As the global supply chain settles into the COVID19 technology driven and customer-centric decade, there’s no time to pause and reflect on what has happened. Now, more than ever is a time for action. You need to pick up the pace and ensure that your processes are leaner, faster, and you are equipped to meet your customer’s expectations. Understanding the nuances of your supply chain and how to improve upon it is the best way to achieve maximum savings, optimize efficiency, and manage customer expectations.
We’ve come up with a concept called the Three M’s, three key areas that you can explore and break down in order to realize the full potential of your company that can help you to get the biggest, fastest savings in your supply chain, today.
They are: Measure; Manage; and Maximize.
The first of the three M’s is the measure, and it’s all about understanding your supply chain and how it functions. To measure your supply chain is to create an overview of your operations and within that, to develop an understanding of your key processes and where your company’s strengths and weaknesses lie.
Understanding how to create an overview of your supply chain is the very first step in measuring what your company is doing right now and what your current process looks like.
“Understanding how to create an overview of your supply chain is the very first step in measuring what your company is doing right now and what your current process looks like. Either creating an overview or even having an external analysis done by a third party will help you gain visibility and understanding why you’re doing things the way that you do and then taking that information and turning it into actionable information that your company can then use to make better business decisions,” suggests Amanda Staffon, our Senior Business Development representative.
Measuring can help you to:
Analyze the need for process improvements.
Understand where cargo can be consolidated to increase cost savings.
Measure carrier cost structures to maximize efficiencies and lower costs.
Better financial efficiency of your end to end supply chain network.
Enhanced control over shipment scheduling.
Manage is all about the internal conversation within your organization. It’s about understanding why key stakeholders which should include, vendors, purchasing, customer service, sales, are making the decisions that they do and how those decisions affect your supply chain. Manage is also about understanding the flow of goods, money, and information throughout your organization.
The data and analytics gathered during the measure phase is instrumental to a proper understanding of your operations
The data and analytics gathered during the measure phase is instrumental to a proper understanding of your operations and can create the insight necessary to understand why these decisions are being made and how you can improve upon them.
There are four key advantages to the management phase:
Visibility across the entire supply chain from sourcing raw materials to the delivery of finished goods
Modeling future supply chain scenarios as your company grows/changes to ensure speed to market while maximizing cost structures.
Complete insight into the production, partner, and supplier performance to ensure responsiveness to customer needs.
A Global perspective to keep updated on the latest developments and optimize processes across North America.
The last of the three M’s is Maximize, and all about making the most possible good from every factor and decision within your organization. For example, technology helps to maximize efficiency and, in turn, increase profitability.
A well-managed supply chain provides companies with the ability to execute best practices
The other two steps are crucial to maximize as they help you to understand the layout of the organization and what steps you need to take in order to see the most benefits, whether that be further developing strengths, optimizing a specific aspect of your operation, or outsourcing aspects that your company isn’t particularly strong in.
A well-managed supply chain provides companies with the ability to execute best practices in the following areas:
Risk Management and Contingency Plans
Putting it into Action
Of course, the first step in this process is often the most daunting. During the uncertainty, dedicating resources (time, energy, money) to anything that doesn’t have an immediately apparent return can be terrifying. However, taking that first step is most important as it lays the path towards improvement and growth in the future.
We encourage you to listen to our free Webinar about the Three M’s to get a more in-depth understanding of the process as well as to take advantage of our free supply chain analysis to see how BlueGrace can help you to improve and optimize your operations.
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.
Our highways and transit infrastructure are mainly funded through the Highway Trust Fund (HTF), which in turn is primarily funded by the federal motor fuel tax. Since 2001 the HTF has consistently spent more than it generates through highway and transit programs. The shortfall has been covered mainly by the $144 billion it’s received from the Treasury’s general fund. The Congressional Budget Office estimates that the HTF will hit bottom by 2022.
Senate Environment and Public Works Chairman John Barrasso and Finance Committee member John Cornynhave proposed the S. 2302 bill which would impose a Vehicle Miles Traveled (VMT) tax on commercial truckers. The bill is part of a three-prong approach, Barrasso and Cornyn are also looking to tax electric vehicles as well as index the motor fuels tax.
As cars increasingly become more efficient, and the use of electric cars become more prolific, fuel tax revenues decline accordingly. The tax on electric vehicles looks to regain the lost revenue, and with automakers planning to launch up to 100 new electric vehicles by 2023, it’s a good idea. But it’s a small piece of a massive puzzle.
Commercial trucks do take a heavier toll on our highways than lighter vehicles. Therefore, the VMT imposes a tax on the miles traveled. The heavier the truck, the more damage it does to our roads, which is why a scaled tax structure based on a truck’s configuration and weight. It sounds like a fair deal, those who do the most damage pay the highest bill.
However, the industry argues, that they already pay a steeper sum than other highway users through fees, an excise tax on tires, and a heavier gasoline bill, paying six cents-per-gallon more than other motorists. Then there’s the question if the industry can support the increase, given the number of trucking companies that closed its doors in 2019, it’s a fair question. And lastly, could the tax be implemented in a fair and trustworthy manner?
Using data on 2017 truck traffic, the CBO estimated that a tax of 1 cent per mile on all roads would have raised approximately $2.6 billion if imposed on all commercial trucks. However, in order to cover $14.6 billion that truck owners paid in 2017, as well as their proportional share of the $13.5 billion deficit, the tax would need to be increased to 7.5 cents per mile, which would have generated a total of $19.4 billion. The CBO warns two behavioral responses would result: a reduction in overall freight shipments and a shift in some freight traffic from trucks to rail.
Together, the gasoline and diesel taxes yielded close to 90 percent of the $40.9 billion in revenues credited to the trust fund in the fiscal year 2017. Of that amount, $25.9 billion (64 percent) came from gasoline taxes and $9.8 billion (24 percent) from diesel fuel taxes. The three taxes that apply to trucks and other large vehicles generated revenues totaling $5.2 billion.
Capital and Implementation Costs
Three methods of implementation are offered:
Electronic logging devices (ELD) installed in cars (capital costs would depend on the set of trucks included in the tax base, intermediate enforcement costs)
Collection booths or RFID readers on road gantries (significant capital costs, low enforcement costs)
Periodic odometer reporting (no capital costs, high enforcement costs)
Although costs are uncertain, capital and implementation costs would, of course, cannibalize a portion of the revenue.
The American Trucking Associations wants to raise fuel taxes by 5 cents annually over four years, which would bring in $340 billion over ten years. Although it continues to lack Senate support, The American Road & Transportation Builders Association (ARTBA) advocates for both an increased motor fuel tax and the VMT tax.
The Owner-Operator Independent Drivers Association(OOIDA) members aren’t mincing their words. In a letter written on February 24th to Chairmen Grassley and Barrasso, the OOIDA says the ARTBAs support of the VMT tax is “shameless, and exposes the organization’s ignorance.” Chris Spear, President of the American Trucking Associations, and Sheila Foertsch of the Wyoming Trucking Association call the tax discriminatory.
Trucking-aligned farm groupswant broad-based funding mechanisms and caution the VMT would place a disproportionate share of the burden on freight transportation and would leave U.S. agriculture at a competitive disadvantage against foreign competitors.
As the ARTBA pointed out in their letter, if a controversy-free solution existed, it would have been enacted years ago. But America’s infrastructure is failing, and transportation investment is coming up short by the tune of $1.1 trillion by 2025. According to the American Society of Civil Engineers’failure to Act study, by 2025, the nation will have lost almost $800 billion in GDP and have 440,000 fewer jobs due to transportation system deficiencies. Time is of the essence.
Twenty years ago, no one would have imagined for a second that they could order a product online in the morning and have it on their porch before they got home from work. Today, it’s all but expected that delivery occur within very small timeframes, even the same day.
The battle amongst large players in the e-commerce segment like Amazon and WalMart for fastest delivery times appears to only be escalating, meaning consumers are becoming more and more used to getting their packages within a couple days. This means changes in logistics operations must continue to evolve in order to support these demands. Note: Download our whitepaper, Walmart: The Retail-Supplier Relationship for even more details.
In order to keep up with consumer demand, logistics must evolve.
Today’s consumer demand means that buyers expect more from suppliers. They need the right merchandise delivered at the right time in precisely the way they need it delivered. When these expectations aren’t meant, suppliers may be faced with penalties that can be crippling. The drive for on-time delivery can also lead to unexpected accessorial fees. In order to keep up with consumer demand, logistics must evolve.
Logistics Technology Evolves to Meet Demands
Many logistics divisions are turning to technology to help meet evolving demands. Without the technology, keeping up is a pipe dream for many operations. Here are some of the technologies logistics operations are falling back on in order to serve their customers better:
Demand Planning– It’s critical to stay ahead of the game when delivery timeframes are so short. Demand planning software is changing to make sure suppliers are ready to meet demands.
Smarter Analytics– Top notch analytics are being implemented across logistics operations, from warehouses to transportation, to give logistics providers a leg up. Analytics are used to support many arms of the logistics operation, as well as keeping stakeholders informed.
TMS– Comprehensive transportation management systems are critical to getting loads out the door and ensuring on-time delivery. Improved routing, load tracking, cost control, and reporting are critical to helping companies meet consumer demands while working within their operational budget.
IoT– The Internet of Things has major potential to help suppliers meet stringent demands. Load tracking (i.e., real-time GPS tracking) and monitoring (i.e., atmospheric conditions, handling sensors to detect impact to parcels) are two major IoT applications being implemented by cutting-edge suppliers to improve delivery.
Blockchain– Blockchain is a technology being implemented to improve traceability and accountability in supply chains by recording data in a way it can’t be tampered with or changed.
Demands for Faster Delivery Mean Demand for Better Visibility
A transparent supply chain is one of the most important factors in meeting deadlines. Consumers and retailers alike insist on knowing where their merchandise is, when they’ll get it, and how they’ll get it.
Supply chain visibility is a top priority at most companies, but only 6% of companies say they’ve achieved full visibility. While supply chain visibility ranks behind OTIF and delivery issues in a 2017 Geodis survey, it may hold the key to solving those problems.
Staying one step ahead is critical to supplier success, and stagnation simply won’t do in the current logistics
Consumer and retailer demand will inevitably continue to evolve and put more pressure on the logistics industry. Staying one step ahead is critical to supplier success, and stagnation simply won’t do in the current logistics market. Wondering how your logistics operations can keep up with ever-hastening delivery expectations? Contact one of our representatives at 800.MY.SHIPPING or fill out the form below to get a free supply chain analysis from one of our experts!
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.
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.
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!
The saleability of a product is not only dependent on its quality and features, but also on how it is delivered and how soon it can reach the customer. In other words, delivery has become a crucial part of a business’s success. If it’s managed effectively, it can positively impact the bottom line and help build a stellar market reputation. If not, then it can have a negative effect on both.
In our March webinar, titled Time Definite Freight and Positive ROI, Brian Blalock, Senior Manager Sourcing Strategy, and Eric Chambers, Vice President, Field Performance at BlueGrace Logistics, discuss the delivery method that is redefining the logistics landscape.
What is Time Definite Freight?
What is time-definite freight and how is it different from the normal freight delivery mechanism? How does it benefit the business and its customers? These and other such questions tend to arise when we discuss why this delivery trend is quickly becoming an integral part of an organization’s logistics strategy and customer service offering.
Time-definite freight is precision delivery. It’s not on any given day or any roundabout day. It’s on a particular day, a particular time – morning, afternoon, AM, PM. It can be any time of the 24 hour day.
To address these questions and provide context to the discussion, Eric explains “time-definite freight is precision delivery. It’s not on any given day or any roundabout day. It’s on a particular day, a particular time – morning, afternoon, AM, PM. It can be any time of the 24 hour day.”
This definition provided not only answers the “what” but it also gives an insight into “why” shippers and logistics service providers need to know about it and make it a part of their organization’s logistics strategy. It is important because it puts the customer’s requirements at the center of logistics planning, ensuring that goods are delivered according to the timelines given by the customer.
Is Time Definite a New Logistics Solution?
The life sciences industry, e-commerce, cross border express providers like UPS, FedEx; last mile solutions by truckers, Amazon Prime’s free 2-day delivery, and disaster recovery institutions like the Red Cross are all using time-definite transportation.
No, it is not. Certain industries are already leveraging this delivery mechanism to optimize their supply chain and provide better service to their customers. The automotive industry started using just-in-time (a form of time-definite delivery) years ago. The life sciences industry, e-commerce, cross border express providers like UPS, FedEx; last mile solutions by truckers, Amazon Prime’s free 2-day delivery, and disaster recovery institutions like the Red Cross are all using time-definite transportation.
What Are the Benefits of Time Definite Delivery?
“There are many many benefits of time-definite, it really depends on the individual working in a company or its customers”, says Eric. To provide an insight into how time definite can help improve the bottom line, he shares that it can help reach end customers faster and reduce handling points in a delivery.
When multiple handling points in a delivery are eliminated, the handling costs go down and it also reduces the probability of the shipment getting damaged.
Both of these things have a huge impact on the bottom line. For example, if you are able to take your product to the market faster, it not only helps improve the cash flow but also ensures that you are a step ahead of the competition. Similarly, when multiple handling points in a delivery are eliminated, the handling costs go down and it also reduces the probability of the shipment getting damaged.
Technology & Optimizing Time-Definite Freight
Given the fact that technology is being leveraged to improve and optimize different aspects of logistics, it is but natural to ask if time definite can be further improved with technology? Yes, it can.
Speaking about how technology is making time definite a complete logistics solution, Eric shares that:
Technology can be used to improve response time and on-time delivery.
Technology can provide real-time visibility of the shipment.
If the shipment requires certain transit conditions, they can be arranged with the help of technology. For example, temperature monitoring and reporting to FDA for compliance for pharmaceutical products.
Technology can improve inventory forecasting and replenishment, thus minimizing loss of sales due to stockouts.
Success factors and a Real-Life Use Case
It’s not enough to just deploy new systems and processes. It is also important to know if they are working for you and your customers and how they can be further improved.
To know the success factors of Time-Definite Delivery and how we at BlueGrace collaborated with a pharmaceutical company to handle a critical business situation with the help of technology-powered time-definite delivery watch the webinar here.
Questions regarding Time-Definite Freight, or want to explore how you can make it a part of your logistics strategy? Connect with our team by contacting us at 800.MY.SHIPPING or fill out the form below.
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!
Controlling costs is critical for any business to be successful. When working with a supply chain, the more complex it is, the more chances there are for additional costs and surcharges, any of which can cost your company a great deal of extra money.
They are any freight services that go beyond the normal scope of pickup and delivery.
Accessorial charges are a particular type of surcharge. They are any freight services that go beyond the normal scope of pickup and delivery. This can include inside or special delivery charges, waiting or detention time, fuel surcharges, storage fees, and many others. Given the way the freight market is changing, especially due to the rise and continual growth of e-commerce, many companies are looking to a more specialized version of last mile delivery as customers want their products sooner rather than later. The “white glove” last mile service, while costly, is growing increasingly important as customer service is becoming one of the last true differentiators among the competition.
In our webinar, we covered the basics and most common questions of accessorial charges which include:
What are accessorials?
How do they affect cost?
How do they affect supply chain efficiency?
How can we mitigate problems?
How do we know if we have a problem?
Consumers want their product today, that means that retailers want it delivered, checked in, and on the shelf yesterday.
Logistics and supply chain management has become a very tight game, almost cutthroat in its harsh severity. Consumers want their product today, that means that retailers want it delivered, checked in, and on the shelf yesterday. With the ability to order just about anything a consumer could possibly want from the vast online marketplace, brick and mortar retailers have to run an even tighter ship than they have before if they have any hopes of competing. To that end, some retailers are upping the ante and doling out punishment for shippers who aren’t in compliance.
WHAT ARE ACCESSORIALS?
As we mentioned above, accessorials are extra charges associated with freight delivery that fall outside simple pick up and delivery. We gave a few examples above, but those are by no means the only accessorial charges that you could be stuck paying. Here are some other types of common accessorial charges.
Appointment / Notify
Sort & Segregate
While inaccurate weighing of freight could be a result of an honest mistake, the cost of that mistake can add up quickly.
It’s important to control and monitor as many of these as possible to help control costs. Consider reweigh charges for example. When a carrier weighs freight and compares the actual weight to what’s listed on the bill of lading, the difference can be instantly tacked on to the invoice. For shipments that are 50 pounds or more over what the bill of lading states, there is a $25.00 validation fee as well as an increase to shipping costs. Additionally, all freight fees, fuel surcharge fees, and any other applicable accessorial fees will be adjusted accordingly. While inaccurate weighing of freight could be a result of an honest mistake, the cost of that mistake can add up quickly.
HOW ACCESSORIAL FEES CAN AFFECT YOUR SUPPLY CHAIN
One way to better control accessorial charges is to have a more efficient and agile supply chain. Detention fees are a prime example of where efficiency pays off. For the LTL market, every shipment has a set amount of free time per stop before the charges start being applied. While this is based on weight, meaning that heavier shipments have more time, it can be hard to gauge just how long each stop is going to take which leaves your company exposed to detention fees.
Another thing to consider is that the ELD mandate severely limits the amount of working time a driver has available. The longer it takes to load and unload freight can cause delivery delays and will ultimately increase the price of a shipment. Once you start adding detention fees onto the bill it can quickly become more expensive than you were initially anticipating.
It’s critical to have your supply chain running smoothly and efficiently.
Because of this, it’s critical to have your supply chain running smoothly and efficiently. Not only does it increase the chances that you will make your delivery schedule, but having a more efficient operation makes you a more attractive customer to carriers (which increases the likelihood of getting the capacity you need) as well as helping to control shipping costs.
LEARN MORE ABOUT HOW YOU CAN MANAGE ACCESSORIAL CHARGES
When it comes to controlling costs, the more you understand about extra fees the better off you’ll be. Because many of these accessorial charges can compound and complicate others, it’s important to understand the full workings of your supply chain and identify any potential problems before they arise.
The truth of the matter is that the more you understand your freight and the way your carrier works, the more accessorial fees you can either reduce or negate entirely. Many of these fees won’t even enter into the picture so long as the shipper is taking the time to make sure they’re doing things right. Doing this means preventing the issue before it even begins. On the other hand, if your freight invoice is coming as a bit of a shock, it might be time to take a closer look at the surcharges and determine what you can you do to correct the issue.
Ultimately, everything we covered in the webinar is about helping your company to manage these fees and perform better across the board. From internal operations to external executions, everything is connected and we break it down for you. Watch the full webinar to learn more about how you can be successful!
There are a number of other benefits that can come from working with and outsourcing your logistics to a 3PL. If you would like to speak to one of our experts, call us at 800.MYSHIPPING or fill out the form below.
Congratulations! You made it this far – you’re a Walmart supplier. To achieve this, you’ve provided all your information, proven that your products are a good fit for Walmart’s customers and demonstrated that you are the sort of business Walmart wants to work with. You’ve filled in the forms, shared your certificates and completed the 11 step onboarding process.
It’s a fantastic achievement. According to Walmart, you’re now one of 100,000 businesses worldwide supplying products to its customers. That number demonstrates just how much Walmart is the “800 lb. gorilla” in the supply chain, and it’s also a mark of how highly regarded you are, as a CPG company, to have it agree to distribute your products.
We know that all your distributors, all the retailers you sell wholesale to, are important to you, but Walmart is possibly just that little bit more special. Whether you’ve just started, or have been supplying it for a few years, it’s a different business to the one we all grew up with. The pressure Walmart faces are the same as the rest of the retail sector. Its size is a double-edged sword – its footprint of stores and operations means there are more places to be affected by market disruptions, yet it has the resources to not only weather the storm, but profit from it too.
Just being big isn’t enough, however. What marks Walmart out is its commitment to innovation. In July 2019 it opens its first high-tech consolidation center — a 340,000-square-foot dock in Colton, California that will use automated technology to receive, sort and ship freight. According to the announcement, this ‘will enable three times more volume to flow throughout the center’.
Walmart innovates to maintain its position. Why does it need to do that?
The Situation Today
Walmart needs to continually innovate because it faces a very real threat.
Amazon has been at the forefront of the consumer shopping experience revolution. One-click payments, same-day delivery in certain geographies, multiple delivery and collection options, dash buttons – all features that are shaping customer expectations. Its dominance of the retail landscape is such that it has gone from driving 15 percent of core US personal consumption expenditure (PCE) growth in 2013 to 69 percent in 2017, according to Morgan Stanley Research.
This has forced many retailers, including Walmart, to revise how they serve customers. For Walmart, that means a switch from building stores to focusing more on e-commerce to drive growth. In September 2016, it acquired e-tailer Jet.com, accelerating its online sales and helping it to outperform the retail sector within a year. It consolidated its e-commerce position with the purchase of Indian online retailer Flipkart in 2018.
In much the same way that Amazon purchased Whole Foods to acquire physical presence, Walmart acquired Jet.com to give it a credible e-commerce function.
That does not mean that Walmart is abandoning its bricks and mortar business. Those stores mean that it is closer to more people in the US than any other retailer, with 90 percent market penetration, versus Amazon/Whole Foods’ combined 74 percent.
So, Walmart is closer to you, but Amazon can offer a great experience. This is where Walmart’s innovation switches from automation technology in vast consolidation centers to delivering efficiencies in its extended supply chain. A customer can find anything in Amazon and get it the next day. With a Walmart down the street, if a product is in stock, that same customer can walk away with it on the day.
It is here that suppliers come in. Products have to be in stock. As Steve Bratspies, the chief merchandising officer for Walmart US, told the Wall Street Journal, “When we receive the product that we ordered, we see better sales.”
In other words, if a customer can not find what they want, they will go somewhere else. Not only does the retailer lose that sale, it also loses the opportunity to sell complementary products, or perhaps something that simply catches the shopper’s eye on the way to checkout. According to Greg Foran, Walmart US CEO, five percent out of stock at Walmart’s scale translates to 5,000 orders.
So, Walmart will do everything to make sure that its shelves stay full, that customers can find what they want, when they want it. If insufficient stock is ordered, that’s a retailer issue. If insufficient stock is delivered at the right time, that’s a supplier issue.
At the same time, as Walmart and other bricks and mortar retailers look to economize, they’re looking at where they hold stock. They want stores to sell, not to act as warehouses – the price of retail square footage simply does not allow that in the current market. That’s why Walmart is introducing these consolidation centers – to collate from hundreds if not thousands of suppliers, before using their own distribution networks to get the stock to stores.
That’s the retail landscape suppliers are entering into when they become part of the Walmart supply chain. Alongside this are rising fuel and transport costs – the US Energy Information Administration (EIA) May 2019 update forecasts that regular gasoline retail prices will average $2.92 per gallon (gal), up from an average of $2.85/gal last summer.
It’s an additional cost that both suppliers delivering to Walmart and the retailer itself, through shifting products from consolidation centers all the way to stores, are going to have to take on board. This ultimately impacts margin across the supply chain.
Ramifications: they say jump, you say how high
An environment of ruthlessly seeking efficiency, with fluctuating transportation costs, dominated by 800 lb gorillas.
What that means for suppliers is that they have to deliver when Walmart wants, not when the suppliers feel like it. It’s where OTIF comes in – on the actual due date, exactly the right amount. There is no grace period, limited leeway. That’s because flexibility eats into the margin.
Struggle to comply and chargebacks kick in – currently three percent on all shipments below the threshold. Amazon, with MABD, may appear slightly more lenient, but it has a similar level of chargeback on both late and early deliveries. On top of that, purchase order (PO) and advanced ship notice (ASN) violations (such as failing to confirm a PO or not sending an ASN in good time) levy a two percent charge
It’s just got stricter, as well. From May 2019, suppliers that ship full trucks must hit a specified window 87 percent of the time, up from the previous 85 percent previous target. For less than truckload (LTL) shippers, the jump is that much higher – up to 70 percent in that window, from 50 percent before.
It gets trickier. Historically, suppliers were judged on how consistent deliveries were on time and how complete they were. Now, those two parts will be evaluated separately. It’s all about having data that can be fed back into a stringent evaluation process to identify further efficiency opportunities.
Then there’s the challenge of Walmart as an international operation. As you grow within Walmart, there may become opportunities to supply its Canadian subsidiaries, or even further overseas. That brings its own challenges as you will need to comply with local regulations and legislation, both in terms of your products and your business practices.
What you need to think about if you are
So far, what we’ve discussed applies to all shippers. Yet every business is different, and there will always be specifics that only certain types of suppliers need to focus on. In this section, we’ll take a brief look at three types in particular: newer CPG companies, LTL shippers and those dealing in perishables (such as fresh food).
…a newer CPG shipper
With the introduction of consolidation centers, and the end of stores holding inventory, the onus of predicting consumer demand is passed on to CPG companies. That means knowing who your end customers are, how they shop and when there might be spikes in demand, even if you do not sell direct. This is a challenge for all CPG shippers, but whereas more established brands may have the resources to store spare stock, for newer businesses that capacity may not be available. This is where really clear insights into customers, coupled with efficient internal processes and a lean supply chain of your own, come into play. Falling foul of chargebacks will quickly eat into profits, making it vital that shippers can accurately predict consumer demand.
If you’re LTL, the positives are savings in not paying for half-empty trucks, but the drawback is less control over how the carrier gets to your distributor than if you were a full-truck shipper. The carrier may pick up your pallets, then go to another shipper for their products. It might head to a regional dock to unload your pallets to go on another truck heading somewhere else, before being cross-shipped on to a third truck with everyone else heading to Walmart. That means you have to build in additional time to your shipment planning to ensure that you comply with OTIF, which will have ramifications for your own production processes and supply chain.
…dealing in perishables
While targets may be tight for long-life or non-perishable goods, for suppliers that deal in products that have a limited shelf life, OTIF goals are even stricter. That two-day window becomes one, which puts the emphasis on the shipper to be absolutely accurate with their deliveries. All retailers that stock food and drink, particular that which needs to be kept in controlled, refrigerated environments, need it to be able to stay on the shelf for as long as possible, in order for it to be as attractive as possible to customers. Get closer to use by or best before dates, and consumers are less likely to buy, leading to last-day discounting and wastage.
It might seem like becoming a Walmart supplier is nothing but hardship and the constant threat of chargebacks. Yet it is challenging because Walmart is such a golden opportunity to get your products into the hands of millions of consumers, both in the US and further afield.
It isn’t all about the sales opportunity, however. With retailers like Walmart looking for efficiencies, it forces their suppliers to either follow suit or fall off. By aligning your own systems and processes with the demands of OTIF, you will end up a leaner, meaner machine. This means less wastage in your operations, resulting in less outgoings and more profit.
At a time when all sectors are undergoing huge disruption, this streamlining sets you up to thrive rather than simply survive. While it is demanding, the practices and processes you onboard will unlock long term gains for your business.
The question is, what do you need to consider when aligning your business with the demands of Walmart?
Top tips on being a star supplier for Walmart
Here’s what we’ve learned turns a good shipper into a great Walmart supplier from working with businesses just like yours:
It’s all about data: Walmart wants its supply chain to be as efficient as possible, so it’s willing to share the data it has to help you shape your operations. If you don’t sell direct, getting tangible customer intelligence can be a challenge, but Walmart will share information, such as on-shelf availability and point of sale insights, more often.
Work from the customer backward: On time doesn’t mean in-time to Walmart. If you don’t want to suffer chargebacks, you need to think about your timings from the customer backward. The customer buys your product after it’s been on the shelf X days, so how long prior to that do you need to be delivering it to the distribution or consolidation center? How long does it take to get from your warehouse to that point?
Chargebacks hurt, so make sure it’s justified: Walmart may be huge, but it isn’t infallible. There’s a lot of automation, which means sometimes chargebacks can be applied due to mistakes in their processes rather than your failed compliance. For instance, a carrier may have delivered your shipment OTIF, but the DC did not unload that day. The only way you can contest, however, is to have full and complete records showing how you delivered OTIF against the buyer requirements. Having a trusted logistics partner that can audit your scorecard and compare it to carrier manifests is critical, and it could be the difference between receiving a chargeback or being able to challenge it successfully.
Load planning: If you supply multiple products to Walmart, think about how they are loaded on the pallet or in the truck. It’s no good having the back half of the truck full of products for distribution centers further down the line, or shorter life products nearer the bottom of the pallet.
Think like a Roman: The Romans crisscrossed their empire with straight lines, because that’s the most efficient way from point A to B. You want to do the same, but build in factors such as weather forecasts, traffic patterns, fuel levels, and load points. You’re looking for the most optimized route because it will save you time, which in turn saves money.
Packaging tips: People need to know what’s in the box. That means distribution center employees, yes, but it also means customers. How will it look on the shelves? At Walmart’s Supplier Summit 2019, Foran said “packaging should be designed for impact and efficiency with large fonts that are easy to read, easy to find and bar codes which also are prominent on the packaging.”
Cut down on travel time: Fuel and transport costs are the great unknown, tied to everything from crude production levels to the political situation in the Middle East and South America. You want to control as much as possible, so limit how far you need to move your inventory by positioning it closer to warehouse locations. If Walmart is selling your product predominantly in California, why not get as close as possible to the new consolidation center? Limit the variables and you have a more efficient machine.
Appointment scheduling: Be aware that your mode of transport will dictate when your products can be delivered. Most LTL carriers will not allow you to pre-schedule appointments, preferring to wait until your freight has arrived at the consolidation terminal. It will then be co-loaded with other Walmart-bound deliveries, with appointments based on the trailer the carrier has allocated for that day. It’s therefore vital that you, or more likely your logistics partner, can work closely with both the carrier and scheduling system to make sure this is being done. By doing so, you will be better placed to identify exceptions, such as where the carrier cannot accommodate the delivery, to adjust OTIF without penalty. Most suppliers don’t realize this and miss the opportunity. It is important to note, however, that this must not be abused and is for exceptions only. Your lead logistics service provider is expected to have the right connections and expertise to manage it professionally.
Speaking of carriers, reliable ones are worth their weight in gold: We hear of horror stories where carriers and shippers fall out because neither can clearly understand what the other is actually trying to achieve. The number one mistake people make is to think that being efficient equals going for the cheapest option, when it’s actually about having every part of your chain operating reliably. There are carriers that will drop prices to get business on board, but if you’re then simply more low-paying cattle, is your OTIF compliance going to be top of the carrier’s agenda? You want a good price, certainly, but you need a partner that’s aligned with your objectives more.
The right foundations: You can’t operate a 21st-century business using 20th-century tools. To compete in today’s market needs having the right technology underpinning your operations, foundations which give you visibility and control and allow you to have sight of, and optimize, every aspect of your business.
Embrace digital: Walmart is investing billions in its technology – that means manual processes and paper documents are disappearing. Digital tools like electronic bills of lading are becoming the norm. Do you really want to be the only shipper the trucker has a paper docket for, with the rest on his mobile device the dock or DC are simply scanning?
Ensure everyone lives by OTIF: It’s all well and good your logistics team being held to OTIF, but when the penalties impact the rest of your business, isn’t it really a matter for everyone? It comes back to working back from the customer – the process doesn’t stop when the product leaves your dock but should carry on through to your production team. If you’ve got a lead time of two weeks to produce new stock, that’s not a just manufacturing factor, it’s a supply chain one too.
Walmart want you to win; let it help you: Walmart run a sophisticated education network designed to support suppliers. It’s in its interests that you are operating to the best of your abilities, so make full use of the classes, academy, and tools it offers to help you do just that.
OTIF is vital, but so is everything else: Walmart is taking huge strides in making its entire operation as sustainable as possible, which includes targets for suppliers. These are only going to get stricter, so it’s a good idea to know what they are and keep yourself aligned. There will come a point where being 100 percent OTIF compliant, with customers buying your products in droves, won’t save you if you have a huge carbon footprint and are unsustainable. That’s a lot to take in, so here’s a one-off tip:
How to write a great OTIF action plan: Walmart lives on data, which means evidence. Write a great OTIF action plan and you will have evidence on how you will improve standards. But how do you do that if you’ve not done one before? Googling isn’t an option here – you need qualified, experienced support. Hiring the right people is one route – but they won’t come cheap, and can you justify having them on staff as a permanent employee. Another option would be to outsource to a competent third party. One which has experience of supporting suppliers to build efficient supply chains, whether they’re supplying to Walmart, Amazon or any other big box retailer. Having a supportive partner that has done this, time and time again, for all sorts of different businesses and sectors, means you get access to the right experience and support, tailored to your unique requirements
Being a Walmart Supplier – a story from the frontline
For one Houston-based health and beauty supplier, working with Walmart was a dream come true, until the tremendous growth it propelled led to distribution challenges.
With vendor scorecards dwindling and chargebacks against purchase orders mounting the need for a better solution was apparent. From numerous carrier meetings to drive on-time compliance to costly upgrades in service levels, the trend continued to show little improvement.
Lead times were not an issue and inventory levels were manageable, yet carriers could not seem to comply with the OTIF date clearly displayed on the BOL. Purchase orders were being shipped with ample lead time and in most cases early with guaranteed service at a premium. However, even with upgraded service, the carriers would typically refuse to refund the charges since they were delivered “on time” per the standard transit.
To tackle this, the supplier analyzed the data and scorecards to determine the root cause and set a baseline for current state performance. Next, an assessment of ERP integration capabilities was performed. By linking this with a transport management system, this supplier was able to apply custom business rules to achieve the missing link of the overall issue.
What this meant was that no matter when the order was received in advance of the OTIF, the supplier could effectively route the “Best Value Carrier” and provide the most optimal ship date, relative to the selected carrier’s standard transit time. Each order, once approved within the ERP, would be rated and routed with a Walmart approved carrier delivering the lowest cost, standard service and shipped on the day that would best fit that carrier’s network, all to allow for the delivery within the specified OTIF window.
The supplier showed a 90 percent reduction in chargebacks within the first 60 days of implementing this program and realized the best scorecard performance in recent history.
Now it’s time to start work
As we said before, the hard work starts now. Remember, you aren’t alone – many CPG companies experience difficulties keeping up – back in August 2017, OTIF compliance stood at 70 percent, and it’s taken a while to get higher. Walmart wants you to do well, so listen, learn and take the opportunity that awaits. Look at your own network, your own suppliers and operations, and see how they can work together to support your business with Walmart or any other big-box retailer. Technology and nuances of logistics and supply chain operations are vital here. Working with partners who have the connections, first-hand experience, and understand both the business and technology can make the difference between success and failure.
BlueGrace is a freight and logistics services provider and one of the top 3PLs (Third-party Logistics Providers) with invaluable experience in managing complex logistics programs of leading CPG companies. The dedicated team has the first-hand experience in planning, building and delivering supply chain solutions for CPG businesses that not only help them meet the requirements of their retail partners but turn their logistics from a cost to value add.
You’ve done great work getting this far. Now it’s time to do even better. Give BlueGrace a call today at 800.MY.SHIPPING or fill out the form below and see how we can help you achieve exactly that.
When it comes to running your business, it can be difficult to identify points of improvement, leading you to believe that things are as good as they can get, but in a climate of rising logistics costs, making sure that your operations are running as smoothly and efficiently as possible, can mean the success or failure of your business.
Ground transportation is a cost faced by almost every shipper in every industry, and quite a significant one, yet many shippers aren’t paying enough attention to how their ground transportation spend is being allocated, or don’t realize that there are different ways to approach it. In this article, we will break down a major factor that affects transportation costs: the differences between less-than-truckload (LTL) and full-truckload (FTL) services. We will break down those terms, what they mean for your business, and give two examples of how BlueGrace helped clients that were operating with less-than-ideal business models save hundreds of thousands on their ground transportation costs.
Yes, the perceived cost savings associated with sharing a truck with five other shippers is tantalizing, and a legitimate notion, but it’s not everything.
LTL has gained a reputation of being a more efficient, cost-saving method of transporting freight. It can be thought of like carpooling for cargo; if two people are going the same place, why not double-up and go in one car, splitting the cost savings? Translating that idea into a business scenario, if you’re a small-to-medium sized business, you likely do not have enough product going to one destination to fill up a truck’s full trailer, so LTL can seem like a cost-saving no-brainer, but unfortunately, it’s not quite so cut-and-dry. Yes, the perceived cost savings associated with sharing a truck with five other shippers is tantalizing, and a legitimate notion, but it’s not everything. There are other factors to consider when deciding between LTL and FTL, and there is no, one-size-fits all approach.
Potential Downsides of Utilizing LTL
Timing: By nature of LTL, there are multiple stops along the route that means longer lead times and may cause delays in the supply chain. So, if you are aiming to minimize transportation time, which everyone is in the logistics world, then you are making a sacrifice.
If your company operates in the realm of e-commerce, it would be prudent to examine the costs associated with the loss of business that your business suffers due to potentially longer LTL delivery times, and evaluate what options would open up if you were able to reduce your transportation times by a period of days.
For some shippers, timing is absolutely critical. The obvious examples are perishable products, like fresh produce and pharmaceutical products, which cannot sit for long periods of time in untempered conditions. But now, other “non-perishable” products, like apparel, electronics, and non-perishable food products are becoming time-sensitive in the e-commerce driven world, with monoliths like Amazon now offering same- and one-day shipping options, which have set a standard in the minds of consumers to receive products quickly. If your company operates in the realm of e-commerce, it would be prudent to examine the costs associated with the loss of business that your business suffers due to potentially longer LTL delivery times, and evaluate what options would open up if you were able to reduce your transportation times by a period of days.
Damage: Another common problem associated with LTL transportation is the higher occurrence of damage to cargo. Due to the frequent stops and touch points along routes, in which cargo is being loaded and unloaded from the trucks, freight generally incurs more damage on LTL trips than on FTL trips. For hardier freight, some light damage to exterior packaging is unlikely to be of major consequence, but for shippers dealing in more delicate products, delivering damaged product could mean having to refund a customer for the full price paid for the product, the burden falling on you. If your product is not easily damaged, this may not be an important factor, but if your product is damaged frequently or even occasionally, calculate the average cost that you end up paying to make up for damages per quarter, and then comparing to how much it would cost you to instead opt for FTL, which would result in significantly less damage. Which cost is higher in the end? It will depend on your particular business.
It’s not an easy task for shippers. At BlueGrace, we work with shippers on a case-by-case basis to help determine strategies that fit business’ specific needs. Our digital platform, BlueShip®, takes all of a company’s attributes into account to identify which options result in minimized costs and maximized profits. In the case studies, for example,“Private Equity Group & Transportation Cost Reduction,” and “Manual Process Reduction & TMS Integration for Restaurant Industry,” we dive into each case, exploring how BlueGrace helped two different clients with similar needs rethink their supply chain strategies that were giving them less-than-optimum results.
The routing guide left out multiple states that certain carriers could not go to. Because of this issue, the supplier was receiving chargebacks from distribution centers on a regular basis.
In the first case, a private equity group (PEG) was using proprietary enterprise resource planning (ERP) system to allocate resources and make business decisions. After analyzing the company’s situation, it turned out that the ERP was not suited for the client. The routing guide left out multiple states that certain carriers could not go to. Because of this issue, the supplier was receiving chargebacks from distribution centers on a regular basis. Once BlueGrace helped them downsize their carrier network to a more tailored group of carriers, it saw a 12 percent reduction in transportation costs and $300,000 in annual savings.
In the second case, a restaurant supplier was having difficulties managing their current in-house ERP system. They had looked at 3PL solutions in the past, but couldn’t find a solution that suited their needs, causing them to continue to incur chargebacks frequently, dinging their bottom line significantly over time. After the implementation of BlueGrace’s systems, the supplier was able to straighten out their supply chain and avoid chargebacks, saving them 12 percent in hard costs totaling at $468,000 in one year.
Do You Understand Your Business’ Needs?
At BlueGrace, we understand that every business has specific needs.We would love to learn what matters most to you in this aspect of your business. Contact us at 800.MYSHIPPING or fill out the form below to speak to one of our freight experts today, and learn how you can optimize your supply chain, minimize costs, and maximize your company’s bottom line!
The must-arrive-by-date (MABD) was introduced to the logistics world back in early 2016 when Walmart set a new bar for suppliers. The program, discussed in-depth here, mandated that any late, early or improperly packaged shipment would incur a charge of 3 percent of the value of the cargo for the supplier to pay. Following Walmart’s new policy, other big-box retailers, like Target and Home Depot, released similar rules, pushing any inconvenience or associated costs with unplanned inventory management problems back down the supply chain. While 3 percent seems like a small enough marginal penalty to justify pushing delivery-time issues to the back burner, it is not a cost that any supplier should be resigned to paying, if it can avoid it. Consistent charges can rack up quickly, into the thousands — all money that should be enhancing your company’s bottom line.
Common Causes in Delay
Due to the complex nature of the supply chain, there are many bumps along the road that cause unnecessary delays to getting your cargo where in needs to go on schedule, and often, these problems do not have easy solution
Unfortunately, getting cargo on the shelves of a retail store is not as simple as allocating extra time into your freight transportation schedule because often, delays do not happen simply due to a misjudgment of time needed. Due to the complex nature of the supply chain, there are many bumps along the road that cause unnecessary delays to getting your cargo where in needs to go on schedule, and often, these problems do not have easy solutions.
Below are some common causes for delays in ground operations:
Disorganized inventory: At the fulfillment level, a disorganization of inventory, or a large, difficult-to-navigate warehouse can often add unnecessary time to getting orders ready. Simple changes, like putting thought and intention into logically mapping the layout of your warehouse can make a huge overall difference in reducing the time it takes to get cargo out the door and en route to retailers.
Low morale: This problem could be affecting your business at any and every point. Employees that are not motivated to keep operations running quickly and smoothly can be the make-or-break for getting your cargo to retailers’ shelves on time. Consider whether or not your employees are being properly incentivized to put in the extra effort to maximize their on-the-clock time, and ask them if there are any inefficiencies at the ground-level of your company’s operations that could be improved.
Old fashioned systems (manual data entry): Digital systems are a necessity in the modern world of commerce. Warehouse management systems can improve the speed of warehouse activities for people to perform and reduce generated efficiencies to improve the fruits of employee labor. For example, digital systems eliminate time spent completing tedious paper forms or manually transferring data from documents into spreadsheets or data-management applications.
Dock waiting times: Wait times at shipper docks area long-time problem for trucking companies. In research conducted last year by industry data firm DAT Solutions, 63 percent of 257 carriers and owner-operators said they or their drivers spend over three hours at a shipper’s dock waiting to load or unload. This is the time that could be spent driving to get the cargo to its final destination that is essentially wasted due to congestion. The two most common reasons for wait times are one, shippers schedule trucks to arrive early but don’t schedule enough staff to unload them, and two, the fact that shippers have a “first come, first serve” system to unload trucks in the order they arrive, which means drivers have to wait in long lines.
BlueGrace’s Solution to the Complex Equation
With the insight that BlueGrace provided, the client was able to reduce its chargeback rates by 90 percent within the first 60 days.
In BlueGrace’s case study, “Carrier Cost Reduction for Consumer Packaged Goods,” we explore a scenario in which a client, a cosmetics supplier, faces the challenge of keeping up with rapid growth in demand, struggling to get their product to retailers Walmart and Target on time to avoid early/late fees. BlueGrace helped the client by implementing an enterprise resource planning (ERP) system, BlueShip TMS, which is an electronic data management system. ERPs promote easier access and better transparency of a company’s data so that it can be properly utilized to identify where inefficiencies lie. With the insight that BlueGrace provided, the client was able to reduce its chargeback rates by 90 percent within the first 60 days.
Supply chain management is a tricky, complex equation. In order to optimize efficiency, you need to take a well-informed approach to target your supply chain’s areas of weakness, rather than just allocating extra days in hopes that the equation will balance out. The only way to do that is by understanding your company’s data. That way, you can continue to work with clients like Walmart and Target and bring them orders on time, promoting a professional company image and avoiding extra, unnecessary fees. To learn how you can optimize your supply chain, minimize costs, and maximize your company’s bottom line, contact us at 800.MYSHIPPING or fill out the form below to speak to one of our freight experts today!
The news for the week was Tesla, but isn’t it always? This time the discussion was around Elon Musk’s comments about being in “logistics hell” and his company’s inability to get the now finished electric automobiles delivered on time. On Wednesday, September 19th our VP of Enterprise Sales, Randy Ofiara was invited to speak on WGN Radio in Chicago. He shared his expertise on why Tesla and other freight shippers are having difficulties meeting shipment deadlines due to the capacity crunch we are witnessing currently. Driver shortages, tariffs and government mandates are impacting shippers like never before.
Click HERE to listen to the podcast on the WGN website. The logistics discussion starts at the 7:30 mark. Take some time to listen to why the experts at BlueGrace are on top of the industry for you, helping you simplify your shipping everyday.
Even with the capacity crunch in full swing for all types of industries, there is still pressure to curb costs, but there is no reason to fold under the pressure. There are plenty of opportunities to save on costs waiting to be revealed. All it takes is a hard look at your business model. To speak to one of our freight experts, call us at 800.MYSHIPPING or fill out the form below.
The ongoing driver shortage is nothing new in the U.S. freight industry. As more and more drivers approach the age of retirement, younger generations are less inclined to take up truck driving as a profession. As the driver shortage increases, so too does the cost of freight which is putting the squeeze on a number of industries.
One of the biggest industries to be hit by the shortage? Food, perhaps the most important of all consumer items. Everything from restaurants and fast food chains, to grocery stores and even wineries, are going to start feeling the pain of the higher transportation costs.
Shortage By the Numbers
According to statistics from the American Trucking Associates, 2017 saw one of the most significant driver shortages in history, approximately 50,000 drivers. That number could continue to grow to 174,000 unfilled positions by 2026.
It’s not just shippers that are being hit with the higher costs.
“In addition to the sheer lack of drivers, fleets are also suffering from a lack of qualified drivers, which amplifies the effects of the shortage on carriers,” ATA Chief Economist Bob Costello said. “This means that even as the shortage numbers fluctuate, it remains a serious concern for our industry, for the supply chain and for the economy at large.” Cass Information Systems shows that U.S. trucking and rail freight spending have increased by 17 percent over May this year, versus last year, and that figure continues to grow. And it’s not just shippers that are being hit with the higher costs. Shippers, Carriers, and brokers alike all expect trucking costs to increase by about 6.4 percent this year according to a poll conducted by Morgan Stanley.
Shortage Hits the Shelves
Consumer packaged goods companies, agricultural consortiums, and vintners are already feeling the pressure of the shortage. Kellogg Co. has commented that freight is causing its most “acute cost pressures”. Restaurants are starting to feel the issue, but it’s their suppliers that are being hit the hardest. Tyson Foods’ CEO notes that higher freight costs have had a net impact of approximately 14 cents per share. “While we were climbing the hill, the grade steepened and now we are estimating the full-year impact to be roughly $250 million,” Tyson Foods’ CEO Thomas Hayes said, adding that the company “cannot subsidize the increased freight.”Given how closely most restaurants work with Tyson Foods, that price increase will more than likely be passed on to the consumers who frequent such restaurants.
The industry is struggling to get good, qualified drivers.
“It is a crisis and there has been a perfect storm of consequences that has led us to where we are now. The industry is struggling to get good, qualified drivers. The industry only appeals to half the workforce to start – women account for only about 6% of drivers. Recently, the economy has picked up, so demand is higher than it’s been in a decade and that adds pressure on the supply side. And we have a regulation where 21 is the age limit to drive, but by the time someone turns 21, they’re likely involved in some other profession,” Jim Murabito, executive VP of supply chain at Michigan-based Hungry Howie’s Pizza, said he sees the freight-cost issue getting worse before it gets better.Murabito goes on to say that they’ve been seeing somewhere between a 10 to 20 percent increase from all of their suppliers over this course of this year to help cover the higher freight costs.
“These are suppliers who haven’t had increases in three or four years. That underscores the issue this year,” he said. “There are some lanes that are seeing increases of 50 to 100%. (For example) We get supplies from Minnesota and there aren’t a lot of goods that come out of Minnesota so people don’t send their trucks there.”
In addition to the increase in freight costs, there’s also the increase in lead times for deliveries. The Electronic Logging Device mandate and the Hours of Service ruling are putting a hurt on a number of businesses, especially agricultural which has a more time sensitive delivery schedule than most companies. “Nationally, what used to take two days is now going to have two-and-a-half to three days to move product from one end of the country to the other,” Yvonne Sams, director of logistics at G3 Enterprises said.
The logistics industry as a whole is going to have to buckle down to find a solution.
With some major companies like Walmart and Target tightening the delivery window, shippers and carriers are having to become significantly more coordinated if they want to avoid the sting of chargebacks and penalties accrued by late or incomplete deliveries. As the driver shortage continues, the logistics industry as a whole is going to have to buckle down to find a solution. There’s a long road ahead of us, and it will likely get worse before it gets better.
How Can Your Business Adapt?
BlueGrace partners with an extensive list of carriers, providing you with the resources needed to ease the affects of the tight capacity crunch. If you would like more information on how BlueGrace can help simplify your supply chain and reduce transportation costs, fill out the form below or contact us at 800.MYSHIPPING to speak to one of our freight experts today!
The term “optimization” is thrown around often in the logistics landscape. It’s true, optimization is an indispensable part of a well-run business model. Of course, every business owner wants their operations running as tightly and efficiently as possible, but the footwork required to determine how to optimize your business’s operations and see tangible results is often easier said than done.
Our Webinar discusses the typical LTL network and differentiates between less than truckload (LTL) and full truckload and the factors companies should consider when deciding which alternative is best for a particular shipment.
In our Webinar “Driving Down Supply Chain Costs with Mode Optimization,” Brian Blalock, Senior Manager of Sourcing Strategy at BlueGrace, discusses the typical LTL network and differentiates between less than truckload (LTL) and full truckload and the factors companies should consider when deciding which alternative is best for a particular shipment. Both have their advantages and weaknesses, but one may suit the business better depending on the kind of freight being transported, the location or origin and destination. While the decision is sometimes considered arbitrary, in order to optimize your operation, i.e. lower cost and maximize profit, it is crucial to consider the following factors.
LTL vs. Full Truckload
LTL shipments must be 12 linear feet or less, usually 5000 pounds or less, and are “typically consolidated with other freight from other shippers,” Blalock said, continuing that they are identified by class and that the structure, and that pricing can be very complex because it is determined by product class, distance and weight. Typically, it costs less than a full truckload, an obvious appeal to any shipper.
Fewer claims of damage occur with truckloads than with LTLs.
Fewer claims of damage occur with truckloads than with LTLs. “Why?” One might ask. It’s simple. Blalock uses the example of witnessing luggage being boarded into the belly of an aircraft; people rarely handle a stranger’s items as gently as they would their own. In conclusion, the “less handling of freight, the less damage to the freight,” Blalock says. Since LTLs require more stops and handling, more damage is incurred to LTL freight than full truckload on average.
When shipping a full truckload, your freight is the only thing on the trailer, so transit time is only contingent upon the required breaks for drivers and the time between pickup and delivery locations. The freight never has to leave the truck because it travels directly to its destination, so truckload shipments tend to arrive faster than LTL shipments, while at the same time, incurring less damage.
When to Not Ship LTL?
LTL loads should be the choice for shippers dealing in smaller quantities at a time as carriers charge by weight and volume, but may not be the optimal choice at every juncture.In order to determine which mode is right for your operation, create business and shipping rules around factors like weight, volume, time constraints, and cargo sensitivity of your shipments. You need to consider the rate at which damage may occur in your LTL shipments. How much does it really end up costing you at the end of the day? In knowing this information, you will be better able to decide in which case you need to opt for a full truckload, and which you are able to go with an LTL.
If the margins are tight on your product, the last thing you want is another cost eating away at your bottom line.
Another key is understanding how business decisions affect OTIF (on time in full). “If you ship to Walmart you can’t show up late, you can’t show up early, and you can’t show up incomplete,” Blalock said. “Any of those that you do, typically, [are] about a 3% ding to the cost of the entire invoice.” If the margins are tight on your product, the last thing you want is another cost eating away at your bottom line. “Likewise, if you continue to not hit your dates, you’ll find that you can lose valuable shelf position, and you won’t be shipping to Walmart anymore.”Blalock says to consider using different carriers for different shippers to this end: “The choices that you build into your business rules include choosing the right type of carrier every time,” he said.
Supply Chain Engineering
“Understand that we are following the linear rules of the carriers,” Blalock says. “Build the rules of your freight around your tariffs.” Blanket rate pricing main type associated with the LTL market. Customer specific pricing is negotiated on your behalf when all of your capacity is going to a single provider, which is typically preferred for shippers with a larger freight spend. BlueGrace negotiates specifically customer-by-customer to determine which suites the customer better. “If you’re in Montana or the upper peninsula of Michigan, sometimes you may just want to pay the more expensive LTL cost,” he said, due to the fact that market is more remote, and competition between carriers is less apparent.
Identifying consolidation opportunities is the key to the cost-reducing aspect of optimizations.
Identifying consolidation opportunities is the key to the cost-reducing aspect of optimizations. BlueGrace’s software is designed to help clients consolidate unnecessary costs in their unique supply chains. One measure that BlueGrace uses is a center of gravity study, which considers various origin points and points of destination and calculates where each region should ship from to find the fastest route at the best cost.“You want to be able to take advantage of the ability to choose the right mode every time and drive down costs. If all things are equal, an FTL is going to travel much faster … and [incur] less damage to freight,” Blalock said. “If time is no issue, if the freight is indestructible,” then LTL could be the best option for you.
Click HERE to watch the full Webinar and learn more about tariffs and fuel surcharges associated with costs. If you would like to speak to one of our freight experts, contact us at 800.MYSHIPPING or fill out the form below.
Logistics and supply chain management has become a very tight game, almost cutthroat in its harsh severity. Consumers want their product today, that means that retailers want it delivered, checked in, and on the shelf yesterday. With the ability to order just about anything a consumer could possibly want from the vast online marketplace, brick and mortar retailers have to run an even tighter ship than they have before if they have any hopes of competing. To that end, some retailers are upping the ante and doling out punishment for shippers who aren’t in compliance.
So what can you do to maintain retail compliance? What about improving your operations to make your company more efficient? We covered these and many more topics in a recent webinar including:
Weekly Product Planning
Proactively Managing Appointments
Planning Optimal Shipping Dates
Eliminate Reactive Shipping
Creating an Internal Scorecard
Learning to identify Real Issues and Actionable Items
Improving Communication and Cooperation among Multiple Departments
Daily Tracking Updates
Full Visibility on Actual Deliveries
Learning to Identify Preferred Carriers
Utilize Upgraded Carrier Service Levels
Here are some of the key highlights from our webinar that can really have an impact on your business. While this doesn’t cover everything, these elements are vital to running a successful business in today’s marketplace.
Visibility is a Must
One of the key points that the webinar focuses on is visibility. Keeping up with retail compliance is more than just making delivery deadlines. The amount of disruptive technologies and customer expectations hitting the field requires a level of visibility that was, until recently, unheard of.
Customers want to know where their product is during transit. They want to be able to track its progress, start to finish until the product is in their control. More than that, they want to know the status of the product itself during transit. While this might not matter quite so much for clothing and other domestic goods, it plays a huge role for sensitive goods such as electronics and food items.
Being caught out of compliance could result in more than just heavy fines, it could result in a total shutdown of business and operations, which is ruinous for smaller companies.
Earlier this year, the FDA passed the Food Safety Modernization (FSM) act which details the requirements for sanitation, cleanliness, and closely monitored temperature control. Being caught out of compliance could result in more than just heavy fines, it could result in a total shutdown of business and operations, which is ruinous for smaller companies. This is one of many reasons why visibility is so vital to companies in their day to day operations.
OTIF and MABD Requirements
Walmart, one of the biggest retailers in the United States, is just one of many companies that are tightening their expectations for their suppliers. Walmart’s On-Time In-Full (OTIF) policy has set a precedent that will actually fine shippers and suppliers if goods don’t arrive when they are supposed, whether that be early or late. This means that shippers and carriers need to work closely together to hit the designated delivery window.
Must Arrive By Date (MABD) and OTIF are crucial for the changing client expectations.
Must Arrive By Date (MABD) and OTIF are crucial for the changing client expectations. Given that Walmart is such a substantial customer for many suppliers in the United States, making deliveries on time and in full is the difference between making a tidy profit, or losing out on a major customer. Additionally, chargebacks could carry a heavy fine, especially for smaller companies. As it stands, Walmart will penalize shippers by 3 percent of the total PO for any late or incomplete shipments. It’s not just Walmart that’s stepping up the regulations either as more companies continue to tighten their delivery windows.
We covered the importance of having someone managing these new requirements as well as questions that need to be answered. Are shipping dates being planned into production times? If there’s a mistake resulting in a delayed shipment, will you be able to identify where the mistake happened? What plans are there in place to reduce potential chargebacks and improve vendor reliability?
Better Planning Means Better Compliance
Planning is a large part of logistics, and being able to enhance planning is another touchstone of what we covered in our Retail Compliance Webinar. For example, what do you do if a truck breaks down while en route to a delivery? Is your company able to catch it with enough time to make the deadline? What about finding carriers with an open capacity to move product? Is your company able to find space, even when capacity gets tight?
These are a few questions that logistics planners and decision makers need to be asking themselves on a regular basis. Reactive shipping, planning a shipment due to a shortcoming of the original agreement, is a risky practice. There’s a lot that can go wrong when you’re already trying to play catch up. Much like maintenance on a piece of machinery, waiting for something to break is always much worse than fixing something before the breakdown actually occurs.
While there are a considerable number of possibilities to consider when trying to be proactive rather than reactive, it’s becoming easier to be proactive with the advancements of visibility and supplemental technologies.
The supply chain is very much the same. It requires a good deal of forethought to keep it flowing smoothly. If, for example, you don’t have a dedicated carrier fleet, will you have the necessary capacity to keep freight moving in a timely fashion? While there are a considerable number of possibilities to consider when trying to be proactive rather than reactive, it’s becoming easier to be proactive with the advancements of visibility and supplemental technologies.
That level of planning is no longer a novelty or a nicety for customers. It’s becoming a requirement as well as a differentiator among suppliers. Companies who are playing it too conservatively will have a harder time meeting retail compliance than companies who are staying abreast of the changes as they occur.
Changes in transportation regulations, tightening capacity, new technology hitting the market, higher spot rates and higher levels of demand from customers and consumers. Any one of these can be hard to navigate by itself, but trying to deal with all of it at the same time can border on the impossible.
Ultimately, everything we covered in our webinar is about helping your company to stay compliant and perform better across the board. From internal operations to external executions. Everything is connected and we broke it down for you. Click HERE to watch our webinar about retail compliance and learn more about how you can be successful. Ready to speak to an expert? Fill out the form below or call us at 800.MYSHIPPING
Walmart and other big box retailers introduced us to the “Must Arrive By Date” or MABD several years ago, which held suppliers to tighter compliance regulations. These regulations raised quite the concern over suppliers getting the right products to the right stores or distribution centers by a certain time or they would pay a fee.
Fast forward to now and we are having a similar discussion with suppliers and shipping companies about the new “On-Time In-Full” OTIF, policy. Although this mandate has been in the introductory phase since January of this year, the short pays will begin now and suppliers will most likely see their first chargebacks from Walmart in September! This program mandates that if any shipment arrives early, late, or on-time but is not packaged properly, the shipper will be charged 3 percent of the total items’ value. (i.e. a supplier has a purchase order of $10,000 but their product didn’t meet the OTIF guidelines so Walmart will only pay $9700 for the merchandise.)
The short pays will begin now and suppliers will most likely see their first chargebacks in September!
OTIF > MABD
The OTIF is still very much a part of the MABD, but with much more focus on the “in-full”. In the past, if less than 90% of merchandise cases were received within the MABD delivery window, the supplier would pay 3% of the cost of goods. Now, full-truckload suppliers of fast-turning items must arrive by the specified date 75% of the time, 100 in-full.
The OTIF is still very much a part of the MABD, but with much more focus on the “in-full”
Any items claimed late or missing during a one-month period will be fined 3 percent of their value. Starting in February 2018, OTIF will go into full effect, requiring deliveries to be on-time and in-full 95 percent of the time.
The MABD Window vs. OTIF Window
The MABD Window was a three-day grace period for perishables and a four-day grace period for food, consumables and general merchandise. The OTIF window is much tighter with a one-day for perishables and a two-day for general merchandise.
“Variability is the No. 1 killer of the supply chain,’’ Kendall Trainor, a Wal-Mart senior director of operations support and supplier collaboration.
Variability is the No. 1 killer of the supply chain
In some cases, a problem will be Wal-Mart’s fault, so the retailer has developed a scoring system that breaks down reasons for non-compliant deliveries and will fine suppliers only if they’re responsible. If suppliers don’t agree with the fine, too bad: Disputes “will not be tolerated,’’ Wal-Mart says.
This change is expected to add $1 billion in revenue.
Arriving early, arriving late, not arriving in full will be the issue in a shipper’s supply chain. This change is expected to add $1 billion in revenue. Walmart had to find efficiencies wherever it could and they feel a sense of urgency as the rival between them and Amazon amplifies.
FTL and LTL Guideline Breakdown
Here are the latest OTIF guidelines for full truckload (FTL):
Starting August 2017, FTL suppliers must deliver orders 100% in full, on the must arrive by date, at least 75% of the time.
By February 2018, FTL suppliers must deliver orders 100% in full, on the must arrive by date, 95% of the time.
Non-compliance will result in a fine of 3% of the “missing case” value; early deliveries will also be penalized, to eliminate overstock situations. (Penalties will be short paid monthly.)
For less-than-full truckload (LTL):
Starting August 2017, LTL suppliers must deliver orders 100% in full, on the must arrive by date 33% of the time.
By February 2018, LTL suppliers must deliver orders 100% in full, on the must arrive by date, at least 36% of the time.
If OTIF was 36% or better in August 2017, then the supplier must demonstrate a 20% improvement.
Non-compliance penalties (3% of non-compliance COGS) will be short paid monthly.
What does this mean for YOU?
Manufacturers and suppliers that work with large retailers like Walmart are more successful in getting their merchandise on the shelves with the proper lead time due to partnering with a third party logistics provider (3PL).
Suppliers scorecards will inevitably be affected
Suppliers scorecards will inevitably be affected, so it is imperative for a supplier to find a 3PL they can count on for navigating these changes. A 3PL, is an expert in transportation management and supply chain optimization and has the ability to help estimate from start to finish where the OTIF will impact the suppliers products.
We look at every aspect of your shipment and find the appropriate fix
BlueGrace has the ability to work with suppliers on freight consolidation, chargeback auditing and management as well as load planning and optimization. We look at every aspect of the shipment and find the appropriate fix for the shipments to reach the shelves on-time and in-full. Combine this with our proprietary technology BlueShip™ and your chances for success during these mandates/compliance regulation changes will undoubtedly increase!
Tremendous growth leads to challenges related to the distribution of this rapidly expanding health and beauty products distributor. With much of their business moving toward “big box” retailers, the need for carrier management would be required to fulfill the commitments made to their clients. The true cost of doing business seemed more complex than fulfilling orders.
MUST ARRIVE BY DILEMMA (MABD):
With vendor scorecards dwindling, and charge backs against purchase orders mounting, the need for a better solution was apparent. From numerous carrier meetings, to drive on time compliance, to costly upgrades in service levels, the trend continued to show little improvement. Lead times were not an issue, and inventory levels were manageable, yet carriers could not seem to comply with the Must Arrive By Date (MABD) displayed on the BOL. Purchase orders were being shipped with ample lead time and in most cases, early with guaranteed service at a premium. Even with upgraded service, the carriers would refuse to refund the charges since they were delivered “on time”, per the standard transit. BlueGrace began by analyzing the data and scorecards to determine root cause of the issue, and set a baseline for current state performance. Next, an assessment of ERP integration capabilities was performed. Through minor customization, the potential for real-time connectivity to BlueShip TMS was an opportunity. This connection would allow BlueGrace to receive incoming orders from specific clients and apply custom business rules to achieve the Overall goal. No matter when the order was received, BlueShip would effectively route the “Best Value Carrier” AND provide the most optimal ship date. This meant that each order, once approved within the ERP, would be rated and routed; with a Wal-Mart approved carrier, at the lowest cost, with standard service and shipped on the day that would best fit that carrier’s network to allow for a delivery within the specified MABD window. Our client showed a 90% reduction in charge backs within the first 60 days of implementing this program. Combined with the dedicated support at BlueGrace proactively tracking each flagged order, the company received the best scorecard performance in recent history.
FREIGHT COST ALLOCATION:
The next phase consisted of reviewing what the true cost of each order was when freight cost was allocated. BlueGrace analyzed the average freight cost as a percentage of sale. This percentage was incorporated into the product cost to determine pricing to the end customer. BlueGrace knew there was opportunity to drill down and allocate a freight cost not only at the customer level, but the customer location, customer location type (Direct to Store or Distribution Center) all the way down to the SKU level. Since freight cost was not passed to the client, this would either show a net margin loss or show opportunities to reduce the freight cost allocation to become more competitive. The result highlighted regions that were more costly to ship to, products that did not have enough margin potential to validate shipping cost and insight into regions of the country that would benefit from an additional warehouse location.
BlueGrace provides scalability for growing companies to achieve their goals without labor or technology investments. Our expertise and processes provide our clients with the bandwidth to operate efficiently and drive direct cost eduction through our procurement and dedicated management.