When considering partnering with KDL to assist them with the management of their logistics operation, most companies face two questions. Do they hire KDL or do they do it themselves. Coming up with the answer to this question is easier than they think.
Congrats! You've made it to the final step of reckoning! If you've followed my instructions over the past four parts, I guarantee you've put money back into your company's cash register (where it belongs)!
Are you having fund yet? Have you asked the boss man or woman for a raise yet? If not, hold off. Let's put more money in their pockets so they'll throw in a big bonus too!
In the third step of our five step process of taking control of inbound logistics we are going to learn how to convert supplier prepay and add shipments to collect. Why? To stop allowing vendors to make big profits on freight and take better control of your own costs, but of course!
In the second step of our five step process of taking control of inbound logistics we are going to learn out to create inbound routing instructions. Why? To take all the guessing work away from your vendors about your intentions of controlling inbound logistics, but of course!
Without a doubt the hottest topic I've discussed with shippers over my past 18 years in the transportation space is the lack of control people feel they have within their inbound logistics operation. Many people seem to think they are getting scammed by costly prepaid and add programs or played a fool by vendor's "free freight" program. And they have good reason to feel that way because it's been my experience that many times they are.
Shippers are ill-prepared for all of the advancements that the small parcel and less-than-truckload carriers are making in the US.
I know that is a big statement but the disparity between freight carrier sophistication and the way most companies ship their product is not even close. Allow me to elaborate. Right now there are massive innovations in the way freight carriers are handling and pricing shipments. There are several items that are vitally important for the shipping public to know.
IIn the midst of the Great Recession, employees were tasked with wearing multiple hats in order to keep their businesses afloat. During the hubbub of receiving orders, dealing with customer problems and getting product out the door, a lot of simple tasks got rushed and corners invariably got cut. As a result, mistakes piled up and far fangled patches were used to fix already broken processes…all at the expense of the company’s bottom line.
When company officials think about growing top line revenue they usually think of ways of attracting more sales. However, many times company executives are not aware of the valuable profit centers that are hidden within their own operation.