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Lower my transport costs

#11 Identifying the right levers of cost reduction

Potential transport cost optimisations are abundant. Most of these levers are linked to organising logistic flows, indirect purchases and internal process. Know that cost killing processes can be counterproductive. Work must be done in line with the business challenges while identifying potential side effects.

#12 Perfecting transport related purchases

Transport is one of the main items of indirect purchases, however, it cannot be restrained to pricing issues. Match your future transport related tenders to a clearer expression of your actual needs and goals. These processes should be reinforced with a sustainable relationship with the suppliers and an expert knowledge of market prices. In doing so, you’ll obtain much better results.

#13 Systematise my transport tenders

Transport tenders are a long and complicated process which has to be renewed regularly in order to stay aligned with the market and keep the costs under control. It also burdens your teams for several months and requires powerful tools. If the purchases department doesn’t have the resources to support it, outsourcing the process could be an efficient solution.

#14 Detecting anomalies in my transport costs

Detecting and solving the slides hidden in the huge amount of transport data is a laborious task for the teams. Yet, the financial concern linked to transport invoicing mistakes, unjustified customer penalties, use of unreferenced carriers, are huge. Refrain from being overwhelmed by it all and seek help from AI to identify and explain anomalies.

#15 Revise my transport plan

Evolution of order typology, constraints, customer mix or transported volumes inevitably lead to your transport plans being obsolete. What are the consequences of that? An insidious transport related costs increase and a slow service quality deterioration. You’ll have to reassign your carriers or rethink your flow scheme in order to come back to the required optimum.

#16 Pool my transport

Pooling allows human resources, material (vehicles, logistic sites..) and non-material (data, software) assets to be shared amongst shippers. It’s an extraordinary efficiency source for the business. Maximise the use of resources in order to satisfy your customers while lowering your transport costs and your carbon footprint.

#17 Optimise import and export customs

The flows submitted to customs duties and taxes have numerous financial and documentary constraints. They need optimized processes. In an open European market, the knowledge of offered opportunities from each European country can radically change your import and export flow outline while allowing you to gain financial profit.

#9 Manage the urban logistic constraints

The flows submitted to customs duties and taxes have numerous financial and documentary constraints. They need optimized processes. In an open European market, the knowledge of offered opportunities from each European country can radically change your import and export flow outline while allowing you to gain financial profit.

#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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Define my strategy and transport organisation

Adapt your organisation to contemporary transport constraints and set a course that will allow you to distinguish yourself from your competitors.

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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.

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Strenghten my CSR policy

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

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