The 3PL industry faces increasing pressure to reduce costs while improving service quality and speed. To remain competitive and profitable, 3PLs must provide strategic value to customers through continuous improvement initiatives. Customers now expect demonstrable reductions in supply chain costs from 3PL partners and view continuous improvement programs as essential. An effective CI program leverages existing resources to rapidly improve business processes through tools like Lean and Six Sigma. It also engages customers to focus on mutually agreed metrics and gain-sharing.
In the eyes of the customer, suppliers are only as good as their last transaction. That's why TELUS has made putting customers first its top corporate priority.
In the eyes of the customer, suppliers are only as good as their last transaction. That's why TELUS has made putting customers first its top corporate priority.
Penny wise procurement strategies-long-term-effectiveness-short-term-wins 1012-1Dr Gordon Murray
Discusses the concept of ‘short-term financial gains’
at the cost of ‘long-term sustainability’. The premise is that there is a need to avoid short-term procurement strategies during financial crises, which could compromise long-term success. The paper’s central theme is built around the popular management model Porter’s 5 Forces, and we correlate the theories in this model to the real world challenges of procurement and how they can provide a long-term cost efficient solution.
SAP Solutions since 1994. Solving the most difficult business challenges with SAP software and enterprise technologies.
Expert SAP Guidance
Project & program management, IT strategy, enterprise architecture, system integration, centers of excellence, IT spend management, benefits analysis (ROI), change management, system assessment, business cases, audits, QA, functional consulting, staffing & more…
Solutions Insights is a B2B consulting and training firm that helps companies develop, market, and sell high-value solutions.
A Framework to Build and Market Solutions - The Case for Shifting from Product to Solutions Marketing
Penny wise procurement strategies-long-term-effectiveness-short-term-wins 1012-1Dr Gordon Murray
Discusses the concept of ‘short-term financial gains’
at the cost of ‘long-term sustainability’. The premise is that there is a need to avoid short-term procurement strategies during financial crises, which could compromise long-term success. The paper’s central theme is built around the popular management model Porter’s 5 Forces, and we correlate the theories in this model to the real world challenges of procurement and how they can provide a long-term cost efficient solution.
SAP Solutions since 1994. Solving the most difficult business challenges with SAP software and enterprise technologies.
Expert SAP Guidance
Project & program management, IT strategy, enterprise architecture, system integration, centers of excellence, IT spend management, benefits analysis (ROI), change management, system assessment, business cases, audits, QA, functional consulting, staffing & more…
Solutions Insights is a B2B consulting and training firm that helps companies develop, market, and sell high-value solutions.
A Framework to Build and Market Solutions - The Case for Shifting from Product to Solutions Marketing
The state of the Twittersphere in February 2011Kathryn Corrick
An overview of Twitter in February 2011 using statistics, tools and freely available information.
Also see: http://kathryncorrick.co.uk/2011/02/17/the-state-of-the-twittersphere-in-february-2011/
Finding fault in Hollister, CaliforniaAlan Doherty
We’re going to be looking at strike-slip (or transform) (OK sideways!) faults and at one specific example in particular – the Calaveras Fault in Central California. We’re going to find this fault and then follow its trace in Hollister, California. We then go in search of the big picture. Enjoy!
This ISG white paper assesses recent trends in the mid-tier sourcing marketplace, and basic considerations faced by buyer organizations with
differing levels of outsourcing experience. Risks and opportunities are discussed, and potential sourcing strategy options and key success factors
are outlined.
Next generation IT outsourcing and the global enterprise model (GEM)WGroup
Disruptive technologies such as cloud computing and the “as-a-service” model for software, infrastructure and platforms have led to fundamental changes in how IT services are organized, managed and delivered—whether they are outsourced, insourced or a combination. The reality that IT services can be delivered to anywhere on the globe via the “Cloud” has accelerated the commoditization of IT. Ubiquitous access to IT services has lessened business units’ dependency on internal IT and shifted the IT organization’s prime role from process excellence to technology and service innovation. This article discusses through WGroup's perspective how outsourcing can create value through changing the way business is done.
If your business relies on 3rd party suppliers for some of your success, how well do you tap into their expertise.
This paper gives some insight into why collaborating with your most important suppliers can secure competitive advantage.
With these changing business dynamics, leading companies are rethinking their approach to the after sales business, as the same cannot be taken for granted any more.
Addressing the contact center opportunity, discuss five important contact center trends, and explain how companies can embrace these trends to create a smart strategy that can improve the top and bottom line.
Moving Beyond Customer Experience Towards Customer EngagementSeymourSloan
In a changing market, we need to look at how customers are managed within businesses. For too long the debate was around experience, which ignored the richness of the opportunities available to really build relatioinships with customers. Rather, we suggest looking at the model from an engagement perspective and understanding how to make the relatioinship multi-way.
Lafarge Process Kit - Dry weigt consistency TEST.pdf
3 pl change_game
1. Executive Brief
The Heat is On for 3PLs
– Changing the Game and Gaining
Competitive Advantage
Operational Excellence as a
Competitive Strategy
Six Sigma Qualtec
3. Yet, there is an interesting dynamic at Savvy customers are looking to 3PLs for
play in that most potential 3PL breakthrough innovation to cut supply
customers today say that logistics chain costs and improve competitive
represents a strategic, competitive positioning. Are you up to the challenge?
advantage for their company. So it’s
really not a non-core activity, yet they Continuous Improvement
are willing, even anxious, to outsource
the logistics function. What does this as a Competitive Strategy
mean to 3PLs?
These days, customers are looking for a
Companies want strategic 3PL 3PL relationship that involves far more
partners, but buy tactically, focused than a yearly review of performance
on cost against the original contract. They fully
expect their 3PL partners to clearly
The implication for 3PLs is clear: to demonstrate continuously improving
compete, 3PLs must provide ever performance, and they measure
increasing, strategic value to the improved performance by how much it
customer while, at the same time, reduces their overall supply chain costs.
delivering services at an ever-decreasing Survey after survey shows the same
cost. gripe about 3PL providers reacting to
situations rather than anticipating and
identifying opportunities for
improvement. What does this mean for
Questions Savvy Customers ask of 3PLs? It means that an active and
existing and potential 3PL partners robust continuous improvement program
is no longer a nice-to-have, but a
Can you demonstrate expertise and proven necessity to compete effectively.
performance-based results?
More and more companies are
Can you offer clear and mutually agreed viewing a demonstrable continuous
upon key performance metrics?
improvement program as a
requirement for current and
Do you plan for cost-out and continuous
improvement initiatives?
potential 3PL partners.
Do you focus on a true partnership to So, what does an effective Continuous
support our core mission and objectives? Improvement (CI) program look like for
a 3PL? There is no out-of-the-box
answer as any CI program should be
tailored to the business and cultural
needs of the enterprise. The good news
Strategic relationships are based on is that there is a wealth of knowledge
much greater levels of collaboration and and experience out there from which to
are still a rarity in the market. There are pull. Programs like Lean and Six Sigma
some success stories though. Toyota, have been used successfully for many
with deep and long standing 3PL years in traditional manufacturing
partnerships, has been able to achieve environments. More recently, these
this type of collaboration. Hershey, approaches have been successfully
among other companies, has also applied in more services and/or
realized strong benefits from continual transaction oriented environments like
gain sharing programs with 3PL banking, insurance, and healthcare. The
providers. While still an exception and 3PL business model represents fertile
not the rule, the writing is on the wall for ground for a well-defined CI program in
3PLs that want to be successful in that typical logistics processes are
today’s highly competitive, global
market: