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Samantha is the Founder of Samantha Jones Consulting which is focused on helping companies in the logistics industry increase their sustainable revenue by building and implementing customized and enhanced sales and brand strategies. Insights on the consolidation of the freight brokerage industry and the role of advanced technologies.
Knowing about her blogging side hustle, the executive team allowed her to take on the additional responsibility of the company’s digital marketing initiatives where over the course of 5 years, orchestrated two website redesigns, implemented an inbound marketing initiative, and established a sales outreach plan.
So everything in the retailer’s Supply Chain strategy needs to be focused on the customer, and of course the shareholders, that goes without saying. Well that of course depends on the type of retailer we’re talking about. Quality is of course a given. Next we have the inbound logistics costs.
The urgency of response to a disruption of a Category 1 supplier is of course much higher than that of a Category 4 supplier. Inbound synchronization of supplies is critical for ensuring business continuity and assurance of supplies irrespective of the category of products.
For this reason, KPIs are essential for any business improvement strategy. Of course, the big challenge in this type of external benchmarking is obtaining the necessary data, since many companies are wary of sharing performance data with potential competitors.
That’s when you can course correct in any number of ways that make your business more efficient and your customers happier. And modern, API-first data strategies have vastly improved portability, ensuring data can be easily moved and shared between any cloud and any application. Consider a common inbound use case.
Steve: Klaus, when we talked, you mentioned Autoliv was already doing digital supplier management, had digital sourcing solutions, and was looking at real-time transportation visibility solutions to provide better predicted times of arrival for inbound and outbound shipments. Steve: Jan, you have not said much. Any final thoughts?
It’s important to be familiar with the inbound and outbound history of each SKU, and to know how fast or slowly it turns around in your warehouse. Identify Bottlenecks : Pinpoint areas where operations slow down or become inefficient, and develop strategies to address these issues.
Manufacturers, retailers and their logistics partners often managed supply and demand volatility by shifting scarce inventory among stores or distribution centers, or investing in expedited freight charges, without considering the real implications of these strategies on their long-term profitability.
Of course, some of your company’s products will inevitably sell at a slower rate than others, so slow-movers are not a problem per se —and you can always decide whether to continue selling those items or discontinue them. Suggested stocking strategies and policies. From MOQ to EOQ: The Transition Will Make a Difference.
Many enterprises have taken heed, and determined that inbound and outbound transport and warehousing are consequential processes of their business rather than fundamental or core processes. There are exceptions of course, but they tend to be very large scale manufacturers where the investment horizon is from 5 to 15 years.
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