This document analyzes LTL pricing trends and provides a framework for a Six Sigma project to leverage a client's LTL spending. Section one presents an analysis of capacity issues, inflation pressures, and historical rate increases from 1993-2006 which indicate rates will likely continue rising. Section two defines a Six Sigma project to improve service, increase profits, and lower costs across business units by optimizing LTL contracts and carriers. Key dependencies that need clarification to define the project are also listed.
Economy and equity markets: are they disconnected?Markets Beyond
Equity markets are not disconnected from the real economy and there no reason, under the current circumstances, to fear a market collapse. The S&P 500 is however no longer cheap.
CannonDesign’s Cost Estimating team offers clients an in-depth understanding of initial construction cost, life cycle cost, schedule and construction delivery strategies to complement the firm’s design talent.
Mercer Capital's Value Focus: Transportation & Logistics | Q1 2021 | Feature...Mercer Capital
Mercer Capital's Transportation & LogisticsIndustry newsletter provides perspective on valuation issues. Each newsletter also typically includes macroeconomic trends, industry trends, mergers and acquisitions review, and guideline public company metrics.
Q2 2021 Truckload Market Forecast: Diving into the Driver ShortageCoyote Logistics
A record-setting Q4 retail Peak Season caused capacity crunches across freight markets. As supply chains recover from the holiday surge, the “commercial driver shortage” debate is trending once again.
Get a preview of driver labor market insights from an upcoming research study.
Presenters:
Christina Bottis, CMO, Coyote Logistics
Sean Fahey, SVP of Yield Management, Coyote Logistics
Rob Sentz, Chief Innovation Officer, EMSI
Tom Hodgins, VP of Operations, Centerline
Outlook for Energy and Minerals Markets - for the 116th CongressRoger Atkins
TESTIMONY OF KEVIN BOOK MANAGING DIRECTOR, CLEARVIEW ENERGY PARTNERS, LLC
BEFORE THE
U.S. SENATE COMMITTEE
ON ENERGY AND NATURAL RESOURCES
FEBRUARY 5, 2019
Economy and equity markets: are they disconnected?Markets Beyond
Equity markets are not disconnected from the real economy and there no reason, under the current circumstances, to fear a market collapse. The S&P 500 is however no longer cheap.
CannonDesign’s Cost Estimating team offers clients an in-depth understanding of initial construction cost, life cycle cost, schedule and construction delivery strategies to complement the firm’s design talent.
Mercer Capital's Value Focus: Transportation & Logistics | Q1 2021 | Feature...Mercer Capital
Mercer Capital's Transportation & LogisticsIndustry newsletter provides perspective on valuation issues. Each newsletter also typically includes macroeconomic trends, industry trends, mergers and acquisitions review, and guideline public company metrics.
Q2 2021 Truckload Market Forecast: Diving into the Driver ShortageCoyote Logistics
A record-setting Q4 retail Peak Season caused capacity crunches across freight markets. As supply chains recover from the holiday surge, the “commercial driver shortage” debate is trending once again.
Get a preview of driver labor market insights from an upcoming research study.
Presenters:
Christina Bottis, CMO, Coyote Logistics
Sean Fahey, SVP of Yield Management, Coyote Logistics
Rob Sentz, Chief Innovation Officer, EMSI
Tom Hodgins, VP of Operations, Centerline
Outlook for Energy and Minerals Markets - for the 116th CongressRoger Atkins
TESTIMONY OF KEVIN BOOK MANAGING DIRECTOR, CLEARVIEW ENERGY PARTNERS, LLC
BEFORE THE
U.S. SENATE COMMITTEE
ON ENERGY AND NATURAL RESOURCES
FEBRUARY 5, 2019
Mercer Capital's Value Focus: Transportation & Logistics | Q4 2021 | Feature...Mercer Capital
Mercer Capital's Transportation & LogisticsIndustry newsletter provides perspective on valuation issues. Each newsletter also typically includes macroeconomic trends, industry trends, mergers and acquisitions review, and guideline public company metrics.
This is the booklet that accompanies BP's Energy Outlook 2030 presentation.
We hope that sharing this outlook contributes to the wider debate on global energy issues. It identifies long-term energy trends, building on our Statistical Review of World Energy, and then develops projections for world energy markets to 2030, taking account of the potential evolution of the world economy, policy, and technology.
The outlook reflects a ‘to the best of our knowledge’ assessment of the world’s likely path from today’s vantage point, drawing on expertise both within and outside the company. It is not a statement about how we would like the market to evolve.
The outlook highlights the growing role of developing economies in global energy consumption, and the increasing share of non-fossil fuels in global energy supply. It emphasizes the importance of both improving energy efficiency and expanding energy supplies to meet the energy needs of billions of people who aspire to better lifestyles, and doing so in a way that is sustainable and secure. This year’s edition has a special focus on the role of shale gas and tight oil in supporting the growth of gas and oil supply. It also notes the uncertainties attached to any long term projection. The discipline of building a numerical projection sharpens our thinking, but the precise numbers are less important than the underlying story of the challenges we all face and the choices we make in producing and consuming energy.
For more information and to download summary tables in Excel format, please visit: http://bit.ly/BPEO2013
ACC - Shale Gas and New U.S. Chemical Industry Investment: $164 Billion and C...Marcellus Drilling News
The slide deck used by the American Chemistry Council at a Hudson Institute event held on April 6. The slide deck shares data from a recently updated study from the ACC showing current and planned projects related to shale gas and gas liquids is $164 billion. The American manufacturing scene is being transformed by the shale energy revolution.
2018 First Coast Flight Center Lease Rates AnalysisMattBocchinoAAE
I was tasked with carrying out a detailed market survey to develop recommendations on the airport-owned fixed base operator's t-hangar, bulk hangar and tie-down rates.
The Columbus MSA added 12,300 jobs in 2013 and continues to rank very well against comparable U.S. metros, according to Columbus 2020, the economic development organization in the Columbus Region. The final quarterly economic update for the 2013 calendar year covers regional economic data and development activities in the fourth quarter and throughout the year.
The National Association of realtors share any insight that they may have about the economy, full of good statistics, and information pertinent to this economy.
Mercer Capital's Value Focus: Transportation & Logistics | Q4 2021 | Feature...Mercer Capital
Mercer Capital's Transportation & LogisticsIndustry newsletter provides perspective on valuation issues. Each newsletter also typically includes macroeconomic trends, industry trends, mergers and acquisitions review, and guideline public company metrics.
This is the booklet that accompanies BP's Energy Outlook 2030 presentation.
We hope that sharing this outlook contributes to the wider debate on global energy issues. It identifies long-term energy trends, building on our Statistical Review of World Energy, and then develops projections for world energy markets to 2030, taking account of the potential evolution of the world economy, policy, and technology.
The outlook reflects a ‘to the best of our knowledge’ assessment of the world’s likely path from today’s vantage point, drawing on expertise both within and outside the company. It is not a statement about how we would like the market to evolve.
The outlook highlights the growing role of developing economies in global energy consumption, and the increasing share of non-fossil fuels in global energy supply. It emphasizes the importance of both improving energy efficiency and expanding energy supplies to meet the energy needs of billions of people who aspire to better lifestyles, and doing so in a way that is sustainable and secure. This year’s edition has a special focus on the role of shale gas and tight oil in supporting the growth of gas and oil supply. It also notes the uncertainties attached to any long term projection. The discipline of building a numerical projection sharpens our thinking, but the precise numbers are less important than the underlying story of the challenges we all face and the choices we make in producing and consuming energy.
For more information and to download summary tables in Excel format, please visit: http://bit.ly/BPEO2013
ACC - Shale Gas and New U.S. Chemical Industry Investment: $164 Billion and C...Marcellus Drilling News
The slide deck used by the American Chemistry Council at a Hudson Institute event held on April 6. The slide deck shares data from a recently updated study from the ACC showing current and planned projects related to shale gas and gas liquids is $164 billion. The American manufacturing scene is being transformed by the shale energy revolution.
2018 First Coast Flight Center Lease Rates AnalysisMattBocchinoAAE
I was tasked with carrying out a detailed market survey to develop recommendations on the airport-owned fixed base operator's t-hangar, bulk hangar and tie-down rates.
The Columbus MSA added 12,300 jobs in 2013 and continues to rank very well against comparable U.S. metros, according to Columbus 2020, the economic development organization in the Columbus Region. The final quarterly economic update for the 2013 calendar year covers regional economic data and development activities in the fourth quarter and throughout the year.
The National Association of realtors share any insight that they may have about the economy, full of good statistics, and information pertinent to this economy.
Although there is high demand for road freight services in the U.S., the chance for profitability is far from guaranteed. Numerous obstacles challenge trucking companies including a large volume of private fleets and operating costs that exceed 85% of revenue even for the strongest companies.
Air service concerns, particularly at the smallest US airports are abound. Many structural factors account for those concerns. And now the economy seems to having airports ask if this is as good as it gets.
Mercer Capital's Value Focus: Transportation & Logistics | Q3 2021 | Feature...Mercer Capital
Mercer Capital's Transportation & LogisticsIndustry newsletter provides perspective on valuation issues. Each newsletter also typically includes macroeconomic trends, industry trends, mergers and acquisitions review, and guideline public company metrics.
Strategic Plan Part 2: SWOT Analysis Paper
Jon Thompson
BUS/475
November 14, 2016
Michael Portillo
Running head: STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
1
STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
9
Strategic Plan Part 2: SWOT Analysis Paper
Organizations in-charge of shipment and ferrying of goods have increasingly become concerned due to the widespread changes in the economy, the installations of new regulations, and the current initiatives on highway funding. It is of importance to note that some changes progress faster than others. Soon, this is expected to take place in the trucking industry. The shortage of drivers, which has become a universal norm, will ensure that the trucking companies are bewildered so as to be able to attract and ensure that their professionals remain (Trends to Track in 2016 - Article - TruckingInfo.com. 2016). The economic state has taken a back seat, but the direction it has taken is a huge blow for all of the stakeholders in the trucking sector. The following are some of the forces and trends that are expected to reshape the transportation industry in the future.
The United States' economy is one of the fastest growing economies in the world today with about 2.5% annual growth rate. The pace is expected to escalate in the next coming years. The major influencers of the economy are the solid momentum in the domestic market as opposed to a cautious approach to investment in the global environment, which is very emaciated. However, businesses in the country have shown to be conservative on the current elective environment. They continue in spite of lacking a strong dollar and are waiting for growth in the economy that has led to the opportunities of exportation being slim (Regulation & Legislation: Truckers Get the Message - Inbound Logistics. (2016).
Further, weakness is showing by reduced investment levels and productivity; the American economy is expected to resume normality, resulting in labor shortages which might pressurize wages and hence eat into the profits earned by the corporate firms. To curb this, Swift Transportation Company has the objective of remaining active and hence, extending the above average growth for a longer period. The plan by the organization will be of great help because the economic components are continuing at levels that are not sustainable. The current economic variables make the group predict the economic growth rate to be at a staggering 2.8% for this fiscal year (Trends to Track in 2016 - Article - TruckingInfo.com. 2016).
More concerns threaten the annual economic gains for the organization in the financial year. The risks are associated with the slowing down in the domestic economies overseas. The economies continued slowing is considered a threat because it can constrain the projected growth rate at a mere 1%. When this happens, then, there are very high possibilities that those financial markets at the global level will be hugely affected and this will tran.
A brief market summary of the forklift industry over the last few years and what trends are currently present in terms of unit sales from different manufacturers.
Based on these cues and other global economic and business triggers, GEP has
identified major trends that will shape and drive procurement strategies in 2015
and beyond. We also outline the key focus areas and priorities for CPOs and
procurement teams for the next 12 months.
Week 1 - Form 1 Applied Research ProjectFORM 1Brief descrip.docxjessiehampson
Week 1 - Form 1: Applied Research Project
FORM 1
Brief description of your proposed Applied Research Project:
Topic: Effect of Increasing Training Budget
Justification and/or reasons why you want to do this project:
INTERPRETING PRESENTATIONS OF DATA ANALYSIS IN ARTICLES OR REPORTS
LEARNER’S NAME
CAPELLA UNIVERSITY
APPLIED BUSINESS ANALYTICS
INTERPRETING PRESENTATIONS OF DATA ANALYSIS IN ARTICLES OR REPORTS
FEBRUARY, 2019
General Motors: The Business Context
Publicly traded multinational corporation (CNN, 2019)
Only 14.5% of its gross revenue comes from markets outside North America (Statista, 2019)
Downsizing of the company (CNN Business, 2018)
Recent shift toward the production of autonomous electric vehicles (General Motors, 2017)
Hello, all. In today’s presentation, I will discuss two graphs that provide insight into the global economy, and this will go on to provide a clearer perspective of our business context and direct us toward profitable decision-making.
In the past decade, the company has been through turbulent times. We have faced bankruptcy, acquired the status of a government-owned company, and have again become a publicly traded company (CNN, 2019). Although we are one of the largest automakers in the world, only 14.5% of our gross revenue for 2018 was generated from sales in markets outside North America (Statista, 2019), a major concern from the standpoint of growth in revenue and profitability. The company is currently undergoing major restructuring at the global level. We have shut down five facilities in North America and have cut our salaried workforce by 15%. These decisions have been tough but are necessary to remain flexible, increase savings, and stabilize profits (CNN Business, 2018).
Today, General Motors is moving toward a bright future by investing in the production of cutting-edge automobiles. Our 2017 sustainability report highlighted the successful operation of five electrified automobile models developed by us. This accomplishment is accompanied by our commitment to introduce 20 electric vehicles by 2023, which is in adherence to the goal of zero-emission vehicles (General Motors, 2017). The value of this direction should be understood against the backdrop of the automobile industry’s future in self-driving cars and its changing competition arena. Technological firms from the Silicon Valley are challenging traditional automakers with self-driven car models. Therefore, the way forward is to stay ahead in the innovation race (CNN Business, 2018).
2
Variance in Returns on Invested Capital for North American Firms
(as cited in Dobbs, Koller, & Ramaswamy, 2015)
The line graph offers a visual representation of the variance in returns on invested capital for North American firms over a period of 50 years. The graph explains the relationship between two variables, with the value of the first depending on the value of the second. The time duration (m ...
ACT Research: Economy Strong, but Moderating; CV Industry Nearing Inflection ...Ian McGriff
n the release of its Commercial Vehicle Dealer Digest, ACT Research noted that the economic picture remains largely unchanged, with growth moderating in 2019 from strong 2018 growth. The economy was already moderating as tailwinds from the end-of-2017 tax cuts diminished, but other caution flags are waving including current trade uncertainties, slowing industrial and auto sectors, tariff-driven inventory building, and an unfolding global economic slowdown. The report provides monthly analysis on transportation trends, equipment markets, and the economy.
A.T. Kearney 2017 State of Logistics Report: Accelerating into UncertaintyKearney
2017 could be a pivotal year for logistics. Demand patterns are shifting, technological advances are altering industry economics, and new competitors are challenging old business models. This year could bring significant moves that reshape individual sectors and even the industry as a whole. Major business combinations, large-scale shifts in distribution flows, deep capacity cuts, massive infrastructure investments–anything is possible. Here are the ten key takeaways from the 2017 State of Logistics report, as well as the four potential scenarios for the future of logistics.
The slide deck used by Cabot CEO Dan Dinges during his quarterly phone call with analysts. Of particular interest is slide #9 which shows Cabot believes 2018 is an "inflection year" for the company, with six important infrastructure projects due to go online.
2. 2
Table of Contents
Section One LTL Pricing Analysis
Section Two Six Sigma Project – “Define”
List of Dependencies
1993 – 2006 Actual and Projected Rate Adjustments
4. 4
“. . . shippers who weathered the logistics storm of the past 18 months aren’t
likely to enjoy a respite from rising rates any time soon.” 1
Clients, who have survived the last 18 months of rising cost, deteriorating service, and ever
increasing demands by senior management for increased efficiencies, will have to be even more
diligent and creative to be successful for the foreseeable future. This creativity must originate at
the strategic level and be pervasive at the tactical level - how we do business and how we meet /
exceed the expectations of our customer on a daily basis. A critical segment in this process lies in
supply chain enhancements. The largest single expenditure in the supply chain lies in the
transportation segment with trucking being the single largest subset.
The purpose of this document is three fold. First, to present a macro view of current industry and
economic conditions, specifically capacity and inflation, that will affect LTL rates for the reminder
of 2006 and beyond. Second, to present a historical review of industry wide rate adjustment
activity since 1993 and to correlate this data with specific economic data. Third, to suggest a
starting point for defining a high level Six Sigma project approach to leveraging Clients LTL spend,
with a focus on maximizing LTL service to Clients customers while providing the best possible LTL
rates across all business units.
Capacity issues.
US GDP projections for growth in 2006 range from 2.7% to 3.9% with the average approximating
3.3%2
. Further, it is projected that any weakness in the US economy will likely come on the
consumer side. Projections are that spending on the industrial side will continue to grow at a 7.6%
growth rate thus picking up any slack created on the consumer side. US industrial inventory levels
were very lean at the start of 2006 and it is projected that “rebuilding these inventory levels will
be a significant contributor to GDP growth in 2006.3
” As a result, the US trucking industry capacity
will likely be strained at best. The law of supply and demand applied simplistically, with
(industrial) demand approximating (carrier) supply, the result will be a propensity for carriers to
command higher rates and / or provide a reduced level of service.
Another significant factor in the Truck Load sector that will impact capacity is a shortage of drivers.
Bob Costello, chief economist of the American Trucking Association estimates currently there is
the need for up to 20,000 drivers. By 2015 that need could rise to 114,000.4
General industry
projections concur with Mr. Costello’s in the short-term, and project slightly less at 111,000 by
2015.5
Fortunately LTL carriers should not suffer from the same malady, with projections of driver
demand approximating supply, unless the truck load carriers make their employment proposition
so attractive as to start drawing drivers from the LTL carriers.
Inflation pressure.
The US has enjoyed a protracted period of economic stability and low inflation. Due to the effects
of 9/11, the current Iraq conflict, the price of fuel, (although noted the transportation industry, on
the supplier side, is able to offset some if not most of the higher fuel cost through fuel surcharges,)
to name just a couple contributors, inflation is on the rise. In the trucking industry, another
5. 5
significant factor that the truck load carriers particularly must calculate into their cost of doing
business is the higher cost of insurance and insurance deductibles. Thomas Albrecht, managing
director at investment analyst Stephens Inc., estimates the average bodily-injury and physical-
damage deductible among 12 publicly held carriers stood at only $443,000 per incident in 1999.
That figure jumped to $2.7 million in 2004 and $3.2 million in 2005.6
Below are three graphical representations, “Inflation Trends Since 1914,7
” “Annual Inflation
Rate,8
” and “Moore’s Inflation Predictor.9
” The first graph clearly depicts the cyclical nature of
inflation. Since 1919 the US has experienced five inflation cycles, three downward for periods of
14, 16 and 20 years, and two upward of 14 and 19 years. Based on this historical data, it is
projected that in 2002 the US entered its sixth cycle, this one of increasing inflation that is
projected to peak in 2018.
6. 6
The next graph, “Annual Inflation Rate” depicts the fifth and (probable) sixth inflationary cycles
starting in 1990 and running through July 2006.
The third graph, “Moore Inflation Predictor,” shown below projects inflations trends through June
2007 offering five probable scenarios.
7. 7
Historical rate analysis.
In doing my research, I contacted Elizabeth Baatz, a principal in the economic forecasting firm
Think Cap Solutions and contributing editor to Logistics Management, to ask her some questions
regarding research she had done on transportation rates / pricing across all modes. Ms. Baatz
shared her database of truck, air, ocean, and rail rate data that she has compiled. Her trucking
data goes back to 1993 and uses 2001 as the baseline for future projections.10
From this data I
prepared two graphical representations below.
The first titled “Trucking Industry Rate Increase 1993 – 2006,” shows what the yearly rate
increases were for years 1993 through 2005 with a 2006 projected. Note, Ms. Baatz projections for
2006 were reinforced and published in the July Issue of Logistics Management, “Pricing Across the
Transportation Modes - Trucking,” where she is projecting “aggregate trucking prices to rise 4 to
6% in 2006 and 3.5% in 2007.” “LTL prices will accelerate faster – up 6.8% in 2006 and 6% in
2007.11
” Immediately below the graph is the numerical data showing the percentage rate
increases by year.
8. 8
Trucking Industry Rate Increases
1993 - 2006
-1.0%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
70
80
90
100
110
120
130
% rate chg Index (2001 = 100)
1993 1994 1995 1996 1997 1998 1999
% Rates
Changed.
0.7% 2.3% 2.1% 2.3% 3.0% 3.0% 3.5%
Index (2001 =
100)
79.3 81.6 82.8 85.4 87.5 90.8 93.7
Base
Year
2000 2001 2002 2003 2004 2005 2006
% Rates
Changed.
4.7% 2.9% 0.8% 2.8% 4.0% 5.9% 6.4%
Index (2001 =
100)
99.8 99.9 102.1 104.5 110.1 117.5 125.0
The second graph depicts and is titled, “Trucking Rates vs. Inflation. Vs. GDP.” Below the graph is
numerical data represented in the graph.
10. 10
The conclusions that can be drawn from the information present above are:
LTL capacity through the remainder of 2006 for should remain stable,
TL capacity will remain tight,
Inflationary pressures are being felt at all levels within the US,
Trucking Rates can be expected to rise,
Armed with this data I as the Transportation Sourcing Specialist can proceed in the development
of a high level Six Sigma project document. What follows is a first effort to “Define” the project, by
establishing a problem definition, project objective, and presenting a list of questions I will need to
get answered in order to attain the project objective.
11. Section Two - Six Sigma Project – “Define”
- List of Dependencies
- 1993 – 2006 Actual and Projected
Rate Adjustments
12. Six Sigma Project Template
Project Name Leverage Trucking Spend
Group Name Black Belt Name
Department Name Transportation Team Members Tim Lerchbacker
Project Champion Name
Process Owner Name Each business unit's
transportation management group.
Total FTE's Performing Process TBD
Total Cost of Process (000's) TBD
Problem Statement Defect FTE's (if app.) Cost of Defect TBD
Currently, Client has 200 plus carriers servicing their trucking needs and their clients. The problem is to
determine to what extent Clients spend for trucking service can be leveraged. This problem may be
impacting how we are servicing our customers, maximizing shareholder value, and inflating the total
transportation spend for the Client. The Measurement process will start by reviewing all current
trucking contracts from all business units as to service commitments and price. The baseline will be
either, a. the Clients rates in existence from 2001 (if data is available,) up to and including their current
contracts, or b. the oldest rate data available by business unit up to and including their current
13. contracts. If 2001 rate data is available, this data will be base lined against the industry rate increase
data base lined to 2001 (attached) to determine what level of rate increases have been taken since
2001. Timeframe, to be determined.
Project Objective/Desired State State the Project Objective/Desired State and make sure it links back to the Problem Statement
The project's objective is to leverage the Clients business units total Trucking spend, to drive service
improvements measured against current and proposed Key Performance Indices' (KPI's,) increased
share holder value measured through increased profitability, and cost savings of XX percent across all
customers and business units.
Benefits ($000's) Cost Benefits Client/Employee Benefits
FTE Cost Savings TBD Internal/External Client Benefits
Other Cost Savings TBD Employee Benefits
Revenue TBD
Cost Benefits outside of Group
Total Cost Benefits TBD TBD
Dependencies
Description: Given the limited knowledge of Clients current transportation / supply chain operating
environment, I have created a list of probable questions that would need to be answered to determine
what, if any, significant dependencies may exist.
14. Potential to Leverage
Description: The potential to leverage the findings and possible improvements in service and price for
the business units extends beyond trucking to virtually all modes of transportation that Client currently
uses. With multiple mega supplier in the market, as well as lesser but capable suppliers, currently
working to leverage their involvement with Client, Client has the potential to improve supplier service
and rates across all modes.
Other Information Include any other information related to the Project as necessary
TBD, Obtain or develop high level process map for existing process at each origin.
TBD, What is in and out of scope for the project.
TBD, Project time-line.
TBD, Milestones.
15. Dependencies:
Determine what the external and internal customers want,
Verify the ability of the consultant to meet with, interview, or request information from
internal customers (sales, shipping, critical stakeholders etc.,) and potentially
external customers,
Verify the internal requirements to get copies of contracts and rate data back to 2001 or
the most current,
Establish what the mechanism is to review shipping data as to:
Origin locations,
Terms (FOB point,)
Destination locations,
Carriers used on a prepaid basis,
Carriers used on a collect basis,
Payment terms with the carriers,
Systems capabilities to route when a sales order is created,
Sales order mapping from order to shipped / delivered,
Are sales / shipping orders routed to a carrier’s automated shipping system
electronically,
Which carriers have automated data entry systems on site,
Analyze claims history,
Document shipping hours of operation at the shipping locations,
Verify when GE considers a sales order complete for revenue recognition,
Ascertain how partial orders are handled,
Review of shipping dock(s), number of doors, forklifts / pallet jacks, how non-palletized
material is handled (carts, hit the floor, belt, etc.),
If managed by a 3PL or contracted provider, review their SOP document(s) as approved
by GE,
Determine by carrier if GE is a daily stop,
Determine which carriers GE must call for a pick up,
Determine how GE measures service provided by its carriers (current KPI’s),
16. Determine what “ready to ship” product characteristics exist between shipping locations
/ business units, i.e., density, average shipment size, average number of pieces, any
insured or declared valuation, etc.,
Establish if the contracted rates are FAK or class rates,
Verify the expiration date for all existing contracts,
Determine who, by location, is enabled to route shipments,
Determine how proof of delivery is feed back to GE and if the POD is matched with the
sales order,
Determine the frequency with which GE formally meets with its carriers,
Determine proximity of carrier to shipping locations,
Visit carriers local terminals to ascertain probability for service interruptions due to
congestion at the local terminal,
Review carriers routings to determine how often shipments are likely to be routed
through a break bulk terminal, and when a shipment is routed through a break-bulk
terminal where the break bulk terminal is, then determine the likelihood that it will
be loaded direct to the destination terminal or possibly transfer through another
break bulk terminal,
Determine in contracted carriers provide dedicated customer service for GE
o Is it local or via a 1-800 number?
o If so, how is this function handled during vacations and illness?
o Is it 24/7?
Determine if contracted carriers have provided escalation charts with contact
information beyond the local terminal,
Determine internally, how customer shipping status inquiries are handled,