robotics and Autonomous Systems. Print Email. Home » Articles » Army Experiments With Next-Gen Aerial Resupply. So, what's the best option?

Start by weighing the advantages and disadvantages of each strategy. Higher efficiency, higher reliability, better visibility, and enhanced security are other advantages. Disadvantages to this strategy include higher up-front costs including installation, as well as the fact that power distribution from the UPS to the protected equipment can be more complicated.

The main advantages of a decentralized UPS solution are lower initial cost including installation , self-serve maintenance customers can often maintain UPSs themselves , and more flexibility for moves, additions and changes.

Yet this strategy can yield managerial complexity and a decrease in security. Some additional factors to consider when selecting a centralized vs.

decentralized UPS include:. Find information like this plus more , in the UPS and Power Management Fundamentals Handbook. When should you select a centralized vs. decentralized UPS? decentralized UPS include: Cost.

Start by weighing the advantages and disadvantages of each strategy. Higher efficiency, higher reliability, better visibility, and enhanced security are other advantages. Disadvantages to this strategy include higher up-front costs including installation, as well as the fact that power distribution from the UPS to the protected equipment can be more complicated.

The main advantages of a decentralized UPS solution are lower initial cost including installation , self-serve maintenance customers can often maintain UPSs themselves , and more flexibility for moves, additions and changes. Yet this strategy can yield managerial complexity and a decrease in security.

Some additional factors to consider when selecting a centralized vs. decentralized UPS include:. Find information like this plus more , in the UPS and Power Management Fundamentals Handbook.

When should you select a centralized vs. decentralized UPS? decentralized UPS include: Cost. Because centralized UPSs provide the ability to perform less maintenance, coupled with much higher efficiency ratings, they tend to yield higher ROI. Just like the cost-effective solution used to be centralized distribution, businesses used to overstock inventory in case of unforeseen spikes in demand.

While this did solve the problem, it tied up cash in inventory, increased the chance of damage, and consumed large amounts of real estate. Being able to satisfy customers demands through better last mile management can give businesses a competitive advantage in the marketplace.

Increased technological capabilities allow systems to communicate and bring the product where it is needed when it is needed, so cash isn't parked in inventory.

Changing the entire supply chain of a business may seem like a larger project than it actually is. Decentralizing is an agile supply chain solution by definition, and can be done in phases. When you decide to move your business forward with a decentralized logistics solution, you can roll it out strategically.

My team and I specialize in decentralized logistics solutions. We're here to answer any questions you may have about mini warehouses or third-party logistics. I'm always happy to help businesses serve their customer best, especially in today's competitive landscape.

Are you ready to get started with a decentralized solution? Let's get in touch! Supply Chain Efficiency: Centralized vs. Decentralized Logistics The term supply chain refers to the many links that a product goes through on the way to a customer.

Centralized Supply Chain Centralized distribution is the traditional network that most businesses are familiar with. Centralization Positives Fewer locations make the standardization of systems and processes through the business easier.

Company culture is easier to foster and maintain in a single location. Management has the ability to have eyes on a product within moments if there is a concern since everything is often located in the same building.

Centralization Negatives Limited to talent within a geographic radius, centralized businesses often find themselves competing for employees with other distribution centers that have similar concerns.

Ownership of cost and staffing for all areas of business including systems, security, recruiting and training can be very costly. Businesses can be locked into a multi-year contract for a specific building or geographic area regardless of growth or opportunity in the market.

These leases often have penalties for early termination. Cross-country customers who have an urgent need may be charged steep shipping fees.

In a market dominated with free 2nd-day delivery, this could force them to look elsewhere for fulfillment. Decentralized Positives Each node of the supply chain can be tuned to that specific area's demand to best serve the customer base. Product levels can be distributed to locations across the country based on the volume of orders in that area.

Customers with critical need may have the option of will call or same-day delivery with moderate cost. For example, a customer may be able to order an item and pick it up in the same day. The ability to test systems, products, markets, and suppliers on a small scale before rolling out to the entire organization can lead to better data-driven decisions.

Local addresses on shipping labels increase trust in customers. The services already use JPADS in operations today. The system comes in two variants — one able to carry 2, pounds of supplies and a 10,pound version — that are typically launched from a C aircraft from altitudes up to 24, feet and around 15 miles from the target destination, Callis said.

Once dropped, an onboard computer uses GPS-designated coordinates to autonomously steer a parachute that delivers the palletized load.

Multiple JPADS can be launched simultaneously and sent to different waypoints on a battlefield, Callis noted. At Project Convergence, the Army used JPADS to conduct an aerial resupply mission through congested airspace to a GPS-jammed battlefield.

The experiment reflects an operating environment Army leaders said they believe will be common in the future: one with multiple manned and unmanned systems, as well as cyber and electronic warfare technologies.

The service is evaluating different ways an adversary can contest logistics and how autonomous capabilities could give them an advantage, Lt.