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Define my strategy and transport organisation

#1 Define my transport strategy up to 5 years

It must be inspired by business orientations and market context. It sets a course and mid-term goals on which transport organisation will align. It’s this very own strategy that will determine the value generated by transport.

#2 Choose between Make or Buy

After a long cycle of externalisation, drivers shortage and chronicle under-capacity of road freight questions all certainties. Should transport functions such as purchases, execution of planning be internalised and if so, to what extend? What is the right decision to secure both transport costs and service quality?

#3 Adjust my logistics network

Warehouse network is often seen as unchangeable, whereas logistic flows are constantly evolving: customer and supplier locations, changes in orders typology, transport availability… An unsuitable network leads to an increase of transport costs, externalities and a deterioration of service quality.

#4 Identify transport related innovations

Transport became a major innovation hub thanks to swift progress of e-commerce and associated services added to the advent of new technology. For transport teams, it’s a unique opportunity to increase productivity while contributing to business transformation. But this can only be achieved when you’re able to navigate properly amongst all the new actors that enter the market.

#5 Benchmark my transport practices

Your teams can take some inspiration from the best practices in your work area. Spot amongst your colleagues those who innovate and excel in the conduct of their transport activity.

#6 Challenge my transport organization

Which resources do we have to combine in order to reach operational effectiveness and guaranty customer satisfaction? What can we do to get rid of the flaws in the transport process? How to reach an effective allocation of the different roles between logistics, purchases, customer services, providers (3PL, 4PL) and transport software ?

#7 Digitise my transport 

Transport is growing in importance and is complexifying. Internal and external stakeholders are multiplying which is leading to an increasing need to exchange quality data. TMS software, tracking platforms, analytics solutions, the options are quite abundant. You have to create an effective roadmap to get a great ROI.

#8 Structure my e-commerce logistics

E-commerce is one of the most amazing growth levers for your business. Regarding e-commerce, nothing matters more to the customer than the delivery experience. You’ll be blamed for any delivery flow. You have to make your delivery performance a strong strategic advantage and master the profitability of your sales.

#9 Manage the urban logistic constraints

The exponential e-commerce growth along with the LEZ (Low Emission Zones) systematization make the last kilometer delivery both complex and costly. You have to anticipate regulatory changes and set an efficient organization in order to honor your promises to your customers, lower your costs and limit your environmental impact.

#10 Understand transport markets

In order to have at your disposal an efficient supply chain you have to know transport markets. However, the task is a bit complex. Indeed, their structure is different from one country to another: ruling, labor cost, location of the production and consumption centers… You have to analyze them step by step in order to better anticipate price variation and capacity availability.

Star

They trust us

After several years of strong growth, our logistics organization and sales administration were no longer fully adapted to our customers' expectations. We therefore conducted a complete review of the Order-to-Cash process. This allowed us to identify the target organisation, which helped us to motivate our teams and become more agile.

Brigitte Petit - CEO - Beko France

We have launched a call for tenders regarding our mass retailing flows, with two objectives in mind. First, we wanted to strengthen our customer service through a specific transport plan to respond more efficiently to their needs. Secondly, we wanted to change our pricing model in order to improve our transport offer for our customers. It was a success, both in terms of monitoring and commercial offer.

Ivan Richard - Transport Manager - L'Oréal France

We have been pooling our transport with three industrial counterparts for several years. This has saved us money and even improved our quality of service. But, above all, pooling has transformed relations with our distributor customers. Alone, we were each a simple supplier. Now they see us as true supply chain partners.

Jérôme Thivend - Head of Supply Chain Retail & Professional - Henkel Beauty Care France

To anticipate the evolution of our budgets as well as possible, we must understand the dynamics of the transport markets of the European countries where we are active. To do this, we have been using transport conjuncture notes every year since 2011. It also allows us to remain attentive to regulatory developments and new innovations.

Jérôme Saillour - Transport Leader - Décathlon

Following a full diagnosis, we have largely rethought our transport organisation. In particular, the review of processes has enabled us to make better use of our tools and to better leverage the know-how of our employees. As a result, operations have become much more fluid.

Alexandre Cavallini - Transport Director - Alliance Healthcare France

To secure our contracts and strengthen our growth, we conducted a complete transport diagnosis on the activity of one of our warehouses in the Paris region. A rigorous inventory has provided us with valuable lessons on our performance, which has enabled us to set up a new transport plan. Finally, the study has greatly enriched our reflection on the digitisation of our transport processes.

Laurent Le Goff - CEO - DHL Supply Chain France

We have recently launched a Group-wide cost reduction initiative. Overall, we have achieved good results, except in the Southwestern part of France. We have therefore sought external support to find savings in the redesign of the regional transport plan. The project identified many potential levers that would significantly reduce our transportation costs.

Mélina Rollin - Head of Logistics - DSC, groupe Saint-Gobin

Other challenges

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Lower my transport costs

Transport is one of the main items of operational costs and so it can weigh heavily on business activities. Luckily, levers of action are numerous.

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Master my service quality

Expectations regarding deliveries have substantially evolved in both B2B and B2C. Generate customer loyalty and avoid heavy financial penalties.

Challenge family image

Strenghten my CSR policy

Make transport a key component of your CSR policy and lessen its environmental impact.

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