The United States-Mexico-Canada Agreement (USMCA) is the new trade deal between the three countries. It is set to replace the North American Free Trade Agreement (NAFTA) which was in effect since January 1, 1994. As on date, the new trade agreement has already been approved by the Senate Finance Committee and it is due to be presented in the full Senate in the latter half of January 2020. While Mexico has already ratified the new trade deal, Canada is yet to ratify it.
The Office of the United States Trade Representative describes the new agreement as: “The United States, Mexico, and Canada have reached an agreement to modernize the 25-year-old NAFTA into the 21st century, high-standard agreement. The new United States-Mexico-Canada Agreement (USMCA) will support mutually beneficial trade leading to freer markets, fairer trade, and robust economic growth in North America.”
The Trade Representative’s website also quotes President Trump on the new agreement, saying – “USMCA is a great deal for all three countries, solves the many deficiencies and mistakes in NAFTA, greatly opens markets to our farmers and manufacturers, reduces trade barriers to the U.S. and will bring all three Great Nations together in competition with the rest of the world.”
In short, the new agreement aims to update the provisions of NAFTA to suit the current economic and business scenario.
How Does The New Trade Deal Benefit The US?
The new trade agreement provides the US with benefits in the areas of intellectual property, digital trade, De minimis, financial services, environment, currency, and labor. It is also expected to help improve agriculture trade in the region and boost manufacturing activities.
According to an article published in CNN.com, which quotes data from the US International Trade Commission, a federal government agency, the initial phase of the new trade agreement is expected to add around 176,000 jobs after 6 years of its implementation and increase the GDP by 0.35%. It is also expected that the USMCA will help streamline trade among the three participating nations and provide them with opportunities to optimize trade transaction costs.
What Will Be Its Impact On The Shipping And Logistics Industry?
Like all cross border trade agreements, the USMCA will also have some amount of impact on the shipping and logistics industry. Chapter seven of the trade deal talks in detail about the Customs and Trade Facilitation aspect of the agreement, the points mentioned here will directly affect the shipping and logistics industry. Some of the key points are:
Digitalizing regulations: Lack of proper and accurate regulatory information is one of the biggest hindrances to cross border trade. Incorrect information or cumbersome data gathering process often keep small businesses away from expanding their trade. USMCA aims to eliminate this primary barrier to trade. It has provided guidelines to the trading partners to provide easy, free, and online access to the country’s regulations, trade procedures, laws, duties, various charges, and documentation requirements.
Online documentation processing: In keeping with the current times, the USMCA has directed the member nations to leverage technology to simplify and speed up the process. The trade deal requires the trading partners to create a digital platform to submit customs declaration and other required documents and make the system accessible to all concerned parties.
Streamlining compliances: In Article 7.11- titled Transparency, Predictability, and Consistency of Customs Procedures, each of the participating nations are expected to create uniform trade/export-import rules and regulations for their country. This will not only help smoothen the trade procedure but will also simplify it.
Increase in De minimis: In the new trade deal, the US has acquired an increase in the De minimis shipment value from both of its trading partners. When the USMCA comes into force, in addition to the current USD $50 threshold for tax free shipment, the US will also get duty free shipment up to USD $117 from Mexico. Canada has also increased its De minimis shipment value from C$20 to C$40 and will offer duty-free shipments up to C$150.
A higher De minimis value will help both small businesses and transporters to increase their trade with the two partner nations without having to bear the burden of additional duties and taxes.
Express shipments: One major complaint shippers have is delay in shipment release at customs. This point has been addressed in the new tri-party trade deal under the express shipment clause. The clause asks the nations to process all documentation prior to shipment arrival and expedite the release of such shipments if all required documents and data have been duly submitted.
Single window: To speed up the cross border trade, the new agreement has made provisions to set up a single-window clearance system that is technology-based. It also instructs the trading countries to ensure that the system timely informs the exporters, importers and other users of the status of their cargo.
Along with these provisions, the USMCA has also taken into consideration import-export aspects like post-clearance audit, risk management, protection of trader information, and creation of a committee on trade facilitation among other various provisions with an aim to boost trade in the Northern region.
If you would like a FREE supply chain analysis or if you would like to know more about how the Customs Administration and Trade Facilitation rules and regulations impact your business, get in touch with our team today at 800.MY.SHIPPING or fill out the form below !
We could be seeing another speed bump in the road for trucking as we’ve just passed the Dec. 16 deadline for motor carriers and truck drivers to make the switch from automatic onboard recording devices (AOBRDs) to the federally mandated ELD or electronic logging device.
The AOBRDs were originally grandfathered into the ELD mandate back in 2017, but are currently being targeted for an upgrade. No one is quite sure just how many of the older systems are in play currently, let alone how many companies and drivers have made any progress towards the switch.
As ELD technology continues to evolve, the technological (and financial) gap between the two technologies continues to widen.
What complicates this issue is the growing complexity behind the switch from AOBRD to ELD. As ELD technology continues to evolve, the technological (and financial) gap between the two technologies continues to widen.
“The industry as a whole would have liked to transition earlier, but the providers didn’t have software ready at the time,” said Michael Owings, vice president of corporate services and support at less-than-truckload (LTL) carrier Southeastern Freight Lines.
And, to a certain extent, there are a number of carriers that are hesitant to make the change to the more exacting ELD. With AOBRDs it was easier to find logging loopholes in how you move a truck,” said Jeremy Stickling, chief administrative officer of truckload carrier Nussbaum Transportation.
For example, ELDs will trigger “on-duty” status for a truck that begins to move faster than 5 mph. For tractor-trailers that have to stay overnight at a customer’s site before they can be loaded for their trip, that becomes problematic.
“Let’s say the docks were full the night before, so they knock on the driver’s tractor door at 5 a.m. to get him to drive to the dock for a live load that takes three hours,” Stickling said. The ELD will start the driver’s clock for the yard move, meanwhile, the driver is left waiting until the truck is loaded before they can hit the road. If the loading process takes around 3 hours, the driver has now lost over a quarter of their daily on-duty time.
“We try to train [drivers] against this, but it does happen,” Stickling adds. “Shippers leaned on that, but it’s not going to be an option anymore.” As ELDs become the norm, “shippers are beginning to feel the letter of the regulations a little more than they used to, and that’s not a bad thing.”
Installation Takes Time
For the past few months, ELD vendors and truck telematics companies have been warning the trucking industry that waiting to have an ELD installed to the last minute could impact last-minute deliveries. Barring the physical hardware installation, there is also the need to train drivers on new policies, orient them to the new device, and adapt the software to communicate with company operating systems. All of these things take time and time is running out.
For the South Carolina based regional carrier, Southeastern, making the switch from AOBRD to ELD took approximately six months. The company had to install the new software and subsequent equipment in nearly 3,200 trucks and tractors, and train their driving team of over 4,000 drivers on how to use it.
“It went well, but it did take a very long time,” Owings said. “We sent teams from our safety department and operations to every location to do onsite training. We would convert all the tractors during the training, and then the drivers would come out and log in to the ELD. Our team would be there for a couple of days to help as they got used to the system.”
The ELD is Not the End of Efficiency
When the ELD mandate was first announced, it was heralded as the end of times. Carriers rallied that it would kill productivity and it would cause the industry to come to a grinding halt. But in truth, Southeastern, and Nussbaum, two very different companies operating in different regions, have seen little impact on their productivity levels as a result of switching over the ELD.
However, that is because both companies were diligent in keeping up with the hours of service regulations.
While trucks are still picking up and dropping off loads more or less within their routine operating schedule, the missing time usually comes out of a driver’s “home time.”
There is, however, a trade-off. While trucks are still picking up and dropping off loads more or less within their routine operating schedule, the missing time usually comes out of a driver’s “home time.”
“Our productivity really hasn’t dropped, we’re getting the same loads and the same miles,” Nussbaum’s Jeremy Stickling says. “But it takes us more on-duty time to do it. We’re using more of that 14-hour daily on-duty time to get the same work done, and that squeezes the driver’s weekly 70-hour limit.” According to the US HOS ruling, drivers may work up to 70 hours in an eight-day period, or 60 hours in seven days.
That loading delay that we mentioned earlier is the real impact of the ELD. A seven-hour loss of driving time in one day means that a driver is likely not where they wanted or expected to be by the next day or even the day after. The loss in driving time, which is measured in minutes instead of miles, is cumulative throughout the week.
“The drivers feel it when they’re not getting home Friday at 7 p.m., they’re getting home Saturday at 6 a.m. That’s squeezing their home time, the amount of time they sleep in their own beds during their 34-hour reset. Maybe it’s just on Saturday night, rather than Friday and Saturday. You can still leave Sunday evening for a Monday pickup, but it’s less time at home.”
Still, the closing of loopholes that allowed drivers to take shortcuts around hours of service rules “is a good thing,” Stickling said, as is pressure on shippers to eliminate slack in their own operations, ensuring that they’re not saving time and money at the expense of truckers hauling their freight.
An Overall Positive Change
The trucking industry is decidedly less doom and gloom about the logging device, although some grumblings are still being heard about the hours of service regulations. And, overall, there is a positive change taking place due to the ELDs.
As a safety precaution, there are less exhausted drivers on the road, making it safer for everyone.
By having a more permanent less “fudgeable” means of tracking drivers times, companies are cutting the slack out of their operations, running cleaner, leaner, and more efficiently. As a safety precaution, there are less exhausted drivers on the road, making it safer for everyone.
The additional benefit is the vast influx of new data that is being collected by the ELDs. This data will create a turning point for the transportation industry. Linked into the various technologies that are driving change throughout transportation and logistics, the ELDs might be the herald of the new future for trucking.
BlueGrace Logistics today announced that it joined the SmartWay® Transport Partnership, an innovative collaboration between U.S. Environmental Protection Agency (EPA) and industry that provides a framework to assess the environmental and energy efficiency of goods movement supply chains.
BlueGrace Logistics will contribute to the Partnership’s ongoing savings of 279.7 million barrels of oil, $37.5 billion in fuel costs and 134 million tons of air pollutants. This is equivalent to eliminating annual energy use in over 18.2 million homes. By joining SmartWay Transport Partnership, BlueGrace Logistics demonstrates its strong environmental leadership and corporate responsibility.
“Our customers rely on BlueGrace to provide reliable, cost-effective logistics solutions, and our carrier network seeks BlueGrace to develop business opportunities that meet their needs.”
Bobby Harris, Founder and CEO of BlueGrace Logistics, commented on this achievement by adding, “Today’s freight shipping clients are increasingly demanding accountability and transparency from the companies in their supply chain, including their transportation partners. As one of the most progressive third-party logistics (3PL) companies in the United States, BlueGrace play a central role in the national supply chain. Our customers rely on BlueGrace to provide reliable, cost-effective logistics solutions, and our carrier network seeks BlueGrace to develop business opportunities that meet their needs. Our clients want us to help address growing demands to improve environmental performance and address environmental risk throughout their supply chain. This SmartWay Transport Partnership with the EPA brings BlueGrace closer to reaching all of these goals.”
Developed jointly in early 2003 by EPA and Charter Partners represented by industry stakeholders, environmental groups, American Trucking Associations, and Business for Social Responsibility, this innovative program was launched in 2004. Partners rely upon SmartWay tools and approaches to track and reduce emissions and fuel use from goods movement. The Partnership currently has over 3,000 Partners including shipper, logistics companies, truck, rail, barge, and multimodal carriers.
About BlueGrace Logistics Founded in 2009, BlueGrace Logistics is one of the largest third-party logistics (3PL) providers in the United States. With over 600 employees and working with over 10,000 customers to provide successful shipping solutions, the company has achieved explosive growth in its 10-year operating history. Backed by a $255 million investment by private equity firm Warburg Pincus, the company operates 12 locations nationwide, and its headquarters are in the sunny Tampa Bay area of Florida.
Climate change and a deteriorating environment is the most discussed subject around the world. In fact, it would not be remiss to say that issues related to environmental degradation and climate change have already begun to emerge in various parts of the world. In some places it is in the form of floods, storms, hurricanes, others it is showing up in the form of famines and long dry spells. In a few parts of the world, a distressed environment is protesting in the form of unbreathable air and shortages of clean drinking water.
It’s time to wake up and take positive action.
Irrespective of the way in which the environment is showing its displeasure, it is sending the same message everywhere – it’s time to wake up and take positive action.
While each one of us is responsible for protecting the environment and managing climate change, businesses can lead the way in creating positive change by making their supply chain environment – friendly and following sustainable business practices.
Why is it important for businesses to participate in this movement?
Given the negative impact certain business activities or accidents have on the environment, it makes sense for businesses to take preventive actions proactively. Sometimes the impact of these incidents lasts for years to come or worse, irreversible. While one doesn’t have any control over accidents, organizations can try to reduce activities such as throwing out untreated industrial waste, air pollution, noise pollution, energy wastage, and oil spillage. The other reason is that big corporations and brands tend to influence how people think and behave, this can be used to encourage people to practice sustainable living.
How can you contribute?
Overhauling an entire supply chain or changing business practices takes time. So, while all of us may not be equipped to build and operate a distribution based on renewable energy like Nike is doing or put up a fight against the ruling administration like the State of California, all of us can do little things to help the cause. Here are some ways in which you can make your business and supply chain environment friendly:
Eliminate Single Use Plastic: This should not be difficult to do. Whether it is a part of your product-straws, bottles, stirrers, and packaging or a part of things you use within the company like drinking bottles and disposable cutlery in your canteen, plastic can be replaced with other eco-friendly materials. These 22 companies are doing it, so can you.
Participate in The Community Discussion: This is a critical step to finding sustainable solutions that can help both businesses and communities live sustainably. At BlueGrace, we believe in working with the community. Our CEO, Bobby Harris joined the Northwestern University Transportation Center (NUTC) Business Advisory Council (BAC) last year. This group comprises of highly respectable senior – level business executives from the transportation industry. The group meets regularly to discuss the latest NUTC research and to consider solutions to the economic, technical and social problems facing national, local and global transportation systems. Connect and work with your local administration, research institutes, and environmental associations to find plausible and implementable solutions for the community. This will not only work for finding solutions to the environment problem but will also aid in identifying and finding solutions to other issues that impact the lives of the people who live in the community. Isn’t that what businesses are for?
Use Energy-Efficient Lighting: Save electricity. Use lighting solutions that consume less power. Encourage your employees to switch off lights that are not centrally controlled and turn off the switches to their charging points or desktop connections when not in use. If possible explore if you can install solar panels to generate electricity in the office and other facilities like your warehouses and factories.
Go Digital: One of the easiest ways to start the sustainability project is to eliminate or minimize the use of paper. Start digitizing company-wide communication, and bring all processes and systems online. While it may seem costly at the beginning, digitization will not only help you save paper but will also make your operations more efficient and easier to monitor. If you’re looking for an integrable logistics solution, connect with our team and let’s work on making your supply chain environment-friendly, effective and efficient.
Optimize Logistics: Movement of goods is essential for both businesses and consumers. So while trucking is an integral part of logistics, it also causes air pollution. However, the threats to the environment from trucking can be controlled and minimized by making better transportation plans and optimal planning of loads. And as we said earlier, transportation is our area of expertise.
If you’re looking to optimize your logistics and contribute to reducing pollution levels, then let’s talk. Contact us at 800.MY.SHIPPING or fill out the form below to speak to one of our experts today.
The 24th Annual Third-Party Logistics Study for 2020 has been released and it shows a growing success between shippers and their 3PL partners.
“The majority of shippers, 93%, report that the relationships they have with their 3PLs generally have been successful. A higher number of 3PLs, 99%, agree that relationships have generally been successful,” the study says.
As 3PLs continue to offer a wider array of services, shippers have been eager to leverage what they have to offer.
The study continues to find that shippers and their 3PL partners are developing a much greater awareness and synchronicity of goals, as well as how data sharing and new technology can help them advance those goals. As 3PLs continue to offer a wider array of services, shippers have been eager to leverage what they have to offer. The result is an optimization of the supply chain, reduced costs, and the creation of overall value within the supply chain.
“This year’s study once again proves that shippers and their 3PL providers are strengthening their relationships and continually moving toward meaningful partnerships. They are collaborating to accomplish their supply chain goals and improve efficiencies. The available evidence confirms that both parties are creating reliable solutions and improving the end-user experience for the customer, which is allowing shippers to use the supply chain as a strategic, competitive advantage.”
3PLs Are Rising to the Occasion
Currently, both shippers and 3PLs have been enjoying favorable economic conditions both at home and abroad. That is not to say that it has been a perfectly smooth road as both continue to face challenges in transportation capacity and facility-based resources. However, the relationship has proven to be beneficial to both parties as they’ve worked together to overcome tight customer deadlines and raise both customer and consumer satisfaction levels.
Another advantage to the relationship between 3PLs and shippers is the ability to adapt to and overcome challenges .
Shippers, of course, have higher expectations of their service providers and third-party providers have responded by increasing not only their service offerings but also their innovations when it comes to overcoming challenges within the current market environment. Simply put, transportation and logistics companies are realizing that the focus needs to be placed on digital capabilities, cost and asset efficiencies, and a broader range of services to meet their customers’ needs.
Current Global Market Challenges
The logistics and freight industry is in a state of flux currently. New technologies, tighter regulations, and growing customer expectations are all forcing necessary changes to the supply chain. According to the 2020 study, here are some of the biggest challenges shippers and 3PLs are facing to date.
Growth of e-commerce: E-commerce and the “Amazon effect” have had a tremendous impact on brick and mortar retailers. The result is that many of them are branching out into omni-channel marketing and distribution to meet customer needs. This adds a whole new layer to existing logistics and supply chain structures.
There are both domestic and global economic changes that are putting pressure on supply chains to adapt and react.
Economic uncertainty: There are both domestic and global economic changes that are putting pressure on supply chains to adapt and react. Many of these include sourcing new suppliers and improving cross border relationships with trading partners. There are also signs of slowdowns within certain major global economies which will soften demand and create new challenges for shippers.
Driver shortage: This problem is not unique to the United States, but it’s certainly one of the most prevalent locations. With the average age of the American truck driver approaching retirement, there is a decided lack of interest in younger generations to get behind the wheel. ATA’s chief economist, Bob Costello estimates that the current 60,000 driver deficit could reach 160,000 by 2028.
Disruptive technologies: While disruptive technology breeds innovation within the industry the difficulty of adapting and integrating these new technologies also increases. Some of the disruptive technologies impacting supply chains include the use of drones, autonomous vehicles, cloud-based capabilities, artificial intelligence (AI), internet-of-things (IoT), blockchain.
While dealing with all the above challenges, there’s also the challenge of keeping pace with the competition.
Competitive challenges: While dealing with all the above challenges, there’s also the challenge of keeping pace with the competition. Especially as there is a new start-up for every day that is poised to disrupt businesses, business models, or even entire industries. This applies to all, trading and manufacturing companies, as well as logistics providers, who are attempting to differentiate themselves from a growing number of startups backed with millions of dollars worth of venture capital investments.
The take away from the survey is that shippers and third party providers are growing and prospering together.
The take away from the survey is that shippers and third party providers are growing and prospering together. As new challenges arise, shippers are looking to 3PLs for answers, innovations, and solutions. Conversely, 3PLs are looking to build long term and steady relationships with shippers as the number of providers continues to grow.
With growing uncertainty in the geo-policitical arena, new technologies, and the explosive growth of e-commerce, it’s likely that we will continue to see growth in the relationships between shippers and 3PLs. For more information on how BlueGrace can be the partner to help strengthen and bring visibility to your supply chain, call us at 800.MY.SHIPPING or fill out the form below to speak to one of our experts.
According to the 2020 Third-Party Logistics Study, data analytics is not only becoming more viable in the logistics industry, but it’s also becoming a necessity and make a difference. With the growing storm that is e-commerce, brick and mortar retailers have had to step twice as fast in order to stay in the game. Especially, when you consider some of the power plays made by the internet titan, Amazon. As one of Amazon’s biggest sources of competition for domestic goods Walmart, in particular, has tightened their game up significantly.
In particular, Walmart uses some stringent policies to ensure that shelves stay stocked and goods are arriving exactly when the retail stores need them to. First is the Must Arrive By Date (MABD) provision, which means that suppliers must have deliveries to the store within a certain delivery window, typically four days, while also having a high invoice accuracy. This is a fairly standard industry practice for retail stores to ensure timely deliveries.
Failure to meet these requirements could mean a 3 percent chargeback per case value of each missing item.
However, Walmart as since followed that up with their heavy-handed On Time In Full (OTIF) policy. Now suppliers must have deliveries at the store within a two-day window, no later and no earlier either (even early deliveries will still be penalized.) Failure to meet these requirements could mean a 3 percent chargeback per case value of each missing item.
As of April 1st of 2018, the company made the policy even harder. Prior to then, the OTIF policy stated that full truckload shipments needed to meet a 75 percent OTIF rating and less-than-truckload shipments needed to meet 33 percent OTIF to avoid fines. Now, FTLs are required to meet an 85 percent standard (down from the lofty 95 percent they had originally planned) while LTL requirements have increased to 36 percent. In addition to the chargebacks, too many violations could cause a shipper to fall out of favor with Walmart and lose supplier status, which would be a major financial hit for most companies.
But what happens if demand is peaked and capacity is booked?
For shippers, OTIF can make for a tight schedule. But what happens if demand is peaked and capacity is booked? What if there’s a major weather event that has the logistics network scrambled? Shippers need better tools at their disposal to keep things running smoothly, and that’s where data analytics comes into play.
How Analytics can Make a Difference
There is a truly astounding amount of data that can be captured within the supply chain. As more companies begin the process of digitizing their operations and automating their systems, just about everything can be tracked, traced, quantified, and speculated. The challenge, however, is making sense of it all. There is such a surplus of data that it leads to a sort of data overload and can turn even the most avid analyst catatonic.
Analytics turns this vast amount of information into insight, according to the 2020 Third-Party Logistics Study by Infosys Consulting, Penn State University and Penske Logistics presented at the CSCMP Edge conference in Anaheim, California. And with this insight, “you stand a much better chance of improving your operations,” says John Langley, professor of Supply Chain Management at Penn State University.
Real-time information can help to match supply with demand. But that’s not all it can do. Far from it, in fact.
To some degree, the logistics industry has already started to use real-time data and analytics. Langley sites dynamic pricing in freight for an example. Here, real-time information can help to match supply with demand. But that’s not all it can do. Far from it, in fact.
For shippers, there is a wide array of challenges they encounter on a daily basis. Of the shippers that responded to the 3PL study, many agreed that the use of analytics would be helpful to many facets of their operations as well as overcoming the challenges they face day to day.
Type of problem
% of shippers who said analytics would be helpful
On-time and complete order fulfillment
Freight costs per shipment
Cost to serve
Order-to-delivery cycle time
Langley says that analytics is ideal for tracking and improving a KPI like Walmart’s OTIF, because the policy itself is a compound metric. And while it might be easy to villainize Walmart from a shipper’s perspective, they aren’t the only company to use aggressive tactics like this. Target, Kroger, Costco, and others are also tightening their regulations in order to keep their shelves stocked.
Learning From Your Mistakes
Perhaps one of the most powerful tools of data analytics is it gives you a different perspective of your operations and allows you to drill down to pivotal details. Why was your shipment late? Why were there missing pieces? Analytics can determine the cause and effect relationships to target the root cause of the issue while sorting out coincidence and other anomalies. In other words, real-time data analysis allows you to track where things went awry and focus on improving operations so that particular issue doesn’t happen again. “If you can measure it, capture it, analyze it, you can use it to your advantage in terms of knowing more about your own processes,” Langley says.
Getting to be a supplier for Walmart is no small matter.
Getting to be a supplier for Walmart is no small matter. For companies that already have that title, keeping it is important. However, even shippers that don’t have the best scorecards, analytics can prove to be a useful bargaining chip. If you’re able to prove yourself, and that you have the right measures in place to improve operations, it’s likely that you can demonstrate your worth as a supplier and make it to the “in” list.
For a better understanding of how to navigate OTIF and other ways to improve your operational efficiency, check out our white paper: Walmart: the retail-supplier relationship. You can also speak with one of our experts by calling us at 800.MY.SHIPPING, or filling out the form below.
As companies mature and the market changes, our understanding of crucial operating components of any industry has also grown. Supply chain transparency, in particular, has come a long way over the past twenty years. Transparency within the supply chain has gone from an unrecognized concept to a focus item for the C-Suite across a vast number of companies and industries. Given the current state of the market, it’s no small surprise either.
So in order to begin understanding transparency in the supply chain, we first need to define it.
Many, if not all, companies are facing increasing pressure from governments, consumers, non-profit / activist groups, and stakeholders to provide more information about their supply chain. Failure to do so could mean some serious damage to the company’s reputation. Slave or forced labor conditions, health and safety violations, animal exploitation, and child labor are all becoming hot button topics of the growing consumer conscience. While the reasons for explaining a higher need for transparency are clear, what is less clear is how to get there. Some companies are struggling to make a meaningful change to their operations to provide the much-needed levels of transparency.
As it is with most problems there is a lack of a clear and concise definition, according to an MIT study which conducted a survey of the apparel industry only to find wildly different results. So in order to begin understanding transparency in the supply chain, we first need to define it.
Understanding the Need Transparency
At its core, supply chain transparency is understanding what’s happening within the supply chain and being able to communicate that knowledge both within and outside the organization.
As we mentioned earlier, there is an increase in customer demand for insight into the supply chain, but it’s not without benefit. The researchers at the MIT Sloan School of Management found that consumers are willing to pay between 2 and 10 percent more for products produced by companies that have better supply chain visibility. The study showed that consumers place a higher value in a company that can prove the ethical treatment of their workers. What’s more is that this growing consumer base is seeking more information about product ingredients and materials, where the product is coming from, and the conditions in which it was produced.
As the demand for visibility continues to increase, so too will the potential fallout for companies that fail to provide it.
As the demand for visibility continues to increase, so too will the potential fallout for companies that fail to provide it. Over the last decade, there have been a number of scandals that have had a significant detrimental impact on company image and reputation. Slave labor in the Thai seafood industry and deforestation in Malaysia and Indonesia are ample examples of this.
The backlash created from these scandals has forced the creation of new transparency laws around the world. Australia the UK have created new regulations to combat forced labor. The state of California has also created supply chain transparency laws (California Transparency in Supply Chains Act.) The U.S. Food Safety Modernization Act is targeting food safety and ingredient fraud. There are also further regulations to come from the Netherlands and Switzerland, with other countries to follow suit.
What this means for companies is that a lack of supply chain transparency can stop operations dead in their tracks.
What this means for companies is that a lack of supply chain transparency can stop operations dead in their tracks. Something as simple as missing origin documents could cause a shipment to be either held up or even turned away at ports which can result in a costly delay throughout the entire supply chain.
So Why Aren’t All Companies on Board?
You would think that with the new levels of consumer consciousness and the growing global regulations that all companies would be scrambling to build transparency into their supply chains. Yet, there are many companies that are either slow to act or not act at all.
One reason for the delay is that the supply chain itself was never designed to allow for transparency. Manufacturers and suppliers alike fear to expose their sources as they might lose the edge against their competition. Another explanation for being slow to act is inaccurate data coming from upstream, assuming there is data to be had at all. Lastly, there’s also considerable concern about the ROI for investing in supply chain transparency.
Despite the challenges, there are plenty of reasons to get on board with supply chain transparency.
The Benefits of Supply Chain Transparency
The returns gained from efforts made on improving supply chain transparency will vary by business model and industry but overall there are a number of benefits that are applicable to most companies.
One of the most straightforward benefits is that increased transparency means keeping in compliance with the new regulations that are being enforced. Operational risks drop as a result as companies no longer have to worry about being able to get freight through customs.
There are also considerable benefits to a company image that come with higher levels of visibility. Consumer conscience is a huge market factor right now. Customers are happy knowing that their products are made with care and concern towards the environment and the people working to make their products. As a result, they’re willing to pay more, which can help offset potential higher supply chain costs. Additionally, consumer trust and satisfaction also rise, which creates stronger brand loyalty and a larger customer base.
Better visibility means better, more actionable data, which in turn can help drive a company’s growth and profitability.
Of course, there are also operational benefits to be had by utilizing a highly visible supply chain. Better visibility means better, more actionable data, which in turn can help drive a company’s growth and profitability. That data also highlights areas of improvement, meaning a company can run leaner, cleaner, and a whole lot greener.
This isn’t a trend in the sense that we’ll see it fall out of fashion any time soon. Supply chain transparency is becoming an industry standard and will continue to flourish. If your company isn’t working towards transparency, it might be time to get started. For more information on how BlueGrace can help give you the visibility you need to gain efficiency, feel free to contact us at 800.MY.SHIPPING or fill out the form below:
For a logistics player to be successful, it is imperative to regularly check if every aspect of the supply chain process is working at optimum capability. The surest way to ensure this is to keep a checklist. Tom Peters, the author of In Search of Excellence, says, “Almost all quality improvement comes via simplification of design, manufacturing, layout, processes, and procedures.”
In this article, we delve into the details of making a warehouse future-ready and examine the steps required to achieve warehouse excellence.
The Bigger Picture – Before getting into the nitty-gritty and finer details, it is first important to have a macroscopic view and understanding of the warehouse as a whole. This entails mapping the warehouse, studying the building & area and checking the surfaces for damages and weak areas. All these actions ensure that before the warehouse is stocked, and equipment such as forklifts are brought in, it is capable of handling the capacity and regular operations.
Goods that are easily visible, make them easy to locate when timelines are short and add to the smooth functioning of the supply chain process.
Light, Ventilation & Drainage — A well-lit warehouse makes it easier to navigate and work in. Goods that are easily visible, make them easy to locate when timelines are short and add to the smooth functioning of the supply chain process.
Ventilation goes a long way in combating dust and fumes that may arise when moving equipment within the warehouse. A well-designed ventilation system will make a huge difference in maintaining the longevity of the warehouse.
In a similar way, a disaster-proof drainage system can make all the difference in the preservation of products during a natural disaster such as a storm or a fire or even areas that are exposed to the elements. Paying due attention to designing these crucial details improves efficiency and adds immensely to not just improving daily operations, but also, preserving the warehouse in the long term.
Cleanliness is the Key — Keeping the warehouse clean entails a number of practices that contribute to the overall hygiene of the warehouse while making it easy to maneuver on a daily basis. Ensuring that trash cans are placed at convenient locations, emptying trash cans periodically, keeping the area clean, all play a part in the overall maintenance and upkeep of the warehouse. Additionally, keeping the floors clean afford clear visibility of the exit signs and protect against accidents that could occur due to spillage and obstructions that may happen during daily operations.
Safety is the most important factor in any industry and must be prioritized above all else.
Safety is Paramount — Safety is the most important factor in any industry and must be prioritized above all else. This includes various aspects from regular fire drills and ensuring the equipment is serviced and up-to-date for any contingency to giving employees access to adequate training and gear for safe operations. Staff handling forklifts and heavy machinery must be provided with certified hard hats, gloves, and other protective gear to protect against any mishap that might happen. Labels and handling instructions on products must be visible all the time. Continuous training of staff about the correct and expected ways of protecting themselves, others, and assets is essential. In the event of an emergency, staff must have easy access to all the tools necessary to not just protect themselves but any other persons that may be in the warehouse. These competencies can be the difference between life and death in times of crisis.
Regular checks and inspections are essential for maintaining the standard of a warehouse.
Miscellaneous — Apart from taking care to examine that the above aspects are in order, regular checks and inspections are essential for maintaining the standard of a warehouse. From checking the storage racks and vehicle inspection processes at the loading dock, to inspecting elements such as the quality of the railings, uniformity of the stairs, access areas, aisles etc. on a regular basis must be taken into due consideration and set within processes that should be part of a cycle within organizations.
Apart from the above, Everything Warehouse lists a warehouse audit checklist that demonstrates what an audit should include:
Facility current and optimum capacity and throughput
Logistical layout and material flow
Safety, security, and housekeeping
Systems functional capabilities and performance
Customer service performance metrics
Storage and handling equipment
Identification of opportunities for improvement
Comprehensive warehouse audit report with recommendations
In conclusion, there are many aspects that go into making a warehouse and in turn, the whole supply chain process efficient and future-ready. If done periodically, this ensures smooth operations, regular maintenance & review and better planning.
While the U.S has boasted some rather pleasing levels of growth and continued prosperity following the recession nearly a decade ago, we might be seeing an end to it, at least in some sectors, shippers and carriers in particular. According to the Cass Freight Shipments Index, May statistics dropped 6 percent, year over year, while the ATA For-Hire Truck Tonnage index shows only a suggestion of growth at 0.9 percent from May 2018, the smallest annualized gain since April 2017.
Shippers not only paid less to move freight, but they also moved less product as well, indicating a slowing down of business.
That however, is only the tip of the iceberg. The Cass Freight Expenditure index turned negative by one percent, beginning a descent after climbing a healthy 6.2 percent. This is a rather substantial switch which indicates that shippers not only paid less to move freight, but they also moved less product as well, indicating a slowing down of business.
Stats are also slowing down for the US truckload linehaul rates, with rate increases of only 1.2 percent in May, year over year, whereas the Cass Intermodal Price Index was up 4.2 percent the year before.
As the Cass Shipments Index has declined for the sixth straight month, author of the index report Donald Broughton, declared it a signal of economic contraction. “Whether it is a result of contagion or trade disputes, there is growing evidence from freight flows that the economy is beginning to contract,” he said in the report, issued Tuesday.
Contraction, as you might have guessed, is quite the opposite of expansion. It’s not even a matter of incrementally slow growth, but rather shrinking. A contraction is what has people nervous. Textbook definition of a recession is two consecutive quarters of economic contraction and we’re at six, presently. That has Broughton sounding the alarm, however, the contraction is not yet universal, nor is the Cass Shipment index going negative a guaranteed indicator of economic distress.
The question is, does this sudden reversal in spending and drop in shipments mean simply a slow down in growth, an economic contraction, or is it mirroring a shift in freight demand brought on by the Trump Administrations tariffs?
The question is, does this sudden reversal in spending and drop in shipments mean simply a slow down in growth, an economic contraction, or is it mirroring a shift in freight demand brought on by the Trump Administrations tariffs? Or, is it a mix of all these factors?
A Recession Could Hurt Some More than Others
When you don’t take risks, that means we are not going to grow at the same pace that we were.
Bob Costello, ATA’s chief economist and senior vice president of international trade policy and cross-border operations, spoke to the council here. “When I come to meetings like this, everyone is like, “What is going on? Are we headed for a recession?’ ” Costello said. “When people start asking those questions, you know what that tells me? You go back to your businesses, and you are not going to take risks. And when you don’t take risks, that means we are not going to grow at the same pace that we were.”
Costello sites President Trump’s trade war as a cause for much of the uncertainty in the industry which is one of the many unknowns that could hurt the U.S. economy, ending the period of expansion since the third quarter of 2009.
To be fair, that is a considerable time for expansion to go uninterrupted, but Costello also is hesitant to call the current market status a possible recession in 2019 and 2020.
“The risks of a mild recession have increased,” Costello told the audience of freight officials and executives at a recent NAFC conference. “It’s not my forecast. All I am saying is, the risks have increased. The theme is slowing but growing.”
With the increase in pay to help keep experienced drivers and attract new ones combined with the lower spot rates for hauls, it could prove to be a deadly combination for smaller carriers.
Fleets stand to lose the most during the economic uncertainty, especially smaller carriers who are at the mercy of the spot markets which has been getting hit with rate drops over the past few months. With the increase in pay to help keep experienced drivers and attract new ones combined with the lower spot rates for hauls, it could prove to be a deadly combination for smaller carriers.
“Contract freight is doing better than the spot market,” Costello said. “The spot market has been hit hard … I think you are going to see more and more fleets going out of business.”
The situation could result in potential “carnage” with some fleets, as they seek bankruptcy protection or simply go out of business, he added.
A Muted Spring for Freight
Spring was undoubtedly a soft season for the freight industry this year, but we’re seeing the dam start to break, or at the very least crack. Truckload rates reported by DAT solutions out of Atlanta have risen by double digits in the last few weeks as more and more freight appears to be moving in land from U.S. West coast, always a good sign as it will mean that June statistics and rates were higher than May.
This is very good news for owner-operators and independents that depend on the spot market more than their larger counterparts. However, that breathing room might not be long-lived if the current downward trend continues.
“While we are starting to see higher quantities of summer produce, USDA and DAT’s own internal data suggest it continues to be a sub-par year for produce shipments. It could still turn around with a few weeks of favorable growing conditions, so this remains a wild card. This will also have a ripple effect across other segments of the supply chain,” Montague adds.
A recession, while not a great thing, wouldn’t be totally devastating to contract carriers, but it might be damning for smaller companies.
What we’ve seen so far is that the future is decidedly unclear, much of it due to the current geopolitical standing and impending trade war as the global economy reshuffles its hand preparing for the next round. A recession, while not a great thing, wouldn’t be totally devastating to contract carriers, but it might be damning for smaller companies. As for shippers, now is the time to review your supply chains and develop your contingency plans for a multitude of events including the growing impact of e-commerce demand and rapid fulfillment expectations on freight flow and distribution locations.
The industry is changing, and we will be seeing a radical shift in the topography of freight shipping, both the highs and the lows, not just in the United States but globally. BlueGrace is committed to helping our customers navigate through the constant changes the industry brings. No matter the situation, we are here to simplify your freight needs. If you have any questions about how a 3PL like BlueGrace can assist, contact us at 800.MYSHIPPING or fill out the form below to speak with a representative today!
Let’s be honest, there are few things that feel more rewarding than securing a new customer. It’s incredibly important for business growth and development and at the end of the day, more customers mean more money. With that being said, no business should ever operate on a model where the acquisition of new customers supersedes the importance of advancing old or preexisting customers. More specifically speaking, winning back profitable old customers that you might have lost.
In the business-to-business (B2B) world, reacquisition is incredibly important. Losing customers happens more often than you might expect, especially given the current market, where customers have more options than ever to evaluate and re-evaluate their suppliers, find new ones, and make changes.
Losing a customer can be a costly endeavor, and that cost is only going up.
Losing a customer can be a costly endeavor, and that cost is only going up. For some firms, long-standing customers are also their best customers. As recently as 2014, for example, “the average publicly traded manufacturing firm received over 25% of its revenue from large buyers, up from 10% in the early 1980s.”. Any company, regardless of size, would be leery at the prospect of losing a customer like that.
Former customers already have a certain expectation about your company and capabilities, and it’s almost impossible to change the first impression.
The reacquisition process, however, is a bit different than acquiring fresh customers. The most obvious difference is former customers already have a certain expectation about your company and capabilities, and it’s almost impossible to change the first impression. The other side of the coin, however, is you also have your own set of criteria and history, so you know if that customer is worth pursuing.
Fortunately, when it comes to winning back a lost partner, it’s less about wining and dining, although that’s certainly a part of it in some cases. Realistically it comes down to this, can your company get the job done this time better and in a most cost-effective way? The good news is that a lot of what customers are looking for, both new and old, can be found from within your supply chain.
Rebuilding Relationships in the Digital Age
Assuming you’ve done the math, you’ve come to realize that Customer ‘X’ is definitely an asset to your roster and is worth romancing back into a partnership. Where do you begin? This isn’t necessarily an easy question to answer as not only does it depend on the specific customer, but it is also prone to change due to the current state of flux in the market. Everything is shifting, getting technological upgrades, and becoming digital. Even customer expectations are starting to trend towards digital solutions. Having said that, finding the right way to move forward is like trying to find the needle in a haystack, in the back of a moving truck.
What many businesses are looking for today is visibility, flexibility, and assurance that they’ll get what they need, when they need it.
What many businesses are looking for today is visibility, flexibility, and assurance that they’ll get what they need, when they need it. The ability to provide those things to a customer not only marks you as a good business partner, but it’s also a key differentiator amongst the competition. The digital “olive branch” in today’s market is what kind of data and information you can provide your customers, and overall accountability of your services and, most importantly, the strength of your supply chain.
Managing Customer Expectations
Customer expectations are constantly growing and changing. Walmart is a prime example of this. The superstore is locked in a battle of epic proportions against Amazon. Every empty spot on a shelf means a potential missed sale. A sale that could end up going to Amazon or even a different competitor.
As a result, Walmart started stepping up their expectations from their suppliers, hitting those that don’t hold up their end of the bargain with charge-backs and other fees. However, given the size and reach of a retail giant like Walmart, business potentials for suppliers are enormous. If you make the supplier list, they tend to be the kind of customer you don’t want to lose. To that end, suppliers have little other choice but to pull up their bootstraps and live up to Walmarts expectations.
No doubt, the bar is set high, but this may also present the opportunity for those who are able to demonstrate that they have been developing and evolving their business practices. Showing your former customer that you can get the job done and done right is a sure fire way to win that customer back.
You need to be able to prove that you have a robust plan to meet their needs as well as the capability to follow through. If they have a tight delivery schedule, then you’ll need to have a plan in place to accommodate it. Those accommodations are made through shoring up your supply chain to create the flexibility and visibility necessary to handle the freight, even when capacity and other elements are against you.
Controlling costs and optimizing the supply chain also means that you can provide your customers the visibility, flexibility, and the overall assurance that they will have what they need, when they need it.
Costs are a big factor in any working relationships. A lot of partnerships have dissolved simply due to an inflating price point, which can be caused by any number of reasons. Unfortunately, it tends to be either a knee-jerk reaction to pass the buck when times get tough and for some customers, that cost is simply too much. Controlling your costs goes a long way towards repairing broken relationships, especially when it means that you can regain a former customer at the expense of your competition. Controlling costs and optimizing the supply chain also means that you can provide your customers the visibility, flexibility, and the overall assurance that they will have what they need, when they need it.
The benefit to this approach is two-fold, really. First, you’re gaining back a lost customer as well as proving that your business solutions have grown and matured from the last time you’ve worked together. This not only opens the door to regaining a lost customer but could also provide opportunities to gain new ones. The other is that controlling your costs, via your supply chain, also increases overall efficiency which extends to all of your customers and your operations as a whole. Ultimately, the bulk of costs comes from transportation and the supply chain. As freight rates are prone to fluctuate wildly, the cost of shipping goods can also vary to a great degree making it hard to manage. For manufacturers shipping goods to customers, this needs to be managed effectively to keep costs low and both parties happy.
There are a number of different factors to consider when you’re trying to evaluate your supply chain. The good news is, you don’t have to do it alone.
Making these corrections and changes on your own can be a difficult proposition at the best of times. There are a number of different factors to consider when you’re trying to evaluate your supply chain. The good news is, you don’t have to do it alone. Having a 3PL partner like BlueGrace can help get your supply chain where it needs to be, not only win back former customers, but to also help you win over future prospects. Call us at 800.MYSHIPPING or fill out the form below to see how we can help!
Why are some supply chains operating at an optimum level, while others are struggling to perform day to day operations? How are some supply chains able to respond quickly to market demands, while others miss opportunities? Why are some supply chain managers able to reduce costs without compromising product and service quality, while others are dealing with rising costs?
There is only one answer to all these questions.
An organizational culture of continuous improvement is the secret of a healthy, cost-effective, responsive and efficient supply chain.
What is the Culture of Continuous Improvement?
As the name suggests, Culture of Continuous Improvement means – having a culture where process, system, service, and product improvement is an ongoing and continuous activity. This culture is embedded in the organization’s foundation. It involves, encourages and motivates all the employees, management, vendors, and suppliers to seek out avenues and means to improve how the organization functions at every level.
How do Supply Chains benefit from Culture of Continuous Improvement?
The supply chain is one of the biggest cost centers in an organization. It is the function responsible for manufacturing, storing, and distributing the product. It makes the product available to the end customer. To be able to keep up with industry trends and market demands it is necessary for supply chains to constantly innovate. And, innovation can’t happen without continuous improvement. In fact, both are interdependent.
When supply chains improve and innovate, they are able to do the following:
Improve service and product offerings
Decrease go to market time
Reduce response time to market and customer demands
Helps integrate the different functions within the organization
All these things help the organization improve revenues and remain competitive.
How to Create a Culture of Continuous Improvement in the Supply Chain
Creating a culture of continuous improvement requires the involvement of the entire organization. It can’t be done in silos. For example, if you plan to continuously improve your supply chain, you will by default have to roll out the continuous improvement plan in all the other departments as well.
Here’s how you can create a culture of continuous improvement in your supply chain and all the other functions of the organization:
Align the C-Suite: Any process or strategy change in the organization can’t succeed without the involvement of the C-suite and function leaders of the organization. Once the leaders and the management is aligned and agrees to make continuous improvement a part of the organization culture, it becomes comparatively easier to implement changes.
Set clear objectives and goals: Any change or activity undertaken without a goal or objective is not only difficult to achieve but also challenging to “sell” to the employees. So, when you decide to make continuous improvement a part of your organizational culture, define what you aim to achieve from it. For example, the supply chain’s objective can be improved inventory management, better machine utilization, or lower transportation costs.
Define how you will measure it: Along with setting objectives and goals, it is also necessary to define how you will monitor and measure their performance. Unless there are proper metrics in place to measure the outcome, you will not understand if your plan is working in accordance with your goals. Apart from knowing how your plan is performing, results also help keep employees engaged. If they are achieving the said goal, it motivates them to do better and take initiatives to find other ways to further improve their performance. If it is not providing the said results, it helps find new solutions and opens doors for innovation. Either way, it keeps up the spirit of continuous improvement.
Seek input from employees: Your employees are responsible for implementing the strategies for continuous improvement. They also have first-hand knowledge of the pain points of the process they handle and have insights regarding how it can be improved. If they are also involved at the planning and strategizing stage, they will be motivated to take ownership for its success.
Allow room for failure: Condemning failures is one of the biggest hurdles in embedding a culture of continuous improvement in the organization. If employees feel they will be penalized for failure, they will neither suggest new ideas nor be enthusiastic about implementing anything new. On the other hand, when they have the assurance that they will not be punished for failure, they will not only be motivated to find new ways and means to improve the processes and systems but will also put in their best efforts to make them a success.
Introduce technology: Technology is one of the tools to improve systems and processes within the organization. Any strategy to create a culture of continuous improvement in the organization can’t overlook the contribution of technology. By using the right technology, you can eliminate redundant and duplicate processes, reduce manual work, and integrate different processes. Technology also helps connect the end customers to the business, thus improving your service offerings. For example, if your logistics department uses a transport management system, you can connect with transporters and customers on the same platform. Track your shipment real-time and offer the feature to your customer as well. Additionally, a TMS will also help you monitor and track your logistics department’s performance. Thus, aiding you in your efforts to build a culture of continuous improvement.
While these steps will help you initiate improvement, to make it a part of the culture and keep it “continuous” you will need to pursue it relentlessly and passionately.
While these steps will help you initiate improvement, to make it a part of the culture and keep it “continuous” you will need to pursue it relentlessly and passionately. It will require steadfast efforts starting from the leadership team going down to the employees at the bottom of the hierarchy.
At BlueGrace we believe the passion for our work is what enables us to constantly look for ways and means to improve our services and products and find better solutions for our customers. It is the secret of the success of our organization. Want to connect with one of our experts to see how BlueGrace can help simplify your supply chain? Call us at 800.MY.SHIPPING or fill out the form below!
BlueGrace Logistics announced Monday morning that, in addition to the $5,000 raised in their annual “Cats vs Dogs” food drive this spring, they will make a donation of $60,000 to the Humane Society of Tampa Bay.
The $65,000 donation will not only help to feed the thousands of animals held in the shelter each year but will also get HSTB closer to their $11 million goal to cover the costs of their new shelter.
The Humane Society of Tampa Bay began construction on their
brand new, 42,000 square feet, air-conditioned shelter this year with a demolition
day in April. The new shelter will help HSTB save 2,000 more animals annually.
What I love about Bobby [Harris], his family and all of you guys is that you’ve stuck with us.
Sherry Silk, CEO of Humane Society of Tampa Bay, stopped by BlueGrace Logistics’ Tampa HQ Monday morning to accept the donation. She spoke to the employees about the ten-year partnership between the shelter and third-party logistics company. “What I love about Bobby [Harris], his family and all of you guys is that you’ve stuck with us,” Sherry explained.
The BlueGrace Logistics Training Room
In addition to accepting the donation, Sherry and Ornella Varchi, Chief Development Officer for Humane Society of Tampa Bay, announced that the training room at the new shelter will officially be named “The BlueGrace Logistics Training Room.”
Since 2010, BlueGrace Logistics has donated more than 217,000 lbs of cat and dog food to the shelter.
Founded in 2009, BlueGrace Logistics is one of the largest third-party logistics (3PL) providers in the United States. With over 500 employees and working with over 10,000 customers to provide successful shipping solutions, the company has achieved explosive growth in its nearly 10-year operating history. Backed by a $255 million investment by private equity firm Warburg Pincus, the company operates 11 locations nationwide, and its headquarters are in the sunny Tampa Bay area of Florida.
For the past 9 years, BlueGrace employees have joined together to compete at Corporate SportsFest on St. Pete Beach in sunny Florida. SportsFest offers competitive events that include volleyball, corn-hole, a surf ‘n turf relay race, dodgeball and tug of war. Last year, out of over 200 Tampa Bay Area companies, we took home the big trophy, winning 1st Place Overall and surf’n turf. With BlueGrace Core Value #3 being “Pursue Outrageous Goals” , the BlueGrace team did just that with the Tug of War team bringing home that 1st Place prize. Check out the 2019 video below.
Aside from the fact that we usually dominate the competition, everybody just has a blast. I can’t say enough about it.
“My favorite thing about SportsFest is getting everybody in our company, all together in one place. Whether they’re playing, or whether they’re hanging out and having fun, it’s probably one of the biggest things we do every year. Aside from the fact that we usually dominate the competition, everybody just has a blast. I can’t say enough about it.” says Bobby Harris, President & CEO at BlueGrace Logistics.
Are You Ready to Join the Winning Team?
BlueGrace is hiring and we want you!
SportsFest gives our BlueGrace family the opportunity to come together and show off the passion we have for working as a team, both in and out of the office. Want to be part of that team? BlueGrace is hiring and we want you! From Sales and I.T., to Finance and Customer Support, we have a positions for all talents! Visit http://mybluegrace.com/careers for more information.
While all facets of the modern business are important, arguably the most important to any retail, manufacturing, or goods based service is their supply chain. The supply chain serves as the backbone of these companies and has a significant impact on the company’s business strategy which directly affects its operation and operational costs. Additionally, the performance of the supply chain has a direct impact on a company’s ability to provide services to their customers and create additional value via services offered or simply through reliability. With the multitude of changes that have been occurring within the logistics, trade, and freight industries now, more than ever, is an opportune time to conduct or review the process of internal audit of your supply chain.
An internal supply chain audit is one of the most powerful methods of evaluating and possibly improving your supply chain, reduce operations costs, and increase competitive advantages.
An internal supply chain audit is one of the most powerful methods of evaluating and possibly improving your supply chain, reduce operations costs, and increase competitive advantages. The goal of the internal audit is to help you find weaknesses within your supply chain and correct pain points, bottlenecks to increase supply chain flexibility, agility, and overall efficiency.
To make the most out of your audit and its results, it’s important to understand that the supply chain isn’t a stand-alone, isolated feature of your business. In all actuality, the supply chain is suffused in every aspect of your business. As such the supply chain needs to be viewed between all participating companies and suppliers throughout the supply chain, with solutions applied from a holistic approach.
Why an Internal Audit is Necessary for Your Supply Chain
For most companies, audits are typically part of the normal routine, either for financial records or for physical inventory. The entire purpose behind an audit is to make sure things are where they should be and that everyone is playing by the same rules.
“Internal auditing is defined as an independent, objective assurance and consulting activity designed to add value and improve an organization’s operations. It helps an organization to accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes,” as defined by The Institute of Internal Auditors (IIA).
This is especially important when trying to maintain retail compliance, for example, with increasing customer demands like On Time; In Full (OTIF) or Must Arrive By Date (MABD).
Simply put, an internal audit is a multi-step process that is a means of determining whether your current systems and operations are in compliance with your company’s predetermined operating procedures and regulations. This is especially important when trying to maintain retail compliance, for example, with increasing customer demands like On Time; In Full (OTIF) or Must Arrive By Date (MABD). Conducting an internal audit does more than just evaluates the supply chain, it also takes a necessary look at the interaction between other aspects of the organization such as the accounting and financial systems, practices, and procedures. For example, are your planners and purchasers communicating properly, not only with each other but with the production floor and shipping department? Are parts coming in with enough lead time that items can be manufactured and shipped according to customer requirements?
An internal audit is important because it allows the company executives and logistics decision makers to examine the effectiveness of their business operations and controls and applications of new policies. Over time, establishing those best practices means a more competitive and more profitable company in the future.
Things to Consider Before you Start the Audit
Performing an audit is one thing, but knowing what areas you need to be focusing on is something else entirely. While every audit should be more or less tailored to the specific needs of an individual organization, here is the basic framework for initiating an audit that needs to be included:
Audit Planning: Internal auditors should have a plan in place well before the actual auditing begins.
Examining and Evaluating Information: Internal auditors should have a standardized criterion to compare findings against.
Communicating Results: Audit should have a clear and concise method of reporting their findings.
Follow Up: Internal auditors should follow up in a timely manner to ensure that appropriate actions have been taken to correct audit findings.
This framework also serves as a support system for corporate managers and allows managers of larger production systems to delegate the oversight of the audit to the internal audit department. This is important for a few reasons:
Operating Complexity: Automated data processing has increased the levels of complexity when analyzing data, a task better suited for those who know what to look for.
Decentralization: Given that supply chains are prone to be decentralized in terms of a physical location due to globalization.
Lack of Expertise: As the adage goes, stick to what you know. Leave those auditors in charge of the audit for the best quality audit.
With the right framework in place for the audit to commence, let’s take a look at the tasks involved for the actual audit.
Supply Chain Structure and Internal Audit Tasks
Like we mentioned above, every company is different and, as a result, the needs for every individual supply chain will vary. So while there is no hard and fast or “Use audit ‘A’ for Supply chain system ‘1’ ” convenient method of doing things, there are some common focal points that are applicable for just about every organization and style of the supply chain.
The supply chain management processes identified by The Global Supply Chain Forum are:
Customer Relationship Management
Supplier Relationship Management
Customer Service Management
Manufacturing Flow Management
Product Development and Commercialization
All of these processes are hallmarks of a healthy supply chain and also indicative of the successful supply chain management. Here again, we can see all of the links that connect the supply chain to every other facet of the business. Another benefit to performing an internal audit is that offers to perfect opportunity to increase the synergy between these various departments. For CFO’s and supply chain leaders, this means that supply chain management deals with total business excellence and represents a new way of managing the business and relationships with vendors, suppliers, and partners.
An internal audit can help a company in finding answers to crucial questions about managing success factors of supply chain excellence, of which these can be divided into five main sections:
Strategy – To determine if the enterprise has a clear strategy tuned to business expectations and focused on profitably servicing customer requirements
Organization – To determine if an effective organization structure exists enabling the enterprise to work with its partners to achieve its supply chain goals
Process – To determine if the enterprise has excellent processes for implementing its strategy, embracing all plan-source-make-deliver operations
Information – To determine if the enterprise has reliable information and enabling technology to support effective supply chain planning, execution, and decision-making
Performance – To determine if the enterprise is managing supply chain performance in ways that will increase the bottom line, cash flows and shareholder returns
Supply Chain Risk Management
As much as we wish we could, the ability to see and accurately predict the future still eludes us to this day. In the end, it all comes down we can optimistically refer to as an “educated guess”. With that being said, even the most educated guesses can’t predict the weather or a broken down truck. This means that within every supply chain, there will always be an element of risk. That risk represents any number of things that can go wrong within your supply chain and halt or delay your shipments. For this very reason, risk management is incredibly important when evaluating your supply chain.
An internal audit can provide business leaders with the necessary framework to develop an appropriate supply chain risk management program.
Risk management is a huge proponent of supply chain health, especially given the instabilities in the global marketplace created by political uncertainty, trade tariffs, etc. An internal audit can provide business leaders with the necessary framework to develop an appropriate supply chain risk management program. This is how your supply chain audit can also help with risk reduction and increased security:
Reviewing and understanding supply chains, including their strengths and weaknesses, in developing markets, to validate monitoring programs
Working with the company’s supply chain specialists to help develop a monitoring process that can be repeated
Helping to identify which suppliers are critical
Assessing which suppliers may be vulnerable to threats and helping draw up a residual mitigation profile
Identifying strong risk control procedures
Helping to develop key analytic tools and techniques
Aiding with compliance monitoring
Ideally, the risk mitigation will also allow companies to increase supply chain efficiency to the point where on hand stock can be reduced. While having excessive stock might create a buffer in time where shipments are running late or capacity is tight, that excess can also eat into company profit margins. Additionally, having a well-running supply chain vastly lowers the chance for disruptions, operating costs, and other unexpected costs such as chargebacks, detention fees.
Despite the cause, however, the results are often the same, a drastic slow down of operations and a huge impact on customer satisfaction and profitability.
Supply chain management is a very complex structure of activities with cross-functional processes, and it presents one of the most important functions in the company since it is directly linked to all functions of the company. Supply chain problems can result from any number of things including natural disasters, labor disputes, supplier bankruptcy, an act of war or terrorism, systems breakdowns, procurement failures, and other causes. Despite the cause, however, the results are often the same, a drastic slow down of operations and a huge impact on customer satisfaction and profitability.
The supply chain internal audit aims to support managers in process optimization and above all in cost reduction which result from an uncertain environment by evaluating and directing management towards approaches which will prevent or reduce negative effects.
After analyzing definitions and some of the standards of internal audit, it can be concluded that this process can improve effectiveness and efficiency, and by that, the performances of many functions within the organization. High-impact supply chains are more competitive and are capable of winning market share and customer loyalty, creating shareholder value, extending the strategic capability and reach of the business. Independent research shows that excellent supply chain management can yield:
25-50% reduction in total supply chain costs
25-60% reduction in inventory holding
25-80% increase in forecast accuracy
30-50% improvement in order-fulfillment cycle time
20% increase in after-tax free cash flows
To increase supply chain strength, agility, and overall integrity, companies should develop a framework for a structured approach to ongoing risk identification and management. This will enable businesses to proactively address organizational supply chain risks on a periodic basis – a practice that affords stronger company and brand protection against supply chain risk gaps.
The more we know the more we can simplify.
The more we know the more we can simplify. When we know what your current transportation situation involves and what your pain points are, we can really help you simplify. The journey with our customers begins with the Needs Assessment process and the goal to determine transportation management solutions that increase productivity and decrease overall costs. To speak to one of our freight experts, call us at 800.MY.SHIPPING or fill out the form below to receive a FREE Supply Chain Analysis.
Managing cash flow, planning the financial outlay, keeping the balance sheet in order, and ensuring all financial compliances are met are a CFO’s core job function. But this is not all that a CFO does. The CFO is also responsible for identifying opportunities to reduce operating costs without sacrificing the quality of the products and services offered by the company.
But is it a good strategy to wait for things to go wrong to ask the CFO to step in?
Supply chain and transportation are two of the biggest cost centers in an organization. The cost for these functions is measured as a percentage of sales and differs from industry to industry. However, according to this McKinsey study, most industries report supply chain and logistics cost in the range of 1.8% to 10%. When costs remain within the industry parameters, supply chain and logistics are usually given the leeway to make their financial decisions. The CFO steps in only when the cost rise above the set industry norms or in case any other financial abnormality is noticed. But is it a good strategy to wait for things to go wrong to ask the CFO to step in? Wouldn’t the supply chain and the organization as a whole benefit if the CFO is a part of the supply chain decision making?
What Does the Corporate World Think of CFO’s Involvement in the Supply Chain?
The necessity of CFOs involvement in supply chain is not a recent phenomenon. A 2013 study by Ernst & Young aptly highlighted the importance of CFO’s involvement in the supply chain. Ernst & Young surveyed 423 CFOs and heads of supply chain around the globe to understand their view of a CFO’s contribution to the supply chain.
According to the results of the survey, of all the respondents, “only 26% finance executives and 21% supply chain executives said that the CFO’s contribution to the supply chain is based around a business-partnering model”. But this trend seems to be gradually changing as “70% of CFOs and 63% of supply chain leaders responded that their relationship has become more collaborative over the past three years”.
Organizations that have a collaborative relationship between the CFO and supply chain also tend to perform better.
The survey also revealed that those organizations that have a collaborative relationship between the CFO and supply chain also tend to perform better. “Among survey respondents with an established business partner model in place, 48% report EBITDA growth increases of more than 5% in their company over the past year, compared with just 22% of those that have not yet adopted this approach.”
In the past five years, the demand for CFO’s involvement in the supply chain has only grown. Last year, an article in the European Financial Review spoke about the book What CFOs (and Future CFOs) Need to Know About Supply Chain Transactions by X. Paul Humbert, Esq. According to the article, the book showcases not only the necessity of a collaboration between the CFO and the supply chain but also demonstrates how the company’s finances and its books are impacted by the decisions taken by functions within the supply chain:
“an organization’s financial results are intertwined with the performance of the purchasing function. Purchasing and purchased inventory affect the balance sheet and capital allocation.”
Another article in Smart Industry Update published in 2018, speaks on behalf of the CFOs seeking answers to supply chain issues which the CFOs may not have first-hand knowledge of. For example, the article lists the following three critical questions that CFOs should ask of their supply chain to be able to make better decisions regarding their supply chain and create better business strategies:
How accurate is our supply-chain visibility?
How quickly can we identify and address challenges in response to disruption?
How well can we respond to changes in the industry?
The survey and the two articles leave no doubt of how crucial it is for CFOs to be involved in the supply chain function and work in collaboration with the head of supply chain. In fact, it is not only the supply chain that needs the CFO, the CFO also needs the supply chain.
How The CFO Can Be A Change Agent For The Supply Chain
An article titled How Brilliant CFOs Use the Supply Chain to Drive Business Value – Do you know the questions you should be asking in Innovation Enterprise targeted at CFOs lists down possible areas that can benefit from the CFO’s involvement.
It says “If the answer to any of these questions highlights a potential issue then it is important to engage with the head of supply chain and agree a process to address the issue. It may also indicate that there is an opportunity to partner more closely with supply chain/operations to leverage the knowledge and skills of the finance team to enable better decision making in the business.”
The transportation offered also influences customer’s buying decisions
All the above areas are crucial from the financial, product, and delivery point and can benefit from a collaborative effort from the CFO and the supply chain. For example, let’s take a look at the second, sixth and eighth question. Freight costs are pegged around 3 – 5% of supply chain costs. Freight contract negotiation is one of the most important activities of the logistics function. It has an impact on the budget, affects the cost reduction KPI given to the logistics department. In B2C businesses, to a certain extent, the transportation offered also influences customer’s buying decisions. How can the function benefit from CFOs insight?
When the CFO is involved in this decision-making from the start, it increases the possibility of improvement in contract terms and in cost reduction.
On the cost reduction and financial front, the CFO, with their fact-based view of the organization, can help the logistics team negotiate better freight contracts. The rates negotiated in these contracts are based on a multitude of factors like government policies, fuel prices, political relations between trading countries, and global business environment. Logistics may or may not have insight into these issues, but the CFO and his team will have knowledge of what is going on in the business world. So, if they know there is a possibility of fuel prices changing in the next six months or a recessionary trend is being noticed, they can advise the logistics team to negotiate a short-term contract and revisit it later. Similarly, in the case of B2C shipments (ref Q6), the CFO and the supply chain head can negotiate for contracts with different delivery options in order to serve different customers. But this can only be done if the supply chain knows the financial viability of these options and that information can be gained only from the CFO of the organization. When the CFO is involved in this decision-making from the start, it increases the possibility of improvement in contract terms and in cost reduction.
Today, to be effective in their job and to create a competitive supply chain, CFOs need to lend their expertise to the supply chain and seek their inputs in the setting the goals and objectives of the company.
Long gone are the days when the CFOs limited themselves to matters pertaining to managing company finances. Today, to be effective in their job and to create a competitive supply chain, CFOs need to lend their expertise to the supply chain and seek their inputs in the setting the goals and objectives of the company.
At BlueGrace, we have found that working with organizations where CFOs are directly involved has helped turn over a new leaf and make significant cost reductions, positively impacting the supply chain of that organization.
We provide quarterly business intelligence reports that give updates on the savings targets you give to us, key performance indicators (KPIs), and special project updates. The CFO of a company, in particular, is able to use these metrics to budget and forecast for the organization moving forward. Connect with our team at 800.MY.SHIPPING or fill out the form below to find out how we can work with your CFO to build an efficient and optimal supply chain.
Supply chains are complex and dynamic. They comprise many different variables that operate both on their own and as a part of a whole. The success of a supply chain depends on the integration of all the components without compromising their individual roles and responsibilities.
To design and operate a supply chain that is efficient and effective in both cost and service, it is important to analyze the contribution of each component in the system and how it impacts the other variables.
How Will a Supply Chain Analysis Help You?
A timely and periodic analysis will work as a preventive health check-up for your supply chain thus ensuring it continues to operate at an optimum level.
A thorough study of the processes will give you insight into the performance of the different aspects of the supply chain. It will help you identify which processes are crucial to the success of your business. An end-to-end in-depth analysis will also highlight which processes are redundant or need to be restructured. In short, a timely and periodic analysis will work as a preventive health check-up for your supply chain thus ensuring it continues to operate at an optimum level.
Apart from assisting you in understanding the different aspects of the supply chain, a study of planned against actual performance will also provide information on how you can further improve your services to match customer demand and control operating costs.
It’s safe to say that transportation is the backbone of the entire supply chain.
Transportation is one of the most crucial functions and is integral to almost all aspects of the supply chain. The manufacturing department is dependent on it to get raw materials to the factory on time. The factories need it to ship the finished goods to warehouses who in turn need it to ship the goods to the end customers. It connects the different parts of the supply chain and helps convert the final product into sales – thus generating revenue for the organization. It’s safe to say that transportation is the backbone of the entire supply chain.
A Deeper Look into Your Supply Chain
There are many factors that need to be considered when conducting a complete assessment of your supply chain. However, the health of the system can be easily ascertained by taking a look at how your transportation management system measures against the parameters given below:
Freight Costs: Transportation is a cost center. It’s considered to be operating at an optimum level if the rates are contained within a certain range of the cost per unit of shipment or net sales/purchase price of raw materials. The range of acceptable percentage varies from industry to industry.
Transit Time: Transit time is one of the main indicators of successful transportation planning. If your transport rates are low but the transit time is long, then you are saving money at the cost of service quality.
On Time Delivery: Are you delivering products within the timelines agreed with your customers or your retailers, such as Walmart or Target? Is the warehouse inventory replenished timely? Is the factory receiving goods in time? If the answer to these questions is yes, then its a plus point for your transportation planning. If the answer to any of these questions is no or most of the time, then you need to rework your transportation planning.
Damages: If you have managed to contain the transport rates and deliver within acceptable transit time, but there’s the rate of damage claims are high, then again, your transportation planning needs to be restructured.
Shipment Visibility: A good transportation system offers you and the customer visibility into the shipment’s location from the time it leaves the starting point until it reaches the intended destination.
Capacity Utilization: Are you utilizing truck capacities to the fullest extent possible when planning your deliveries or spaces on trucks are going underutilized? Unutilized space will translate into higher cost per shipment, leading to uncompetitive products and loss of profit.
If you’ve gotten a negative result or response for any of these parameters, then it is time to get a thorough inspection of all aspects of your supply chain.
At BlueGrace, we understand the importance of operating a robust supply chain. That’s why we offer a FREE Supply Chain Analysis to help you gain insight into how your supply chain is performing. Call us at 800.MY.SHIPPING, or fill out the form below to speak to one of our experts and set up your free supply chain analysis today!
Insurance is an important part of risk management. It helps businesses mitigate financial loss arising from unforeseen events that may disrupt their supply chain. Transporting goods from one location to another is a crucial part of the supply chain. It is what keeps the business running. Hence, transport or cargo insurance should be an essential part of a shipper’s supply chain risk management strategy.
While most shippers understand the importance and the need for cargo insurance, there’s a debate on whether to rely on carrier liability or to get a separate insurance policy.
In the webinar titled Be Sure, Be Insured, Brian Blalock, Senior Manager Sourcing Strategy, BlueGrace, and Tyffany Gunn Kelley, Senior Manager Strategic Partnership and Channel Partner Program, UPS Capital, discuss: the difference between carrier liability and real insurance importance of insurance insuring solutions how organizations can manage risks to their supply chain
the difference between carrier liability and real insurance
importance of insurance
how organizations can manage risks to their supply chain
Here are a few important pointers from the webinar:
UPS Capital appointed Harris Poll to survey U.S professionals who supervise shipments or are key decision makers for their company to understand their views on cargo insurance and how they manage risks in their supply chain. For the study, Harris Poll surveyed more than 600 professionals.
Why do shippers need insurance?
Setting the direction for the webinar, Tyffany shared some of the findings from the survey which highlights the risks to shipments during transit and explain why shippers need insurance:
1 in 10 shipments face a glitch
92% of the respondents said they experience some delay, loss, or damage in transit each year
15% of shipments can be affected due to in-transit incidents
Approximately a loss of USD 56 Billion is reported annually due to cargo and freight movement (National Cargo Security Council)
No mode of transport is free of incidents like lost shipments, damages, or delays
Full truckload shipments report a loss of 12.8% annually
LTL shipments show an annual loss of 10.8%
Loss from ocean freight stands at 9.9% annually
Air freight reports a loss of 9.5% annually
What is the impact of lost, damaged or delayed shipments?
To provide some perspective on the kind of damage such incidents can cause, UPS Capital asked the respondents to list down the areas that they thought were adversely affected due to lost, damaged, or delayed shipments:
52% respondents said it hurt customer relationships
51% respondents said it resulted in financial loss
46% respondents said it cost them in terms of employee time and cost
36% respondents said it had a negative impact on company reputation
What is shippers’ view on carrier liability?
Do shippers, logistics professionals, decision makers understand what carrier liability is and what kind of coverage it provides to their valuable shipments? The survey provides some alarming results.
According to the results from the survey, almost 90% of the shippers rely on carrier liability to manage risks to cargo while in transit.
Approximately 39% of the respondents thought that carrier liability is the same as real insurance.
While 61% of the respondents believed that carrier liability and insurance were not the same, only a few of them were able to pinpoint the difference between carrier liability and insurance and the extent of cover each provides.
Almost 25 – 50% of the participants thought that their carrier liability provided cover for incidents or events that it actually did not.
Why is carrier liability not enough?
Since a majority of shippers rely on carrier liability, it is necessary to understand what carrier liability is and how much coverage it actually provides.
The Business Dictionary defines carrier liability as “Air and ocean carriers are normally liable for all damage, delay, and loss of cargo except those arising from the act of God, act of the shipper, and the inherent nature of the goods from acceptance of cargo through its delivery or release. Air carriers are usually liable under Warsaw convention, and ocean carriers under Hague convention.”
The definition of carrier liability, also explained by Tyffany, itself provides a list of instances where a carrier cannot be held liable for loss to shipment during transit. Apart from the given instances, as Tyffany shares, the law allows carriers to limit their exposure and exempt a variety of situations thus further limiting their liability. To cite a few examples from the webinar that carrier liability does not cover:
Cross-border shipments getting damaged by a customs agent or other government agency during inspection
Pirates, hijackers or other “assailing thieves” stealing ocean containers
A fire breaking out on a cargo ship that destroys cargo on board
What are the benefits of real insurance?
Along with providing a variety of policies which may be customized to suit the shipper’s requirements, real insurance also offers a host of benefits that can mitigate financial loss, help maintain the market reputation and customer relationships. Some of the benefits highlighted in the webinar include:
Claims are settled based on the real valuation of the shipment
It provides insurance coverage for all modes of transportation
It covers door-to-door, so no separate policy is needed in case of multi-modal transportation
However, getting a cargo insurance policy is not a complete solution. It is also necessary to record the information about your supply chain so that you can understand the consequences in relation to claims. One of the best ways to do it is in a transportation management system, says Brian.
To know more about why you need real insurance coverage, insurance solutions and how a transportation management system can help keep track of and manage insurance claims, make informed business decisions for your supply chain, and mitigate risks to your supply chain watch the complete webinar HERE.
Want to know more about UPS Capital’s insurance plans offered to BlueGrace customers or our transportation management system? Connect with our team today by filling out the form below, or call us at 800.MY.SHIPPING.
It is a well-known fact that supply chain is increasingly becoming digital. But is simply adding a digital component to the complex supply chain network enough to make it efficient? Will it provide the edge that companies need to win in the current cut-throat and ever-changing global business environment?
What more is required?
According to a study conducted by IBM and National Retail Federation (NRF), the retail and consumer goods industry is designating intelligent automation, also known as artificial intelligence, as the future of supply chain. For this, IBM and NRF surveyed 1,900 retail and consumer products company executives across 23 countries.
The survey revealed that “intelligent automation capabilities help increase the annual revenue growth by up to 10 percent”. It found that of all the respondents surveyed, around 85 percent from the retail sector and 79 percent from the consumer products sector “plan to use intelligent automation for supply chain planning by 2021”. The study also found that 79 percent of the retail industry respondents “expect to use intelligent automation for customer intelligence by 2021”.
Combining human capabilities with intelligent automation can help reduce errors and encourage the culture of digital operations and customer experience innovations.
According to IBM, integrating supply chain with customer insight is essential for the success of the omnichannel. It further added that combining human capabilities with intelligent automation can help reduce errors and encourage the culture of digital operations and customer experience innovations.
When the retail and consumer goods industries, who have the most complicated supply chains, are envisaging intelligent automation as the future of the supply chain, then can logistics – the core of supply chain be left behind?
Definitely not. In fact, the current logistics landscape which is highly fragmented and complex will benefit immensely by leveraging the power of intelligent automation in its day-to-day functioning.
How Intelligent Automation Will Benefit Logistics
Better planning: Intelligent automation can integrate and streamline transportation planning, route planning, warehouse network, and inventory planning. It will enable data sharing among all functions, highlight errors and outliers in the data, and speed up data analysis thus increasing efficiency, improving accuracy and lowering operating costs.
Increased Transparency: The global nature of the industry, different rules and regulations across countries and multiple stakeholders has made transparency in operations and business transactions mandatory. Intelligent automation can be used to add checks at all data entry points to make sure that only verified and correct information enters the system and is available to all stakeholders on demand. This will improve decision-making, reduce incidents of miscommunication between users (internal and external), and decrease dependency on other departments for data.
Enhanced Visibility: A system empowered with smart technology like GPS and RFID can enable users to track shipments from pick up till the final delivery location. This can improve multimodal transportation planning and also keep the customers updated with a more accurate expected time of delivery. Visibility of shipments and other aspects of the supply chain also supports the planning function, highlights possible issues before they become roadblocks, and allows better control over the process.
Improved Efficiency: Adopting artificial intelligence to empower systems and processes will greatly reduce duplication and monotonous tasks. This, in turn, will improve both human and machine efficiency and reduce the turnaround time for each task to be completed.
Refined Analytics: Logistics is a data-intensive function. A large amount of data is used as the base for making strategies and taking decisions. An intelligent automated reporting system can reduce the time taken to collate, clean, format the data and minimize errors, thus leading to better, informed and quicker decision making.
Further benefits can be derived on a case to case basis as the technology is put in use. However, like with all new things, there’s a need to exercise caution.
These are just some of the benefits of using intelligent automation in logistics. Further benefits can be derived on a case to case basis as the technology is put in use. However, like with all new things, there’s a need to exercise caution. In a statement by the company, Luq Niazi, global managing director of IBM Consumer, explains the care organizations working with intelligent automation need to take. He says “The entire value chain operational infrastructure of B2B and B2C commerce, there has already been an increased adoption and demand for intelligent automation. This also brings forth the need for stronger transparency, ethical practices and business prioritization to evaluate and deploy AI responsibility.”
We at BlueGrace understand the importance of an intelligent tech-enabled ecosystem. Hence we have leveraged intelligent automation to build our transportation management system. The BlueGrace TMS provides its users with high-tech tools, visibility, visual analytics, speed, reliability, and it easily integrates with other systems and technologies. Along with performing all the regular functions, it also empowers you to identify opportunities to reduce costs and optimize your supply chain. To connect with our team to know more about BlueGrace’s TMS and how it can support your business growth, contact us at 800.MYSHIPPING or fill out the form below, and one of our experts will contact you today!
We’ve all heard that turnabout is fair play but in the trucking market, that mentality could make for a vicious marketplace. Of course, no one likes to pay any more for a service than they have-to, but given the fluctuations that happen within the freight market it’s all part of the game, right?
The problem is, when you focus solely on the bottom line, working relationships, the level of the provided services, and customer care can often be shoved to the wayside.
A Fairweather Friendship
While not all shippers will use and abandon their third-party (3PL) logistics providers during an economic shift, enough have done so in the past that left a bad taste in the mouths of 3PLs.
Shippers tend to shy away from their “partners” when times are good, capacity is plenty, truckers are looking for freight. When spot rates climb, however, shippers tend to look for shelter in the contract market which makes for a volatile spot market that makes matters much worse than they need to be.
If shippers weren’t as fickle during market shifts there would be more market stability. For shippers though, the bottom line is often considered as the most important factor.
During 2017 we saw both Hurricane Harvey hit the coast as well as the introduction of the Electronic Logging Mandate. As a result, shippers skipped the middleman and dropped their 3PLs, opting to work directly with large asset-based carriers instead.
A year later, spot rates have dropped as much 12 percent, according to data from DAT solutions, which are resembling those seen back in 2017 across several markets. Conversely, contract rates have risen, on average, about 14 percent in 2018 and have increased a further 6 percent this year.
With spot rates on the rise, shippers once again turn to third-party logistics providers with relatively no hard feelings. With negotiations underway, both parties more or less walk away happy.
Creating a Vicious Cycle
The same cannot be said for that type of mentality when it’s applied to the trucking companies, however. Here the negotiations tend to carry the memory of what happened the last time rates shifted in the favor of one side or the other. To be fair, that adversarial behavior does swing both ways. When capacity gets tight, trucking companies raise their rates to support the demand. When demand is low, however, and trucking companies are scrambling for a full load, shippers will push for lower rates, a behavior that seems to be hardwired into the business.
Here is where 3PLs can bridge that gap and help to even out the “revenge” style of marketing.
It’s hard for many companies to part with that “grudge” mentality, especially when both sides are angling to take advantage of one another when the market permits it. You’d be hard pressed to find a business that is willing to say “Sure, we’ll reduce our rates in favor of a good compromise,” and instead sounds more like “You raised your prices on us. Now it’s our turn.” Here is where 3PLs can bridge that gap and help to even out the “revenge” style of marketing.
The True Value of a 3PL
One of the biggest benefits of a 3PL is that they can help a shipper to access different parts of the very fragmented trucking industry. If a shipper has access to large trucking companies, a 3PL can give them access to smaller carriers, both of which have a place in a shippers supply chain.
“It’s hard to handle relationships with tens of thousands of carriers, so if you let the broker handle that portion, and you have a relationship with your top 10-15 asset based carriers, everyone can have a piece of the pie and work more collaboratively,” said Mark Ford, Chief Operating Officer at BlueGrace Logistics.
The main objective of any business is to conquer new frontiers and markets. And, to do this, it requires a wide logistics network and a robust, flawlessly executed logistics strategy.
As we explained it in more detail in one of our previous articles, 7 BENEFITS OF OUTSOURCING LOGISTICS TO A 3PL — The main objective of any business is to conquer new frontiers and markets. And, to do this, it requires a wide logistics network and a robust, flawlessly executed logistics strategy. Your 3PL partner is expected to and can help you achieve your business goals. They may either have their own network across regions or they may have business collaborations with transporters storage facility providers in different regions or a mix of these two, their own network in some cities and collaboration in another. They are thus better placed to help you expand and grow your business. To do this, all you need to do is work with them in a collaborative manner to din the most optimum solution to reach your customers.”
However, shippers who are too focused on their bottom line have a harder time seeing that value in a 3PL partner and might even remain hard pressed to change their ways.
It’s less a matter of saving a few cents on the mile, however, and more about creating a sustainable and, more importantly, profitable supply chain.
It’s less a matter of saving a few cents on the mile, however, and more about creating a sustainable and, more importantly, profitable supply chain. For shippers who are willing to keep an open mind and maintain a good working relationship with carriers and 3PLs alike have a great opportunity to build longstanding and mutually beneficial relationships. Utilizing a 3PL as a broker can help to save money when the markets fluctuate, but using them as a supply chain consultant is where they can truly save in the long run.
There are a number of other benefits that can come from working with and outsourcing your logistics to a 3PL. Not the least of all, a better and stronger bottom line. If you would like to speak to one of our experts, call us at 800.MYSHIPPING or fill out the form below.
BlueGrace Logistics, a nationwide third-party logistics provider, is pleased to announce that Food Logistics has named Chris Kupillas, Regional Vice President, to its 2019 Food Logistics Champions: Rock Stars of the Supply Chain award.
Kupillas is Regional Vice-President for BlueGrace Logistics and the managing director of the Los Angeles office. He has a special focus on the complexity of the food distribution vertical, and works closely with his team developing tools, strategies, and planning processes to optimize supply chains of rapidly growing food and beverage distributors.
“There is no better title than “Rock Star” to encapsulate Chris’ efforts on behalf of BlueGrace,” said Bobby Harris, CEO, BlueGrace Logistics. “Chris has deep industry knowledge that makes him our customers’ ideal partner. He inspires the team and follows one of our top core values, which is to set outrageous goals. As a result, he is someone that everyone at BlueGrace looks up to. I am proud to have Chris as a member of the BlueGrace team.”
The work Kupillas does for BlueGrace isn’t just about getting products delivered on time, but how proper planning can help lean out inventory levels, plan production schedules, and drastically improve fill rates. Kupillas works with several large CPG clients and his creation of the foundation for the BlueGrace Big Box / Retail Compliance program earned him a spot on this impressive list, and helps BlueGrace’s food and beverage customers to stay a step ahead of food safety, tracking and compliance requirements. Through the development of these processes and tools, BlueGrace has been able to help customers increase Must Arrive By Dates (MABD) compliance from as low as 26% to over 95% within 90 days of implementation.
The Food Logistics Champions: Rock Stars of the Supply Chain recognizes influential individuals in our industry whose achievements, hard work, and vision have shaped and attained milestones in safety, efficiency, productivity and innovation through the global food supply chain. From early pioneers and entrepreneurs to non-conformist thinkers and executive standouts, this award aims to honor these leaders and their contributions to our industry.
“Our 2019 Food Logistics Champions: Rock Stars of the Supply Chain reflects the expanding diversity that is emerging in our industry, both in terms of demographics and talent,” remarks Lara L. Sowinski, Editorial Director for Food Logistics. “The combination of experience and wisdom complemented with a new generation of professionals is resulting in a food and beverage supply chain that is in sync with consumers’ demands while simultaneously adept and staying ahead of the logistical requirements.”
Recipients of this year’s 2019 Food Logistics Champions: Rock Stars of the Supply Chain award will be profiled in the March 2019 issue of Food Logistics, as well as online at www.foodlogistics.com.
About Food Logistics
Food Logistics is published by AC Business Media, a business-to-business media company that provides targeted content and comprehensive, integrated advertising and promotion opportunities for some of the world’s most recognized B2B brands. Its diverse portfolio serves the construction, logistics, supply chain and other industries with print, digital and custom products, events and social media.
Food Logistics is published by AC Business Media, a business-to-business media company that provides targeted content and comprehensive, integrated advertising and promotion opportunities for some of the world’s most recognized B2B brands. Its diverse portfolio serves the construction, logistics, supply chain and other industries with print, digital and custom products, events and social media.
About BlueGrace Logistics
Founded in 2009, BlueGrace Logistics is one of the largest third-party logistics (3PL) providers in the United States. With over 500 employees and working with over 10,000 customers to provide successful shipping solutions, the company has achieved explosive growth in its 10-year operating history. Backed by a $255 million investment by private equity firm Warburg Pincus, the company operates 12 locations nationwide, and its headquarters are in the sunny Tampa Bay area of Florida. Please visit www.mybluegrace.com for more information, or check out BlueGrace Logistics on Facebook, Twitter, Instagram and LinkedIn.