Master my service quality

#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. Maximize the use of resources in order to satisfy your customers while lowering your transport costs and your carbon footprint.

#18 Secure capacity

Lack of transport penalizes first the shippers who didn’t establish strong relationships with their carriers. In order not to harm your revenue and guaranty both your service rate and your promises to your customers, you’ll have to reinstate your attractiveness in the eyes of your carriers. A market analysis will allow you to balance the risks of being in under-capacity with your purchases constraints.

#19 Monitor my customer satisfaction

Poor transport service quality can lead to financial penalties but mostly, it can lead to contract termination. First, having your processes under control, then sharing information within your team or with your partners, will allow you to anticipate any difficulty. It will also alert you on possible anomalies and lead you to take the upper hand on customer communication and the actions you can set to retain your clientele.

#20 Detect customer promise anomalies

Detecting and solving the slides hidden in the huge amount of transport related data is a laborious task for the teams. Yet, respecting the OTIF is a key issue in order for you to keep your clientele and avoid heavy financial penalties. Refrain from being overwhelmed by it all and seek help from AI to identify and explain anomalies.

#2 Choose between Make or Buy

After a long cycle of externalization, drivers shortage and chronicle under-capacity of road freight questions all certainties. Should transport related 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 logistical network

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

#9 Manage 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.


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

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