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Strengthen my CSR policy

#16 Explore some alternative transport means

Your customers are more and more attentive to their environmental footprint. Electric or natural gas trucks, railroads, combined or intermodal transport are many of the alternative solutions that are particularly competitive in certain cases. You need to review your flows and find those that will allow you to make your logistics greener without deteriorating your service quality and your costs.

#17 Manage urban logistic constraints

The exponential e-commerce growth along with LEZ (Low Emission Zones) systematization make the last mile both complex and costly. In order to get ahead of these evolutions, you have to reduce your negative externalities (pollution, noise, congestion). Set an adequate and efficient organization in order to honor your promises to your customers, lower your costs and limit your environmental impact.

#18 Build my environmental roadmap

Often, CSR policy is led in an opportunistic and messy way. Yet, the shippers, under the pressure of their customers and investors, choose and evaluate more and more their service providers on this particular criterion. You have to set your ambitions, define your goals with your teams and set a realistic course of actions with measurable results thanks to a reliable reporting.

#19 Make my GHG reporting reliable

As a carrier you are required to provide a GHG reporting to your customers for the transport you handle on their behalf. In order to best answer these demands or even to measure the efficiency of your CSR policy, your reporting should be precise, dynamic and adapted to the number, the type, the motorization and consumption of your vehicles.

#20 Increase the value of my actions’ environmental impact

In the matter of transport, resources optimisation in order to lower cost purposes or increase service quality often has a positive impact on the environment. Measuring it precisely will allow you to highlight your environmental driven efforts with the public opinion and your customers.

#21 Commit into a program of emissions reduction

In order to better answer environmental issues raised by your customer along with reducing your emissions, you can join a program or obtain a certification. These steps are complex and often imply to commit to reaching ambitious goals. Benefit from an expert support in order to take the plunge in the best possible conditions.

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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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.

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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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