page 1
page 2
page 3
page 4
page 5
page 6
page 7
page 8
page 9
page 10
page 11
page 12
page 13
page 14
page 15
page 16
page 17
page 18
page 19
page 20
page 21
page 22
page 23
page 24
page 25
page 26
page 27
page 28
page 29
page 30
page 31
page 32
page 33
page 34
page 35
page 36
page 37
page 38
page 39
page 40
page 41
page 42
page 43
page 44
page 45
page 46
page 47
page 48
page 49
page 50
page 51
page 52
page 53
page 54
page 55
page 56
page 57
page 58
page 59
page 60
page 61
page 62
page 63
page 64
page 65
page 66
page 67
page 68
page 69
page 70
page 71
page 72
page 73
page 74
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84
page 85
page 86
page 87
page 88
page 89
page 90
page 91
page 92
page 93
page 94
page 95
page 96
page 97
page 98
page 99
page 100

experience, and knowledge translates into the example of continued process improvement in action.” When lean logistics professionals perform an account review it will often reveal that the customer’s embedded release program automatically schedules orders to the distributor based on preset production requirement parameters which permit opportunities to consolidate shipments. Bypassing the embedded instructions, logistics strategists make sure customers still get everything they need, when they need it, at a single freight cost versus multiple shipments. Another cost-saving through best logistics hiring practices is in consolidating employees in the inbound and outbound logistics groups, often resulting in a single, smaller team. Typical same-day shipments improve as much as 40 percent with fewer staff through improvements in hiring effi ciencies. Necessity being the mother of invention, rising fuel costs mean that distributors must develop inventive new methods to reduce costs that will benefi t the supply chain in the future, regardless of the price per barrel. “It’s the nature of the logistics profession to aggressively explore ways to reduce spending, while maintaining high service levels,” says Devine. “The most important lean techniques employed by distributors are found in a team of experienced lean logistics professionals, temporary or permanent, who will continue to benefi t customers regardless of energy costs.” 21 incurring sizeable increases in transportation and logistics costs. The scope of this challenge is signifi cant. According to a recent study sponsored by the Council of Supply Chain Management Professionals (CSCMP), US business logistics costs increased $156 billion over the previous year (14 percent) to a total of $1.18 trillion. This dramatic increase represents the largest year-to-year change in more than 30 years, according the organization which tracks trends in transportation, inventory-carrying and total logistics costs. Some large manufacturers estimate that for every $1 increase in the price of a barrel of oil, their logistics costs go up by $4 million. While current rates have not yet seen the $77 levels of August 2006, the going rate for a barrel of crude oil has returned to $65 or more (against $25 per barrel in 2001); extraordinary refi ning costs keep the price per gallon extremely high regardless of the exact per barrel rate. No organization involved in logistics is free from the bottomline impact of these higher rates. “For distributors to maintain margins and survive these much higher energy costs requires a commitment to continued process improvement and lean principles,” says Brian Devine, vice-president of ProLogistix. “The impact of rising energy costs on the supply chain requires better methods than beating suppliers for cost reductions which do not pay in the long run, and passing costs along to customers is not a viable option. The only viable solution for the distribution supply chain is to achieve higher levels of personnel effi ciency, coordination, planning and productivity.” While even the most skilled logistics professional cannot avoid passing a portion of mounting fuel surcharges along to customers, distributors can arm themselves with staffi ng expertise to mitigate the increased costs. Optimizing routing selection requires experienced lean logistics professionals and represents an opportunity for signifi cant cost savings. Inexperienced staffers might have fl own an order to achieve expedient on-time delivery, when in fact the same result to the customer could have been achieved by hiring a driver to transport the package overnight for a tenth the cost of air transport. Experienced logistics personnel are able to recommend ways in which distributors can consolidate their shipments, as well as use more costeffective transportation alternatives to reduce spending related to fuel charges. “One of the most useful tools to help our customers,” says Devine, “is to place strategic logistics experts who are able to interpret the information which accumulates in ordering behavior, often uncovering purchasing patterns that lend themselves to substantial moneysaving techniques. The idea of hiring the least expensive warehouse personnel always costs distributors more in the end because lack of experience has a price. Seasoned logistics professionals have already learned from their mistakes and while their per-hour rate is greater, wisdom, “For distributors to maintain margins and survive these much higher energy costs requires a commitment to continued process improvement and lean principles” Thomas R. Cutler is the President & CEO of Fort Lauderdale, Florida-based manufacturing marketing fi rm TR Cutler, Inc: www.trcutlerinc.com. July 07 Businessexcellence