Filed in February 2013

Friday, February 01, 2013

LTL carriers are looking to squeeze profit out of better-managed margins and shippers will play a huge role in this movement. Here are four time-tested methodologies to help carriers ease shipments through their systems—and get the right rates and capacity.

When the athletic footwear flipped the switch on its 520,000-square-foot paperless/wireless DC, it completely transformed the way it processed orders to accommodate rapid growth. Its mobile equipment affords real-time inventory management, improved communication among floor supervisors, and new efficiencies in shipping operations.

As more companies move into expanding markets, more logistics professionals are turning to global trade management (GTM) solutions to help manage the increasingly complex import and export landscapes.

Ongoing economic “volatility” and the growing global focus on sustainability are placing more pressure on logistics managers to establish a strategic, alternative distribution network. Here’s some food for thought before establishing yours.

The recovery in Asia’s rapid growth markets, especially those of China and India, is gradually leading the world out of recession. In many developing economies, output is already above pre-crisis trends and logistics investment is vigorous—suggesting that expansion is under way.

Port authorities at major cargo gateways on all three coasts are investing in infrastructure and strategic planning to become more sustainable corporate citizens—a positive trend that’s making U.S. seaports more efficient and resilient than ever.

The concept of collaboration is nothing new. The idea of opening doors, dropping defenses, and improving how shippers and carriers work together has been kicked around for decades as a sure-fire cure to the annual rate and capacity negotiation dance.

In early January, the United States Postal Service (USPS) called on Congress for postal legislation in an effort to become solvent—a statement the comes on the heels of the USPS saying that it many not be able to wait for Congress to act.

I recently had the honor of facilitating workshops for large shippers and their current and prospective carriers in the midst of major contract RFPs and renewals.

In our previous column we introduced the concept of “dynamic operations:” supply chain networks that respond quickly and smoothly to changing business conditions. We also identified dynamic operations’ four enabling capabilities and looked briefly at how they work together to help companies identify, accommodate, and even benefit from supply chain disruptions. The first of these capabilities is “insight to action.”