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qreview Supply chain news you can use. Transportation Impact Quarterly Review

January - March 2017 /// NO.10/Q1

Partner Spotlight // SIB Fixed Cost Reduction (Page 4) Community Outreach // Do It For Drew Foundation (Page 6) Supply Chain Solutions // EDI & API (Page 10)



omething that we have worked hard at over the years is creating a culture that believes in giving back. Each year, our employees donate their time to various charities, and we do the best we can to help meet the financial needs of various organizations and individuals. Our goal is simple. We want to lead by example.

resources as best we can to meet as much need as possible.

That’s what makes me so excited to announce IMPACT1, Transportation Impact’s pledge to improve people’s lives, one percent at a time.

Each TI employee is allotted 20 volunteer hours each year — 10 of which we recommend using to assist a company-sponsored charity and 10 that they can use however they choose. Our staff has responded well to the challenge. So far in 2017, our employees have already volunteered 143 hours, nearly a quarter of our 2017 goal.

IMPACT1, an acronym for Improvements Made by People ACTing as 1, is a pledge to provide one percent of our company’s profit, one percent of our employees’ time and the equivalent of one percent in goodwill services, annually, to help charitable functions and organizations. We have created a place online where people from our community can easily submit requests for funding, volunteers or services. At the beginning of each month, our team reviews the requests and allocates


Our employees talk a lot about how good they feel when they are able to get out into the community and volunteer and be a part of something bigger. As a leadership team, we recognized that and wanted to step back and determine how we could create

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an environment in which people could experience that feeling more often. We hope that IMPACT1 will not only be a great vehicle to do that here at TI, but also for others within the community. At the end of the day, we hope that we can help people in and around our community with the things they need while encouraging others in our area to participate as well.

Keith Byrd Co-Founder, Principal Partner Transportation Impact 



Partner Spotlight

SIB specializes in fixed cost reduction, helping clients find new and innovative ways to reduce vendor costs in every category.



Supply Chain Solutions

Do It For Drew Foundation

EDI vs. API: What’s the difference, and which choice is best for your company’s supply chain?

Drew Hughes’ family are working tirelessly to bring awareness and education to improve medical care in rural communities across the country.


Shipping Strategy

Overcome these 3 common objections and be on your way toward the best agreement you’ve ever had.


Shipping Strategy Seventy-five percent of supply chain execs say they are too busy to negotiate a new agreement. Focus on these items to get the job done quicker and more effectively.

Q-Tip Agreement vs. Contract Most shippers are under the false impression that they are “locked into” the rates contained within their current small package carrier agreement. The truth is, an agreement is very different from a contract. The average shipper renegotiates its rates every 13 months or so, which makes sense considering each carrier is famous for significant annual increases. By simply understanding that you are always in control of your own business, it can be easier to push back when a carrier tells you it can’t negotiate your rates until your agreement expires.

QREVIEW is a quarterly newsletter published by Transportation Impact. All content in this publication is under international copyright laws. No part of the content can be reproduced in any form without the prior written permission of Transportation Impact.




Partner Spotlight

Not All Money Is Created Equal

How SIB Fixed Cost Reduction Targets Common Overhead Expenses to Boost Your Bottom Line

SIB Fixed Cost Reduction has an unlikely origin story: as the 2008 housing crisis that would lead to the Great Recession was unfolding, founder Dan Schneider was feeling inspired to start a new company. Having already founded and sold two successful entrepreneurial ventures in his twenties, Schneider rented out office space for his new company before he even knew what it would do. By his going into the office every day and brainstorming new ideas, SIB Fixed Cost Reduction was born. “From my background in wholesale and retail, I remembered how basic overhead costs always seemed like a drain on the company,” Schneider said. “No matter what line of business you’re in, if you have a


We only get paid if the client accepts our recommendations and saves money, so they can have confidence that we’re going to come up with results that are not only lucrative but realistic.

brick-and-mortar storefront or a warehouse, you’re going to have lots of services from third party vendors: waste removal, telecom, utilities, and that kind of thing. I figured that I could hire industry experts, people who used to work for the waste hauler, or who worked

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for the phone company, who could give my clients insight on how to negotiate a better deal and save a lot of money on those services. “It just so happened that this massive economic collapse was happening at the same time,”

Fixed Cost Reduction Schneider said. “I don’t think many new companies that were founded in 2008 survived because of the recession, but it ended up being the perfect storm for a cost reduction company. There were a lot of businesses out there who needed to cut their costs, fast, in order to stay afloat, and SIB was there to help them out.” The economy turned around, and SIB kept on growing. By the start of 2017, it had more than 450 active clients and had reviewed expenses for over 40,000 locations and facilities across the U.S. and Canada. SIB now employs approximately 50 analysts, consultants and support staff at its headquarters in Charleston, SC, and maintains a network of advisors and industry experts across the country.

No-Risk Contingency By working on a contingency basis, SIB Fixed Cost Reduction is able to offer its services at no risk and with no up-front charges, financing the cost of each project with the savings that result from it. “We feel like clients will want to work with us if they understand that our interests are aligned with theirs,” Schneider explained. “We only get paid if the client accepts our recommendations and saves money, so they can have confidence that we’re going to come up with results that are not only lucrative but realistic. We’re not looking to slash services or mess with the client’s business relationships. We try to keep them with their current vendors, and negotiate better pricing for the services they’re already getting. By using benchmarked rates and similar data

we’ve accumulated from our past projects, we can instantly spot if someone is being overcharged.” SIB’s innovative approach has led to its becoming a leading consultant to hotels, restaurants, universities, manufacturers, grocers, retailers, nonprofit organizations and Fortune 500 companies. “One thing I’m really proud of is the number of companies and organizations that have benefited from our services, from mom-andpop shops to major corporations that are household names,” Schneider said. “Our business model is pretty universal, since any company depends on vendors and service providers, and they usually pay them a lot.”

Opportunities on the Horizon SIB is now a major player in the cost reduction industry, and its goal is to continue to branch out into new areas of opportunity

Watch SIB’s company overview video to find out more.

to reduce costs. SIB founded a subsidiary, SIB Lighting, in 2015 to specialize in energy-efficient indoor/outdoor LED lighting retrofits for commercial facilities such as office buildings and parking garages. “The common thread of everything we do is that we’re helping companies save money,” Schneider said. “By expanding into LED lighting installations and similar programs, we’re going beyond anything I once thought we would do, but it all ties into the central mission of the company. “We have a saying at SIB,” Schneider added. “Not all money is created equal. One hundred thousand dollars in new sales is $100,000 minus the cost of labor and goods sold, which only leaves you with your profit margin. “But $100,000 in savings is $100,000 gained. Period.”




Community Outreach



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Do it for Drew

The impact Drew Hughes made on others is astounding. He brought a balance to our home that was undeniable. Drew was always happy and comfortable in his own skin. Drew had this way of bringing joy, laughter and light with him wherever he went. He had this smirk that was almost magical — that would lighten the mood and bring a smile to your face — even if you were trying not to smile. He was his daddy’s boy, and you just couldn’t stay mad at him. He was definitely mischievous and had quite a sense of humor as well; just ask anyone who knew him. His heart was as big as a house. Drew admired his big brothers and was extremely close to both. He never wanted to be “as good” as them in sports or any other aspect of life . . . he wanted to be better. They pushed him, coached him and cheered for him as much as his dad did. He possessed the best qualities of his family members — his dad’s determination; his mother’s heart; and his brothers’ competitiveness and charm. He was such a bright light to his family and friends.




Community Outreach


t was June 28, 2013. There was a mix of sun and clouds that day in Drew’s hometown. Emerald Isle, N.C., a small beach town and popular vacation spot located along the southernmost part of North Carolina’s Outer Banks, was teeming with the sights and sounds of summer. The temperature hovered in the low 80s along the coast and around 90 further inland for most of the day – relatively comfortable for that time of year. As the clouds rolled in that evening, 13-year-old Drew was, as usual, skateboarding with his friends. Drew’s father, David Hughes, a retired highway patrolman, worked in the information services department at the local hospital. He was at work when one of Drew’s older brothers called to tell him that Drew had fallen backwards from his skateboard and struck his head on the pavement. As any parent would be, David and his wife Kimberly — a schoolteacher, who arrived at Drew’s side a few minutes after the incident — were concerned. Their fears, though, subsided quickly, if not altogether. Drew was talking to his mom and older brother, and David knew, through his experience as a state trooper and with his two oldest sons, both of whom had suffered concussions, that if he was alert and communicating, then there was no apparent nor immediate cause for too much concern. Still, head injuries can be a scary


thing. So David walked to the emergency department to let the staff know that his son was on the way in an ambulance, with his mother by his side — while the sky, and the clouds, grew dark.

“I believed that with all my heart,” the elder Hughes later wrote. “I know my son, as every parent knows their children, and I knew he was OK.” ____

“I told them that my son Drew was on the way and I wanted him transferred to Vidant Medical Center in Greenville, N.C., as soon as arrangements could be made,” David later wrote. “I wanted him evaluated by a specialist that wasn’t available at our hospital. I wasn’t sure how severe Drew’s injury was, but I didn’t want to wait until he got there to start working on transferring him. “I wanted the transport to be established, so as soon as Drew arrived, there would be no delay in getting him to a hospital that could handle any situation that may come up.” When he arrived at the local hospital, Drew’s dad remained by his side as he was prepared for transport. About an hour had passed since the accident when doctors performed a CT scan. Everything came back normal, save a small amount of gas within his temporomandibular joint, the medical term for the joint of the jaw. Though none was seen, the doctors suspected a fracture at the base of his skull. Still, Drew was awake and alert, if a bit unnerved by it all. “Dad, I’m scared,” he said. “You’re going to be OK,” David replied.

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Eastern North Carolina is a proverbial powder keg for summer storms. They often arise with little warning, other than a stiff breeze and sudden coolness in the air. By 9:30 p.m., the temperature had fallen into the 60s, and near-30 mph gusts swept away the heat of the summer. A thunderstorm brought with it heavy rain and washed away any chance of safely transporting Drew roughly 80 miles — or approximately 32 minutes — to Vidant by helicopter. Instead, sometime later, arrangements were made to transport Drew via the hospital’s EMS service. The only crew working that night was on its way back from Greenville, so the staff in the ED had to find a driver and paramedic to get Drew on his way, until they could meet the ambulance currently in transit and exchange personnel. A respiratory therapist and nurse were assigned to the trip as well, and prior to departure, the ED physician told Drew’s father she wanted to intubate Drew for the transport, as a precautionary measure. David began to worry. He didn’t understand the need to intubate Drew. Drew was breathing on his own and had been alert

since the accident occurred. After discussing the reasoning for intubation, Drew’s father consented. Drew would sleep for the hour and a half trip to Greenville and then his parents would be there when he arrived. Feeling that he just needed to trust that the staff knew what they were doing, David told his son he loved him as he left the room. “I love you, too, Dad,” Drew replied. Not long after being intubated for the first time in his life, Drew woke up and pulled out the tube, heightening his father’s concerns. The staff sedated Drew again and resumed preparation for his transport to Greenville. Two and a half hours after Drew had fallen from his skateboard, Kimberly came up to her husband and told him that she wanted to kiss her son goodbye before they began his transport. They were about to load Drew into the ambulance and Drew’s father wanted to be ready to leave when the ambulance did so they could follow them to Greenville. “You can kiss him when we get to Greenville,” David told her. “He’s fine.” What happened on that fateful ride changed the lives of everyone involved forever. During the ride, while his parents followed closely behind the ambulance, Drew again awakened, not knowing where he was or where his parents were,

Do it for Drew and removed the breathing tube. Drew was struggling with the crew and they made the decision to use the drug vecuronium, a paralytic, to control him. Drew was awake and aware of all that was going on, but unable to move or speak. After a few minutes, when the respiratory therapist reintubated Drew, the tube was misplaced and was not in Drew’s airway. It was placed in his esophagus. According to Drew’s father, transport notes show that immediately after reintubating Drew at 11:20 p.m., his oxygen level began to drop and by 11:25 p.m. his heart rate was in the 30s with no palpable pulse. Void of oxygen for 30 minutes, Drew had no brain activity upon his arrival at Vidant. There was little the doctors there could do. After 13 years, nine months and 29 days. Drew Hughes was gone. ____ It rained, off and on, for days after that. And shortly after the skies cleared, the Do It For Drew Foundation was born. Founded as a 501(c)(3) organization by David and Kimberly, the Foundation, affectionately known by its DI4D acronym, focuses on three goals: First, the foundation strives to bring awareness and education regarding Drew’s case in hopes that it might improve emergency medical care in rural communities

The Do It For Drew Foundation recently released a gripping video reenactment of the events that occurred during his transport. To watch it, visit

like their own and thus help prevent other families from having to endure the pain and hardships experienced by the Hughes. Second, it raises money to support local recreational and school athletic programs, due to the benefit the family says those programs had for Drew and his older brothers. David also has volunteered as a coach several times over the years and says he has seen firsthand how team sports build character in a young person. Lastly, the foundation funds The Drew Hughes Memorial Scholarship, which is awarded annually to a local high school student. The scholarship’s first recipient will receive the award later this year, 2017, the year of Drew’s graduating class. Since the foundation was formed, the Hughes family has traveled all over North Carolina, speaking with emergency medical

professionals about Drew and how to improve emergency medical care. Drew’s story has been shared at the Virginia state EMS Symposium, and his parents will be keynote speakers at the Tennessee Emergency Medical Services Education Association (TEMSEA) Conference in Nashville this July. Many programs like the N.C. State Emergency Medicine Program and the UCLA Center for Prehospital Care in Los Angeles use Drew’s story to teach the importance of the jobs they do. The North Carolina Respiratory Care Board has implemented changes to prevent future errors like those that took Drew’s life and has developed a continuing education course based on Drew’s case.

The foundation has donated thousands of dollars to local sports programs, including a contribution that helped one local high school purchase 10 new concussion-resistant helmets. Then, there is the scholarship: $10,000 awarded based on character to one of Drew’s college-bound classmates. Drew’s family say they are committed to pursuing DI4D’s three goals in the same manner they have from the beginning and that they will continue to try to make a difference in people’s lives and to ensure that Drew’s legacy endures. His name is Drew Hughes. He was a pure ray of sunlight.

Numerous programs and agencies across the country have been in contact with the Hughes family and use Drew’s story to help improve medical care in their areas.




Supply Chain Solutions


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EDI & API in logistics

What’s the role of



popular debate around the logistics industry concerns which is better: EDI or API? There is no shortage of opinions on the topic being written in articles and discussed by panels at trade shows. The truth is, both technologies have a role in the present and future of how logistics information gets shared. And, like most polarizing debate topics, any definitive answer about which is best probably lies somewhere in the middle. Figuring out what the role of either technology should be, and which is best, will depend on the specific company using it. And deciding this starts with understanding how each works. Both are a way to exchange data — which can be everything from shipment track and trace information, to order details, to freight invoices. To illustrate the need for — and value of — either type of data exchange solution, here’s a typical example representing just a few of the ways a retailer can leverage these technologies. To start, any retailer can receive order information from customers and send it on to the fulfillment center, which will in turn

pack the order and ship it to its destination. The package tracking number can then be shared with the retailer, as can other important data like inventory levels and receiving notifications.

by everyone in the industry — many companies make do with neither solution. There is a lot of room for EDI to grow, with or without API as an alternative option.

Then, the retailer may leverage similar connections with the carrier to get regular tracking updates on the status of the delivery — and ultimately a final delivery confirmation.

Although rarely how the debate is positioned, in many ways it’s the lack of full EDI adoption that is API’s opportunity to become the “future,” as it aspires to be. In other words, the opportunity for API is not that EDI has so many inherent limitations or that API does so many things better — it’s that there are so many companies not using either. The problem may end up being, however, that the laggards in EDI adoption are not typically on the forefront of change, nor the type of companies looking to try a less-tested method like API.

When you consider the amount of information that needs to be shared for just one shipment, the value of doing so digitally becomes obvious, from the perspective of both speed and accuracy. The debate between API and EDI is not about if there is value in communicating electronically, it’s more about if one is better, cheaper or faster than the other. This is where things are not so black and white, and why both will continue to have their place in the industry. EDI is an “old” technology in that it has been used by the industry for decades, while API is relatively young. EDI is the standard most companies use now, and it’s a solution that works very reliably. Yet despite having been around for a long time, it has not been adopted

The EDI vs. API debate is an important one. But technology aside, the more important point is that logistics companies — providers and shippers alike — need to be pushing forward with implementing better methods of sharing and using data. Both platforms have a role in the future of logistics technology, and both can provide value that helps their adopters right now and positions them for growth in the future.




Shipping Strategy

3 big misconceptions about small package negotiation S

mall package is big business.

Love it or hate it, everyone understands the necessity of effective small package contract negotiation strategy in today’s hypercompetitive economy. Less clear, however, are the ingredients necessary to concoct a winning strategy. Shipping costs can be the driving force behind a start-up’s meteoric rise, or the last straw before legacy retailers are forced to shutter their windows and doors. The Internet can be a wonderful place, but retail stores closing in 2017 now number in the thousands, according to scores of media reports, and it’s almost solely due to the continual prevalence of online commerce. E-commerce has ushered in an unprecedented wave of competition during the last decade, leaving companies with fewer ways to trim operating costs to gain an edge. The universal truth in business, across all industries, is that


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merchandise has got to get where it’s going; whether that’s to the store it’s sold in, or to the front door of the customer who bought it. That means that companies must evolve to pay less, lest they potentially meet the fate of Payless, which filed for Chapter 11 bankruptcy and announced a restructuring plan that includes the immediate closure of 400 stores, according to an April 5 report by The Washington Post. For several reasons, though, companies often hesitate to assert control when they compare shipping prices and ultimately fall victim to baseless misconceptions that erode what little margin remains. Sometimes the reluctance is rooted in misunderstanding your “rights” as a customer. Shippers that take a stand against rising shipping costs — rather than simply accept the rates their carrier gives them — end up with the best shipping rates.

3 Big Misconceptions It’s that simple. As the market for cheaper small package shipping continues to grow more complex, it will get harder and harder for shippers to navigate discussions with their carrier representatives and arrive at a marketappropriate small package bid alone. In many ways, the shipping companies (primarily FedEx and UPS) hold all the cards, and it can be tough even for seasoned small package executives to get the best shipping rates for their company. The ugly reality is that when most small package execs go it alone, they inhibit their company’s ability to pull costs in line with the rest of the market. This costs companies millions, collectively, each year. Here are the three most common reasons decision-makers say they can’t negotiate a better small package agreement than the one they have:

1. I can’t lower my shipping costs because my small package agreement hasn’t expired yet. They key word here is agreement. An agreement, not a contract, is exactly what you have with your small package carrier. Understanding the difference between a contract and an agreement is paramount when you compare shipping costs to see if you have the best shipping rates. Most carrier agreements lack essential verbiage needed to form a legally binding contract. It’s surprising how few executives realize that their agreement can be revisited at any time. Most small package agreements contain language allowing either party to terminate the agreement. Markets and costs change fast in the logistics industry — this means your “great” rates can quickly become above market. That is why it’s important to understand that carrier agreements are not permanent. Optimizing

your shipping costs means keeping your rates and contracts current with where the market is today. The truth is, you can negotiate anytime. The average company does so every 13 months; not surprising when you consider that both carriers increase their list rates every 12.

2. My small package carrier says I can’t use a third party to help me compare shipping costs. Make no mistake, you aren’t the only one negotiating here. Small package carriers are expert negotiators out of necessity. The profits they deliver to shareholders depend on winning business at the highest possible margin. You can be sure that behind your smiling sales rep there is a team of pricing engineers and analysts who understand your small package spend better than you do. Of course, both major small package carriers have accountants and lawyers that understand their taxes and legal issues better than they probably do, too. That’s why they hire outside help. The difference is that a carrier knows shippers (for now) only have two viable options. If a carrier threatens to move you to published rates or refuses to negotiate more favorable shipping costs if you decide to hire an expert, then you may want to ask yourself how strong your partnership really is. You can’t negotiate the best shipping rates when the chips are stacked against you. The right third party understands how to be fair to both sides and still make money. They will maintain carrier profitability while protecting your best interests.

own your small package data. Carriers know that shipping data is vital to obtaining the best shipping rates, but they can hang their hats on the fact that most companies don’t have the tools or experience to leverage their data effectively. That is, of course, unless you hire someone who has the right resources. Preparation is the key to negotiating small package agreements, and the prep work can’t begin without gathering data about your business. If you need it, don’t be shy about insisting that your carriers provide complete reporting on your shipping patterns and volumes. Remember, that data belongs to you. Don’t make assumptions. You would be hard pressed to find anyone, from either carrier, that is purposely out to hurt your business. FedEx and UPS are two of the most revered businesses in the world, and for good reason. They are great companies and have great people working for them. But they have jobs to do and interests to protect just like you do. When it comes to obtaining the best shipping rates for your company, it boils down to resources, information and intelligence. And most of you reading this will have less of all three relative to your carriers’ understanding of how your small package shipping costs compare to what’s available in the market. In the end, however, you know your business better than anyone. Don’t close the door on teaming up with a partner to help you compare your business to others in a way that will help you thrive. It’s hard enough keeping the doors open as it is.

3. I can’t share my small package data with someone who can tell me if I have the best shipping rates. This is another strong-arm tactic used by the carriers. A legal expert will tell you that you




Shipping Strategy

6 Ways to Prepare for Starting a New Small Parcel Rate Negotiation


reparation plays a key role in how well a company can negotiate its small parcel rate agreements. Everyone knows there is a wide range of discounts small parcel carriers are willing to offer their customers, but the secret to securing the best small parcel rate agreement lies within the details of knowing what information is both available and relevant to the negotiation.


Here are six ideas to help you negotiate the best possible discounts for your next small parcel rate agreement — and remember, it’s important to do these things in advance of your first conversation with any carrier sales reps.

1) Get your data together The more specific the information and data you can provide about your

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shipping history the better. When you generalize key details like shipping patterns, volumes or accessorials, it forces the carriers to do the same with their pricing. And when carriers paint with broad brushstrokes, it often results in an agreement with blurry lines surrounding servicelevel discounts. While the gross discounts may look good on paper, the agreements usually contain a vast gray area of fine print and minimum charges that diminish the net financial benefit for your bottom line.

2) Present it professionally A well-prepared RFP shows you are serious about the negotiation and lets the carriers know you’ll be able to thoroughly evaluate their pricing. A lot of engineering goes into a small parcel rate agreement, and that can make it difficult for even seasoned supply chain professionals to compare the value of different agreements. Since you are already behind the 8-ball,

6 Ways to Prepare it’s important to present a cohesive request to the carriers so they know that you are prepared and that you mean business.

3) Let the carriers compete for your business It’s no secret that FedEx and UPS are great companies from a service standpoint, so it can be a mistake to assume you cannot use both for all types of service levels. Even if your organization has no intention of shifting some or all of its volume to the non-incumbent carrier, it’s important to keep that close to the vest. Each carrier’s value proposition is tried and true. While each carrier can support claims to be stronger than the other in various areas, the big picture is one of relative parity — and for a service that widely boils down to only two options, it would be unwise to show your hand and thus forgo leverage.

4) Think about the future

A well-prepared RFP shows you are serious about the negotiation and lets the carriers know you’ll be able to thoroughly evaluate their pricing.

It goes without saying that you need to thoroughly understand your company’s current shipping trends and behaviors. While these characteristics are important, it’s also vital to have a firm grip on where you see the business in the mid- to long term. If you expect business to improve, you obviously will want to benefit from that through better discounts down the road. If you expect it to decline, then you need to be honest with yourself and with your carrier. Otherwise, the carpet will get pulled out from under your tier-based discounts as your volume declines.

negotiations of any kind tend to be somewhat shrewd. If there ever were an exercise for which experience mattered, without a doubt, it’s the negotiation of a small parcel rate agreement. While 80 percent (or more) of the process is relatively straightforward, it’s the remainder that can make or break the ultimate value of the new rate agreement. Keep an open mind while performing due diligence during the preparation process. Third-party negotiators aren’t for everyone, nor are they all the same. Cost and experience vary widely, but if you find the right partner, you will end up with right carrier agreement for your organization.

6) Maintain your diligence The work is not done once the contract is signed. If you are not already, look into working with a parcel audit company to make sure the carrier is living up to its end of the contract. Most third-party providers offer an audit solution, but keep in mind that you should not be required to pay for both solutions. A good third-party negotiator will continue to validate its performance throughout the term of the small parcel carrier agreement. An audit is a valuable add-on, but is meant to provide the customer with added business intelligence and cost recovery due to carrier errors, not to catch things that were missed during the negotiation. Your approach is everything when it comes to small parcel rate negotiation. Taking the time to prepare properly will help make sure you get the best rates possible for your business.

5) Find a partner Even though you may have the first four points well under control,




What did you do before your first cup of coffee?

   

Emailed $419 worth of automated address corrections to distribution center. Scheduled monthly email audit-savings report for parcel review meetings. Set up GL coding for web orders, service department and warehouse. Noted $1,284 in soft-dollar savings opportunities and customized dashboard with Air-to-Ground report.

Schedule a 20-minute Parcel Intelligence Dashboard demo. Learn how you can optimize your shipping spend and capture all your FedEx and UPS refunds. // // 252.764.2885

Transportation Impact 2017 Q1 Newsletter  

QReview is Transportation Impact's quarterly review of the most important topics in the supply chain industry. Our expert team of small pack...

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