“Don’t ship air” and “don’t ship water” are known foundations for any logistician. Creating waste by not utilizing transportation to its fullest is one of the foundations of supply chain management. Historic trade routes go back centuries and show us that those in the industry had the same idea. Standard trade, as noted in our lesson, were support of spices, silk, food, and tea. When doing so, a common route became standard. We can assume due to the ease of travel, villages on the route, and profitability made during previous ventures. Word of mouth gets out that there is a good route, good trade, and they can make good utilization of goods traded, referencing to what we now call reverse logistics, exhibitionist could see the benefit in utilizing the “silk road” and route like it to create a profit. This trade created a spread of culture, crops, influence, and trade relationships.

Routes like this can be related to what I know as channel flights or commercial standard routes of travel. Many transportation companies over the years have found the best and cheapest route of travel to support their customers. Airlines do standard direct flight routes to popular locations that historically have shown to have full aircrafts. While doing so, some during ticket sales are also coordinating shipments of goods to utilize any unused space, hence the “don’t ship air”. A large scale reference to the Dabbawallas’s is a company like Amazon and all the online retailers creating an easier way for consumers to get what they want when they want it. The supply chain network for many online retailers, like Amazon, have diminished the need for brick and mortar shops in many areas. They put distributions centers local to areas of large consumption, utilize commercial and small business shipping companies, and have some astonishing marketing campaigns. They create close to no waste and the reverse logistics aspect is to “not ship water” by collecting packages or mail when delivering.

Future strategies and routing of travel need to take into consideration all the aspects that come into Michael Porter’s model. Focusing on the five forces that drive logistics and supply chain management to be what it has become, we can see that history and process commitment has continued and will continue to support Porter’s analysis.