Logistics & Procurement Services (LPS) is a management consulting firm that helps customers reduce transportation and logistics costs. LPS uses a proprietary process called LogPro to standardize operations and procurement practices. LPS representatives become embedded as the customer's logistics experts to conduct spend analyses and renegotiate contracts with providers. LPS typically achieves 10-30% cost savings for customers within industries like manufacturing, retail, and services. LPS presents itself as a lower-cost alternative to 3PL management firms that charge 4-12% of managed spend.

1. Logistics & Procurement Services, LLC
Introduction
Presented By: Steven C. Hogan, President
Logistics & Procurement Services, LLC (d/b/a “LPS”)
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2. LPS Service Mission
“Establish 10-30%+ operating cash savings through our
expertise in operations & procurement of logistics and
transportation services working as our Customer’s
Independent, Staff Experts in securing the best costs and
services.”
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3. Who we are:
We are a management service company that
provides procurement expertise, consulting, and
solutions to help our customers establish and
manage supplier contracts that deliver better
pricing, value and services.
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4. LPS Strengths
 LogPro TM
 Structured Spend Management Improvement Process
 Proprietary Analysis / Simplification / Standardization
 25+ Years Best Process / Practice Alignment To Customer Business
 Rapid & Sustained Cost Reduction
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5. LPS Customers
Status Quo” Customer— Legacy services and costs with primary focus on daily operations and
execution, limited internal expertise in transportation and logistics and poor internal information to
recognize and implement improvements. Costs are generally rising and unknowingly absorbed or passed
on.
“Routine” Customer—Services and costs are updated to a schedule more reactively based on
service changes, price increases, or internal events effecting operations, locations, and customers. Internal
expertise exists without work tools, planning, or depth of knowledge and leadership visibility to achieve
more than cost containment.
“Challenged” Customer—Services and costs are updated with specific internal expertise however
the resources are used in a more formalized project mentality causing trade‐off and completion
challenges. Leadership visibility is good, cross‐functional strength is poor or specific expertise to address
larger scale improvements in process, policies, organization, technologies, network, and services leaving
significant cost and service improvements unrealized.
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6. Why We Exists:
 Customer Gaps Transportation:
• Transportation expenses are #1, 2, or 3 of
“Total Company Expense”
• 90% of company effort & resources are “Operational”
(receive, ship, process)
• Data Analysis & Complexity are “ Beyond Limits ” of Internal
Capabilities
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7. Why We Exist:
 Customer Gaps Logistics Operations
• New Business Requirements or Capabilities
Needed
• Current Organization or Silos Limit Improvement Visibility &
Change
• Logistics Options & Knowledge Is Outdated or Missing
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8. Solution Areas:
Service‐Providers Service‐Providers Logistics
– continued: Operations &
• Less Than Truckload • Intermodal
Administration
• Truckload • USPS/Mail /
• Parcel Consolidation •Technologies
• Rail • Private Fleet & Dedicated Transportation Mgt
• Intermodal • Courier Supply Chain Visibility
• Forwarder / US Customs • Expedite •Freight Audit / Payment
• Ocean • Warehousing •Freight Terms
• Air / Expedite • Distribution • Shipping & Handling
• Rail • 3PL Revenue
• Outsourcing • Consolidation; Pooling; X‐
• Transportation Dock
• Fulfillment / •Vendor Compliance
Warehousing •Routing Guides
•Claims
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9. Our Approach
 LPS services include full resource and management of procurement and
operational improvements from selection, negotiation, and contracting
through implementation to strengthen our customers existing functions or
implement new solutions.
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10. LPS Process View:
1. Audit & Value Assessment
2. Service Agreement / Work Statement / Time Line
3. Resource & Service Implementation (s)
4. Completed Service Audit / Value Assessment Validation
5. Ongoing Value Assessment, Reporting, & Updates*
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11. Net Improvement Discussion View
Typical Customer 3‐6%
C
Reduction or “Flat” (C)
Cash Savings
3PL Management 4‐12% of
“Spend $’s” (B+C)
B
LPS 10‐30% Cost Reduction
• Fixed Service Cost
• Customer Retained
80% Savings (A++) A
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12. LPS Differentiators:
a) LogProTM – Standardization & Process Expertise
b) Concurrent Improvement / Time to Value 60‐90 Days
c) Collaboration & Customer Knowledge Increase
d) Analysis & Rationalization Aligned To Customer:
a) Capabilities
b) Modes
c) Network
e) Results Focused ‐ Implementation
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13. LPS Customers Include:
• Fortune 100 – 1000
• Manufacturing
• Retail
• Services
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14. Thank You !
Contact Us:
Steven C. Hogan
President
Logistics & Procurement Services, LLC
P.O. Box 271
Verona, KY 41092
E‐mail: shogan@LogProServices.com
Mobile: 859.630.6944
Office: 859.485.6994
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