Tony Scott Quotes

I want to explore the existing manufacturing abilities of Indian companies and create products together.

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

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.

Back when Detroit was the head of auto manufacturing, it was clear where profits were created. Right? A car was made in Detroit. There was little argument that you could make that some of the money from that should be sent overseas to Ireland.

When General Motors builds a car, they want to meet the specific needs of many customers. But if they custom-make each car, then it will not be economical.

The hardware business is all about per-unit manufacturing cost and functionality. The services business is less asset-intensive and more dependent on people.

Mexico has acquired unique experience during its integration into global value chains, especially in the automotive industry.

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

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

We live in such a service-based, globalised economy where very few people actually make anything and the people who do make stuff... it's all part of a massive global supply chain. So what if all those chains were suddenly cut, how would you make something? How would you keep people alive? And that was something I wanted to explore.

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.

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

I see business as an ecosystem.

I realized I could work for a manufacturer or a hospital, or I could work for a company that enables the manufacturer, the hospital, and everything else.

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

I said the only way I would join Pets.com was if I could get Amazon to invest, and I did. I knew that anything that could be sourced externally, Amazon could do better and cheaper than anyone else except Walmart. It was really obvious to me.

I've witnessed firsthand the critical role suppliers - and especially the best ones - play in Boeing's success.

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

The battle is fought and decided by the quartermasters, long before the shooting begins.

Apple no longer builds any products. When I was there, people used to call Apple "a vertically integrated advertising agency," which was not a compliment.

My businesses are all related - retail, shopping centers, banking, real estate, and tourism development. Together they create synergy.

Teamwork is a strategic decision.

Fashion is like a four-legged table: you need a good designer, a very good business manager, a good manufacturer, and a very good distributor. Without all the legs, table collapses.

In terms of PPV, you've got to have the right dancing partner.

When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process - essentially to say not every one of our customers or employees has great judgment.