第三方物流服务：全球复苏中的重要合作伙伴（英文版）.pdf

SPECIAL DIGITAL ISSUE 3PL SERVICES: Vital partners in our global recovery 2 October 2020 | Third-Party Logistics Editorial Staff Wendy DelCampo Senior Art Director Polly Chevalier Art Director Kelly Jones Production Director Michael A. Levans Group Editorial Director Patrick Burnson Executive Editor Sarah Petrie Executive Managing Editor Jeff Berman Group News Editor John Kerr Contributing Editor, Global Logistics Bridget McCrea Editor at Large, Technology Roberto Michel Contributing Editor, Warehousing the right personal protective equipment (PPE) for those operators; and the proper vetting of carriers to ensure that they understand the hazardous nature of the chemicals. “A lot of times, drivers are required to get up on top of the tank trucks and hook hoses up to the equipment,” Smith explains, “so its critical that we have good carriers that are vetted and that understand the nature of the product in order to ensure everything is done safely.” Ready to offload its non-core logistics and transportation operations to a reli- able third party, LANXESS considered about nine potential partners. Only With 11 different business units in North America, LANXESS ships products and runs warehouses across the continent. Third-Party Logistics | October 2020 17 more valuable based on internal feed- back from its various business units. Odyssey has taken LANXESS sugges- tions into account, incorporating feed- back and making improvements to meet its specific needsand ultimately make it more beneficial for other shippers. The end result is a partnership that works both ways to deliver. While Odyssey brings its insights, expertise, and network to the table, LANXESS brings its collaborative spirit on solv- ing complex logistics challenges that are unique to its business. “Our managed transportation relationship ensures that we always have best-in- class transportation management sys- tems to utilize,” says Smith. To shippers interested in a managed transportation relationship, Smith says its best to approach it from a partner- ship standpoint versus just passing transportation planning and procure- ment responsibility off to a third party in hopes that it will handle the task well. “If you want to just sit back while someone else handles the planning, then youre setting yourself up for failure,” says Smith. “For managed transportation to work well, there really needs to be a partnership in place, with both parties working together, shar- ing information, dedicating resources, and ensuring good communication and information flow.” Bridget McCrea, is a contributing editor to Logistics Management have the added benefit of being part of a much larger pool that has $1 billion in transportation spend,” says Smith. Over the last two years, LANXESS managed transportation provider has been tweaking its data and reporting to the point where the manufacturer no longer has to run any internal reports or create data sets to use for freight reporting. Using Odysseys online “Project Insight” tool, it can capture relevant statistical data from the providers TMS, from its own ERP, or from its clients ERP systems. LANXESS is using Odysseys tech- nology platform to gain real-time data and intelligence for company ship- ments. It has access to information on historic costs, costs in aggregate by customer, spend with a particular car- rier, spend by a particular mode, freight costs and other data points. “All of the pertinent information is right at our fingertips,” says Smith. “The application has filters that we use to customize the data set that were viewing, slice and dice it, and get what- ever information we need.” Teamwork and collaboration count Moving to a managed logistics arrangement usually requires a digital transformation. That, in turn, requires a solid partnership and continuous improvement mindset. For example, LANXESS is using Odysseys weather-mapping tool, but has requested a few changes to make it charges, but now the manufacturer can clearly see whether its turning those tanks as quickly as it should. “If we have specific tanks that have been sitting for months, accruing stor- age charges,” says Smith, “we now can identify those much faster and recommend moving them out as soon as possible.” As for the third-party freight audit process that LANXESS once relied on, Smith says its been replaced by a more streamlined system that goes directly through its managed transportation provider. “Odysseys freight audit department is constantly scanning invoices and picking up on issues like duplicate invoices from freight vendors,” says Smith. “Weve seen a lot of cost avoid- ance over the years from that freight audit technology alone.” Real-time data and intelligence Through its managed logistics services unit, Odyssey Logistics and managed transportation that accounts for 17%. Current DTM 3PLs look vastly dif- ferent from the original “one man with a desk and phone,” manual-process based freight brokerage model of old. The evolution of manual-process based freight brokerage into DTM and its core offeringinformation systems- based freight brokerage with a host of value-added servicesstems from the federal deregulation of brokerage licenses in 1980 as part of motor carrier deregulation. Today, most DTMs have a transporta- tion management system (TMS) that many have augmented with applica- tions to improve load tendering, carrier onboarding, shipment visibility, freight bill payment and document processing. DIGITAL TRANSFORMATION Third-Party Logistics | October 2020 19 Rank Provider HQ (City, State/Province) 2019 Gross Revenue (US$ Millions) 2019 Net Revenue (US$ Millions) 1 C.H. Robinson Eden Prairie, MN 11,283.7 1,797.4 2 XPO Logistics Greenwich, CT 3,895.0 876.0 3 Coyote Logistics Chicago, IL 3,600.0 465.0 4 Total Quality Logistics Cincinnati, OH 3,394.0 687.0 5 Hub Group Oak Brook, IL 2,800.0 400.0 6 Echo Global Logistics Chicago, IL 2,185.0 386.0 7 MODE Transportation Dallas, TX 2,075.3 285.0 8 Landstar System Jacksonville, FL 2,052.0 340.0 9 Schneider Logistics Green Bay, WI 1,794.1 229.0 10 Worldwide Express/Unishippers Dallas, TX 1,675.0 365.0 11 GlobalTranz Enterprises Scottsdale, AZ 1,532.0 275.0 12 J.B. Hunt ICS Lowell, AR 1,348.0 176.6 13 Transplace Frisco, TX 1,000.0 115.0 14 Nolan Transportation Group Atlanta, GA 875.0 124.9 15 Universal Logistics Holdings Warren, MI 745.0 95.0 16 Uber Freight Chicago, IL 731.0 0.0 17 Redwood Logistics Chicago, IL 720.0 131.0 18 BNSF Logistics Flower Mound, TX 613.0 114.0 19 Convoy Seattle, WA 600.0 0.0 20 Allen Lund La Canada, CA 595.0 101.0 21 Trinity Logistics Seaford, DE 579.6 101.5 22 Arrive Logistics Austin, TX 550.0 69.0 23 FLS Transportation Services Montreal, QC 500.0 70.0 24 Matson Logistics Concord, CA 495.0 62.0 25 Werner Logistics Omaha, NE 489.7 78.2 The Digital Transformation of Transportation Management Top 25 DTMs in North America ranked by gross revenue Source: Armstrong and digital freight brokers such as Convoy, Loadsmart, Transfix, Uber Freight, and uShip. These companies aim to match shipper demand with carrier capacity via digi- talweb or mobile-basedplatforms, usually in the form of applications. Key functionality includes: communication via app; track-and-trace; GPS-based alerts for nearby loads; automated pricing; task automation; digital document storage; two-party interaction; and push notifications. The increased competition from dig- ital freight brokers has paved the way for widespread digitalization through- out the industry. The modern day fea- tures available through digital freight brokers and traditional DTM freight brokers that digitalize service offerings provide ample benefits to shippers dur- ing a time where doing more with less has become a necessity. Digital freight brokers (DFBs) look a lot like their modern DTM freight brokerage brethren, but have focused on automating transactional freight brokerage in three major areas: Pric- ing; load/carrier matching; and ship- ment tracking and tracing. Shipper customers can receive upfront pricing for a shipment, and, once the ship- ment is tendered, the DFBs system automatically matches the shipment to a motor carrier and the shipment is Digital freight broker (DFB) core functionality Automated pricing Capacity Management: Digital carrier experiences and automated execution Instant booking experiences Visibility Management: Real-time tracking and exception handling API-based network Communication via web or mobile client Workflow and back office automation Automated detention monitoring and settlement A CLOUD TMS TO POWER GLOBAL PARCEL SHIPPING STREAMLINE CROSS-BORDER PARCEL SHIPMENTS Access a built-in, global parcel carrier network. Easily connect to customers worldwide. CONSOLIDATE PARCEL SHIPMENTS Make smarter parcel shipping decisions. Reduce parcel shipping spend. GAIN 100% SHIPMENT VISIBILITY Provide best-in-class customer service. Monitor carrier performance. DECREASE PARCEL SHIPPING COSTS Maximize prof_its per parcel shipment. Achieve savings of up to 25%. PARCEL SHIPPING RESOURCES Leading provider of global, multi-carrier parcel transportation management systems FedEx Diamond/Platinum Compatible Solution Provider and EU it will then tender the load to a carrier; handle tender acceptance/ rejects (re-tendering); and book the load in the freight brokers TMS. Using the TMS, an appointment will be scheduled, if needed. This will trigger the visibility management sys- tem to initiate transit status updates until delivery where back offi ce auto- mated proof of delivery information is uploaded into a TMS and freight bill payment/carrier settlement is triggered. Transactional freight brokerage is get- ting closer to the automation levels seen in managed transportation. Feedback loops. The focus on dig- ital experiences helps companies col- lect more capacity information leading to better freight matches, more book- ings, and carrier capacity information. Each transaction builds upon itself, laying the groundwork for increasingly optimal future transportation planning and execution. Carrier experiences are key. Posi- tioned around personalized digital user experiences, DFBs are spending time on building straight-forward, user-friendly Freight brokers are developing enhanced applications for shippers cre- ating an improved user experience. Up-front pricing eliminates the time to determine if a freight broker is competitive by lane or for a specific transportation mode. Automating and digitally matching freight to carriers increases the amount of available capacity to a freight broker, and in-turn provides shippers with quality carriers to cover loads faster than ever before. Visibility systems monitor data to help improve service performance in areas such as on-time pickup and delivery, in-transit status updates, and service exception alerts. Back-office automation systems focus on automating the cash-to-cash cycle from shipment tender, document collection, carrier settlement, and invoicing. Images of shipment documents, proof of deliveries, and freight bills are captured and converted into data to populate a TMS without manual data entry. Carrier freight bills are processed more accurately and on-time. Shippers are invoiced once, consistently, and accurately, for shipments and have online visibility to all pertinent shipment documents. Digitalization of freight brokerage is driving distinct advantages for shippers For more information, call Wrights Media at 877.652.5295 or visit our website at nullogo nullcensing | nullenullints | nullrints | nullanulles Leverage branded content from Logistics Management to create a more powerful and sophisticated statement about your product, service, or company in your next marketing campaign. Contact Wrights Media to find out more about how we can customize your acknowledgements and recognitions to enhance your marketing strategies. Content Licensing for Every Marketing Strategy Marketing solutions fit for: Outdoor Direct Mail Print Advertising Tradeshow/POP Displays Social Media Radio however, throughput volumes were restricted due to the lack of international passenger belly-freight capacity. “Domestic traffic recovered much more quickly, but from a lower base,” says Cullen. “Land transport serving airports remains problematic with a shortage of capacity and drivers as many migrant workers are only gradually returning to major cities.” Coping with adversity Dr. Zvi Schreiber, founder and CEO of Freightos, a technology provider focused on instant freight quotes for freight forwarders and shippers, agrees with most of Tis conclusions. “The U.S. and much of Europe are bracing for what could be the peak weeks of the outbreak,” says Sch- reiber. “However, despite a focus on essential goods, some delays and disruptions, and new measures to protect its own workforce, the logistics industry has continued to function and keep goods moving.” According to Schreiber, although enterprise shippers in non-essential industries like retail are doing their best to cancel orders, many small and medium busi- nesses with much smaller inventory needs seem to still be active and unaffected by the shift in demand. “Despite a lull during the shutdown of Chinese manu- facturing, U.S.-based small to medium-sized import- ers using our marketplace continued to ship goods, with last months number of shipments up 11% from the previous month and down only 2% over the same period last year,” he says. The next expected freight challenge will be on how to handle the anticipated wave of ocean freight ordered by U.S. businesses several weeks ago, after manufacturing had recovered in China, but before the outbreak in the West had started to make an impact on demand. “These ships are on their way and expected to arrive on U.S. shores for the next few weeks,” says Schreiber. “But many importers, particularly larger ones, are wary of gathering too much inventory for current demand. Instead, they are refusing ship- ments, delaying delivery, or not accepting deliveries due to the closure of some warehouses.” To avoid bottlenecks and delays at ports, the Federal Maritime Commission and others are working on solutions for ocean carriers, including storage at origins or alternate ports and alternate off-port container storage. He further notes that while shipments of most goods are being delib- erately delayedsome carriers are even sailing around Africa to Europe to extend sailing times and cut costs on canal feesshipments of critical goods like masks and other personal protective equipment are being expedited right now, usually by air. “This demand, together with the shortage of pas- senger jet cargo capacity, is keeping air cargo rates extremely high,” says Schreiber. “Chinas additional restrictions on passenger flights have contributed to more volatility, with our marketplace data indicating between 25% and 35% increases in air rates out of China in May.” High air rates have some shippers looking to switch