2011 Logistics Management Best Practices Award: ParknPool’s LTL cost plunge
Jason O’Mahony, logistics and operation manager, ParknPool
June 01, 2011
Following the downturn of 2007 through 2009, less-than-truckload (LTL) carriers are making up for lost ground wherever they can with steadily higher rate increases. With driver pay and fuel costs soaring, and the cost of equipment rising at the same time, few can blame the LTLs for trying to compensate through higher rates. So what’s a logistics manager to do?
Maybe a few savvy shippers can tear a page out of the transportation-planning book of ParknPool Corp., an online, business-to-business vendor of outdoor furniture that spends 90 percent of its transportation budget on LTL.
The Lexington, Va.-based company achieved better control over its LTL costs through the development of a dynamic carrier rating tool that cost very little to build, but is largely responsible for ParknPool having achieved significant savings in its transportation budget.
How significant? Before starting this system two years ago, ParknPool was spending 17 percent of its sales on transportation. This year, those costs are going to be about 5 percent of sales—a mark that earned the company Logistics Management’s 2011 Best Practices Award.
How did ParknPool achieve those impressive savings and win this year’s honor? Let’s take a dive into how ParknPool took control of its LTL costs and executed this impressive logistics turnaround.
Toe in water
ParknPool’s strength is as a sales, marketing, and distribution company that sells mostly to government installations and large corporations. Less than 5 percent of its sales goes directly to the public. It is lean—just 23 employees—with a simple B2B plan that keeps costs as low as possible.
“We focus on marketing and distribution, those are our core competencies,” says the company’s logistics and operation manager and the force behind the recent change, Jason O’Mahony. A former sales executive with a background in the trucking industry, O’Mahony is responsible for logistics planning from more than 50 of ParknPool’s suppliers.
When he arrived at the company four years ago after working at Henderson Transportation Co., which operates a fleet of thousands of school buses on Long Island, O’Mahony was struck by one line on ParknPool’s balance sheet—transportation spend was 17 percent of total sales.
“That’s awful,” says O’Mahony. “Up until then we worked with our suppliers who simply quoted us shipping and handling costs and we passed that along to our clients. That hurt us when we got into competitive pricing situations, but we had no other options on transportation. Whenever there was a rate increase, we just had to absorb the hit.”
This was in 2008. The following year, O’Mahony began plans to create an internal logistics unit within ParknPool. The goal was to create a department that could negotiate directly with carriers on rates, take advantage of the competitive situation in the LTL industry, and ultimately drive down rates.
However, he immediately faced two obstacles. First, individual rate negotiations with LTL carriers were not easy. “It’s fraught with difficulty,” says O’Mahony. “We had some success, but we found that shippers that were much, much larger than us were not able to secure competitive rates either.”
The second obstacle was dealing with ParknPool’s suppliers and informing them that it no longer would be accepting transportation costs as part of its overall negotiations—that, says O’Mahony, may have been the toughest step.
“We’re in a small, niche market,” he says. “All our suppliers and competitors are like a small family, and we all know what’s going on. But our suppliers had been using transportation as a profit center, so they certainly weren’t comfortable with what we were proposing. But we were dead set on it, and we stuck to our guns.”
The process of dealing with suppliers was not so much painful as painstaking, O’Mahony says. That’s because he wanted to reassure those suppliers that nothing much had changed except the shipping and logistics end of their relationship with ParknPool. He contacted each one individually to ease their fears. That began at the end of 2008, but didn’t reach full implementation until late 2009 and early 2010.
The suppliers all eventually understood. In turn, carriers began to recognize there was a new relationship with ParknPool as well. Rates, suddenly, were highly negotiable. The heart of the program was the development of a web-based rating tool that’s able to rate each shipment on a case-by-case basis to select the best cost from a variety of LTL carriers. This has helped insulate ParknPool from damaging price increases and has caused its carriers to enter a near constant state of bidding to attempt to get a leg up on the competition.
Development of the rating tool was accomplished by ParknPool’s Marc Viret, the company’s resident programmer. “With Marc, we have a real asset in house,” says O’Mahony. “He was able to code a complicated piece of software that would interact with the different systems the carriers use and translate the data into simple terms any working person can readily understand.”
For example, if one carrier chooses to increase rates dramatically on a certain lane, ParknPool has the ability with a few keystrokes to reduce its volume with that carrier and shift freight to carriers that might have excess capacity on that lane and is more competitively priced.
According to O’Mahony, timing of the new program was essential as well. When it began in 2009, there was excess capacity in the LTL industry, but that certainly didn’t last long. In 2010, ParknPool quickly discovered that carriers were looking to take healthy rate increases.
“We saw that FedEx and Con-way were out to kill YRC Worldwide,” he says. “But when that didn’t work out, they took rate increases. We got in during that competitive time, but when they did hit us with rate increases they saw volume drop off immediately—and soon after they took it back off.”
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