For effective intermodalism, there needs to be a determined connectivity measurement. This implies the mode that cargo is transported from one destination to another (OECD, 2001). Connectivity also implies the amount of cargo that the intermodal system can carry in a single trip. To measure the connectivity of mode of transport, there is need for a consideration of federal policies that foster cargo intermodalism. Effective intermodalism also includes of a terminal database that should not only include connectivity, but also cargo service terminals. The database facilitates calculations of all terminals with intermodal links, and also should create a consolidated data on all terminals. The system should also comprise of several data sources, which include department of transportation. This coordinates all other intercity transport systems like rails and airports.
Some cargos are more suitable than others for intermodal transportation; some of these are inclusive of perishable foods and heavy cargo (OECD, 2001). Intermodal transport systems have refrigerators, which keep up to date with the current changes in weather. The refrigerators use solar powered systems, therefore, cheap to manage, as compared to air or rail. Some of the perishable goods suitable include flowers, foodstuff like vegetables, and seedlings. Heavy cargo that includes machines, automobiles, and electronic gadgets, suit better in intermodal transport, than in rails or air, due to the availability of space and volume. Intermodalism can also cater for passengers as well as cargo contrary to other modes of transport that specialize in either passengers or cargo.
Activities that managers must accomplish in export/import management.
Import and export management involves coming up with decisions and solutions that go beyond managing documentations and licenses (Nelson, 2007). Proper control assures growth of the business as well as acting as a catalytic feature for profit generation. Decisions are made in consideration to time, skills and resources. Among the key elements that managers must accomplish in making import/export decisions include; time, available income, international and local market, route planning, and storage. Merchandise that takes shorter time to be processed or transported is preferred over goods that take longer time. The resources or capital available is also assesses so that goods ordered are within a predetermined budget. Managers should also accomplish the requirements from the government included in the legislature. This includes genuine import or export licenses, and tax and custom duty payments.
Among these activities is the route planning element that determines the cost, pricing and overall profits. Managers should make decisions on which goods to import or export in consideration of their consumption calendars. Goods that are perishable may not be suitable for long routes while non-perishable goods may take the longest routes possible (Nelson, 2007). In addition, taking direct routes may be expensive as compared to having indirect routes. Decisions in this case should be based on the consumption trend or how fast goods are needed in the market, and their overall import or exportation costs, which determine the overall profits.
Safety of goods is also an element that should be considered in the management decision. This implies the condition to which the goods receivable (Nelson, 2007). For instance fragile goods may not be safe in rails as compared to air transportation. The management should make the decision based on the condition of goods that are being traded. Finally, the management should also plan on timing. This is a business activity that involves profit maximization, and meeting the requirements of the government as well as consumers.
Reference.
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Nelson, C. A. (2007). Import/export: How to take your business across borders. New York: McGraw-Hill.
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OECD. (2001). Intermodal freight transport: Institutional aspects. Paris: Organization for Economic Co-operation and Development.
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