Category: <span>Blog</span>

The journey of a product from an online shopping cart to a doorstep is complex and requires multiple stages of careful planning and painstaking attention to detail. It can be daunting to manually keep track of inventories, shipping, tracking, delivery and other aspects of the logistics process.

The wealth of data generated by devices such as GPS trackers, scanners and sensors can be leveraged to gain a clearer picture of logistical hurdles and to streamline operations. By analyzing this data 3PLs can automate repetitive tasks, run simulations to test out alternatives and find the most effective ways of doing things. Data can also guide decisions and cut through the growing complexity of supply chains by providing timely and regular updates at every stage of the process – whether is in the warehouse, in transit or during the last mile.

Predictive analytics and data-driven techniques can provide a better understanding of the demand for goods and make inventory management much more efficient. The analysis of data from warehouses and fulfilment centers can help identify seasonality or changes in demand patterns. Predictive algorithms can help determine optimal inventory sizes at any given time and give 3PLs the agility to respond to market conditions quickly.

Businesses that partner with 3PLs can also acquire greater clarity into their own operations. By using the knowledge generated by analytics, decisions regarding investments in manufacturing capacity or expenditure on inputs can be optimized to keep inventory levels closely pegged to demand. This, for example, can prevent potential shortages or reduce expenses businesses may have to incur on excess warehousing.

The growth in e-commerce and omni-channel distribution has put pressure on 3PLs to cut delivery times while also keeping costs at a minimum. As customers have come to expect quicker delivery times, greater flexibility and prompt service, even minor disruptions can have significant consequences. 3PLs must prepare for all eventualities in order to remain competitive; here predictive analytics can help work out the kinks within the process.

Analyses of large amounts of data on different modes of transportation, their costs, distances and travel times can help 3PLs find out how effective each mode of transportation or a combination of them is meeting delivery times. Devices can monitor temperatures to ensure that goods are being stored and shipped under the right conditions, can assess road and traffic conditions to calculate possible delays and observe weather patterns. Predictive algorithms can use all of this data to run various scenarios and sort through millions of options to determine the best route to delivery locations.

Real-time tracking makes the entire supply chain process more transparent. More accurate tracking as well as regular collection of data regarding location and physical conditions can be used to provide customers with more precise information about goods mid-trip.  A clearer picture of last-mile delivery can also prevent and rectify issues such as delays, damage, loss of goods and other logistics issues that may come about at drop-off locations. Greater transparency and keeping open direct channels of correspondence with customers during delays can also improve customer experience and increase retention.

The collection and analysis of data also allows businesses to be more responsive to the requests of their customers or any complaints they may have. Even after the delivery is completed, customers can provide useful information to 3PLs. Defective goods can be identified by analyzing customer behavior following a delivery and an increase in returns or help requests with regard to a certain product, could be a signal to stop shipments of other similar products thereby averting additional issues.

Keeping the customer satisfied is crucial to any business, especially in a hyper-networked world where feedback and online reviews of a few customers can quickly make or break the image of a company.

While costs of data centers and other resources may deter 3PLs from investing in analytics there are clear advantages to it. It can find cheaper and faster transportation, increase the efficiency of inventory management and improve clarity and transparency, not just for the 3PL, but also for its partners and consumers. Additionally, the longer a system runs and the more data it gathers, the more precise its predictions and more useful its prescriptions become. Thus, the benefits of using predictive analytics within the 3PL space are numerous.

As another year starts it’s a good time not to just reflect on what has taken place over the last year but understand, anticipate, and get excited about what a new year holds. For businesses, it is always a good time to take stock and see what direction to chart. For industries as a whole, there is a combination of both competition but also options for collaborating and discussing new technologies, ways of working and forming ties to create win-win situations. 3PLs are no different and there are a number of directions and trends that they could take over the course of 2019.

Technology

Of course, one of the most important points not for just 3PLs but across businesses is the use and implementation of technology. Here, there are numerous options, which are already being tried and tested and regularly used while others still are being explored.

Automation

Probably one of the most used tech terms today is automation. However, though its use within 3PLs is already being witnessed it appears that more businesses will take a closer and harder look at automation implementation. This doesn’t mean staff layoffs in the face of machines; rather it involves a better way of working to reduce human errors, save time and, essentially, free-up space for humans to be involved in work that matters and delivers value.

Big Data & Analytics

Another buzzword over the last few years, the idea of extracting relevant customer data easily and quickly in order to gain valuable insights is still something most companies are trying to figure out how to do. Given their importance, big data and analytics are poised to receive greater attention in 2019.

As 3PLs thrive on services across the value chain, today’s customers are looking to get the same professional experience across all touch points, channels and platforms. They want consistency and would like to know that their providers clearly understand their needs and requirements, wherever they are.

For internal sales and marketing teams, ensuring analytics can help plot, understand and enable customers to follow them is something most companies are yearning for. In fact, most 3PLs that do not invest at least part of their budgets into analytics will surely feel like they are being left behind.

Sustainability

Sustainability is a subject, which is gain more ground every day and customers are now clearly looking at buying-in to companies that are more sustainable, do more for the environment and take their responsibilities towards the planet much more seriously. This could be through energy-saving products or devices, CSR initiatives, or reducing carbon footprints. 3PLs will look more closely and take serious steps towards sustainable practices in the face of customers whose minds are on saving the planet.

 

Partnerships & Collaboration

2019 will witness an increase in 3PLs taking on newer partners for specific tasks. This could be within technology through smart systems integration, mobile apps developers or even companies for internal IT restructuring through cloud implementation. Further, as there will also be a push towards increased cyber security, partnerships will be formed to create a specific space to encourage greater IT security across supply chains, logistics and distribution. This will also be coupled with more sharing of information through real-time feeds, device-driven information via the Internet of Things (IoT) as well as through predictive analytics.

Supply Chain Integration

To deliver the best results, all players across the value chain need to be in sync. 2019 will witness more integration through data sharing, insight-driven strategies and possibly, a greater shift towards blockchain technology, to encourage visibility, transparency and accountability by all parties involved. Thus, the greater good purpose is poised to be served and taken into account, especially within an industry that involves such a large number of players at any given time.

Last-mile delivery

An obvious but overlooked concept, which many players don’t always get right, last-mile delivery looks set to become a game-changer for many providers within the new year. Focusing on customers through added efforts, value and taking the extra step will be key in customer retention, loyalty and satisfaction. In many cases, last mile service could make or break companies.

Conclusion

2019, in many cases, could be a big year for 3PL providers. Many companies are looking to revamp their IT infrastructure and embark, continue or fructify their digital transformation journeys. The points above are factors, which could support this path and, for many such players, could even change their entire business structure.

With changes being witnessed within the supply chain, logistics, and distribution spaces choosing the right provider can be a difficult and cumbersome process for businesses. Owning to technological advancements, increased carrier movements, and heightened delivery models, providers now can take up many different shapes and forms.

For businesses it is imperative to understand their own specific provider needs and requirements as well as what they would like to expect from a provider. Unfortunately, many businesses have experienced problems with their providers and have borne the brunt of these through either financial losses, diminished reputation, or worse, negative customer service levels. With these significant implications in mind, businesses need to first take stock of what they would like their provider to do vis-à-vis the business and what exactly their capabilities are.

This is where the level of the provider comes into play. From 1PL to 4PL (and even beyond) the scope is vast. It is clear that businesses need to carefully understand what each “party” stands for before making any decisions that could significantly impact the entire supply chain management.

1PL – First-Party Logistics

The simplest and most basic logistics enterprise, which moves goods from one location to another.

2PL – Second-Party Logistics

Here, the enterprise directly owns the transportation to move goods from one location to another. An example of this would be “a local farm hiring a 2PL to transport their eggs from the farm to the grocery store.”

3PL – Third-Party Logistics

3PLs are currently the most common providers within the industry. Though as technology, transport, and innovation increase there is room and scope for much more. Basically, 3PLs manage and oversee major parts of the logistics operation, though in many cases, some parts of the execution are outsourced or given off to subcontractors or external vendors. Here, it is not always clearly marked which parts of the supply chain 3PLs work on directly and which are outsourced but part management and responsibility rests with them. One example could be (using the farm-to-grocery store analogy), “a 3PL may be responsible for packing the eggs in cartons in addition to moving the eggs from the farm to the grocery store.”

4PL – Fourth-Party Logistics

As the levels increase so does the responsibility. The 4PL model gives all of the activities of the logistics to an external party. This includes not only the execution of the supply chain but also responsibility and management. Such providers directly work with the company’s organization and inventory in terms of strategic inputs, long-terms goals, and business operations and functioning.

5PL – Fifth-Party Logistics

5PLs are a direct result of current technological innovations and rely on newer methods to optimize the supply chain. Such providers explore and leverage the use of blockchain technology, RFIDs, AI, Bluetooth, automation among others to create solutions, which are new-age and ahead of the curve. At present such providers are still not the norm and have not entered the mainstream market.

With this in mind it is clear that as provider level progress the amount of responsibility handed over to the logistics provider increases. For the sake of today’s most commonly-used providers – 3PLs and 4PLs – each one has its own distinct advantages and disadvantages.

3PLs

The most common provider level, 3PLs have been tried-and-tested and at present and are the go-to supply chain method. There is just enough role and responsibility for both parties without infringing on each other’s roles. In fact a well-working 3PL can create a seamless, efficient and effective logistics partner. However, businesses need to realize that some direct control will be lost. This means keys areas like customer service and reliability can suffer. Here, customers expecting impeccable service, will raise their voices at businesses, leaving providers largely unscathed. Further, when looking to revamp operations the 3PL model can become difficult when changing providers or looking at taking back some of the work in-house.

4PLs

4PLs are a rung over 3PLs in supply chain management and provide a “control tower view of their supply chains, overseeing the mix of warehouses, shipping companies, freight forwarders and agents.”

The jump from 3PLs to 4PLs stems from the use of the phrase “a single interface” coined by the global consulting firm Accenture. Here, businesses are looking at long-term, strategic, high-performance logistics providers. In many cases, 4PLs do not own specific assets e.g. transportation, warehouse infrastructure, etc. but still manage the entire process. This does not matter to businesses as they rely on a single point of contact with the 4PL provider and communicate directly through a common dashboard (interface). This also frees up time for businesses to work on their core competencies knowing that they don’t have to look into the day-to-day running of their supply chain.

3PL or 4PL?

Depending on the nature of the business both 3PLs and 4PLs have their strengths and weaknesses. 3PLs provide safety and security but the added responsibility of managing the supply chain in-house. 4PLs can take-over the entire logistics function but it can take time, effort and solid financial obligations to ensure the most appropriate provider. However, for more complex supply chain functions or for even bit part or agile functionality there are even niche 3PLs or 4PLs that can be used. Again this can be used as per specific business requirements, their models, financial health, and long-term goals.

What is clear is that finding the right provider is crucial to the success of the business – not just profitability and bottom line – but also customer satisfaction and reputation as well. In today’s highly competitive business environment every decision needs to be made with great care as it could make-or-break a business. It should be ensured that the provider – whether 3PL or 4PL – meets the exact requirements of the business, clearly understands its aims and goals, and can undertake, meet, and exceed expectations across the entire supply chain.

The customer is king! Long live the customer!

It is words like these that have become a constant for business across all industries. With customers being more discerning, fickle, and less brand loyal, coupled with the ease of product information and reviews online, it’s no wonder businesses have to constantly stay ahead of the curve to retain them.

To ensure greater customer experience (CX), companies have to regularly keep up-to-date with their clients. Through online discussions, social media chats, feedback, and word-of-mouth, the process of keeping customers satisfied all the time is no mean feat.

So what is CX? “Similar to, but different from customer service, customer experience is unique to your brand. It carries both a tone and an image specific to your company. It’s a feeling as opposed to a result and it is becoming an important part of both the retail sales process and the way service providers attract new customers. In addition to becoming an important part of the consumer facing aspect of retail, it is also an important way for service providers to build a relationship with both existing and potential customers.”

For 3PLs this is clearly the case. Depending on where in the supply chain the providers lies (or within more than one), is where they need to create positive customers experiences. Across the four main areas – Transportation, Warehousing, Distribution, and Shipping and Receiving – there are multiple areas of interest.

First, is the question of speed of delivery to the end customer. Here, location is key and if so, can express services be implemented. Also, even if the warehouse is suitably located the inventory needs to be in regular supply to ensure adequate stock.

Further, the issue of price is always pertinent. From a customer’s point of view there needs to be transparency on any additional costs incurred. From the 3PL’s standpoint, where the price lies is within extra services or “kitting (putting several products in special packaging).”

Customers also want to know whether their goods are properly insured. Also, “Will they be insured during delivery, return, and while in storage?” Is there a limit to the insurance or is there a cut-off for the insurance? These specifics need to be made clear upfront as it is evident that customers dislike surprise costs.

For e-tail customers and online shoppers the experience is key. From the look and feel of placing an order, to the correspondence up to delivery, and finally, the delivery itself, the entire process can make to break loyalty. In fact, “the buying journey doesn’t end when they [customers] click ‘Complete Order’. They want the products delivered quickly and if there are any problems with their order they want to be kept informed. [Thus], the true shopping experience occurs after they’ve actually placed their order (consider the global unboxing phenomenon).”

Here, 3PLs can capitalize on the delivery process through clear communication, ideally, on-time (or early) deliveries (or direct channels of correspondence during delays including sincere apologies), and even extra customer incentives.

For the front-end to be worry-free the back-end needs to work smoothly. Thus, the technology, processes, and efficiencies must be seamless. Packing, loading, managing, and quick decision-making are key to the overall smooth operating of the entire supply chain and given that one hiccup can have a severe domino effect, it is imperative that the functioning of the chain continues regularly.

Just like retailers, hotels, and other direct customer-facing sectors, 3PLs also need to go the extra mile to out-run the competition. Incentives, gifts, loyalty programs, etc., have all been used but they can still change the perception of a company. These could be as simple as a birthday wish or greeting, a discount on a delivery, or even a free product. 3PLs, like all businesses, also need to rely on reputation management, especially online, and regularly monitor social media chatter and ensure that feedback is addressed quickly and efficiently.

Another standard for most 3PLs is the issue of tracking and reporting of goods. Though almost all companies provide customers with online tracking features through an app, website, or code, not every experience is the same. Here, 3PLs need to examine their customer experience through the look-and-feel, dashboard, ease-of-use, and user experience (UX). Customers who have not received goods already paid for or those whose parcels have been misplaced are not to be messed with! Thus, apart from simply tracking there are other features that can be added including “access to real-time data about inventory. [Thus] if an item is running low, you can quickly order more [and if] it means customers aren’t purchasing items that you don’t have in stock and you can quickly and effectively replenish your supplies, making sure you can always meet demand.”

Further, for 3PLs, it is not just a case of tracking, real-time updates, and personalized gifts. For customers, there is much more to brand loyalty and retention. Packaging of goods, delivery-person attitude, demeanor, and politeness, and even type, frequency, and duration of communication. All of these can add up in a customer’s mind and play out across various negative scenarios. It is key to keep up with customer expectations, their requirements, and where they feel improvements can be made. Customer listening is imperative and can shape the way the brand is perceived. Feedback, whether positive or negative, needs to be understood and acted upon. The same concern seen repeatedly will drive a customer away. Customers understand imperfections and business problems but they do not care for insincerity, disregard for their time/money, or inaction. It is key to be in constant touch, especially, during crises as saying nothing can sometimes be worse than saying the wrong thing.

Though 3PLs may not always be as in-your-face as retail brands, with online shopping, eCommerce, and digital payments becoming the norm, customers are now directly facing and experiencing providers within this industry. Thus, the experience must be positive along the entire supply chain similar to what retailers called the omni-channel experience across all touch-points.

With multiple sources of data and information available across the entire supply chain, 3PL businesses and providers are continuously trying to make sense of it. From CXOs to sales managers and finance VPs, the ability to leverage Big Data has become paramount. However, before any sort of analytics can be undertaken, the data (both structured and unstructured) needs to be organised and put into context. For 3PL providers, this has become critical as clear and appropriate analytics can greatly impact their entire business operations.

As Big Data and Analytics continue to play a significant role across industries, the recent 21st Annual Third Party Logistics Study, has already made it clear that “98% of 3PLs [have] said that improved data-driven decision-making is essential to the future success of supply chain activities and processes.” Coupled with this is the fact that “81% of shippers and 86% of 3PLs [surveyed] said that using Big Data effectively will become a core competency of their supply chain organisations.”

For an industry that relies heavily on processes, efficiencies, and timeliness, even the slightest disruption can have significant consequences. This is where Big Data can play a major role in helping to overcome bottlenecks and obstacles.

As has also been said, “Big Data allows those within the supply chain to identify and correct inefficiencies, run “what-if” scenarios, and improve the way they respond to disruptions, and mitigate risk.” These actions and scenarios can help streamline processes and ease internal systems and operations. They can also help to build partnerships, whereby companies seeking to work with 3PLs may do so by assessing their Big Data and Analytics capabilities as one of the deciding factors. Thus, 3PLs that are more engaged with and have greater ability to leverage the tools and technology – to ensure better business outcomes – may be more suitably placed to collaborate with such businesses.

For external, customer-facing outputs, the use of Big Data and Analytics by 3PLs can play a significant role during the last mile of delivery. As this route “tends to be the slowest and least cost effective,” there is scope for more specific, data-driven information to be processed in order to keep clear checks and tracks of possible hurdles. Also, with the emergence of more technological tools such as GPS-enabled devices, scanners, and sensors embedded within products through the Internet of Things (IoT), the entire supply chain route can be directly viewed and monitored. In what is known as the “black box” of delivery data, providers can now keep track of delivery data including the earlier inaccessible “off-vehicle” data.

The ability to understand and analyse large volumes of data and information can lead to the better management of deliveries. It can also help create not just better customer service but also incentive employees through appropriate training, skill development, and help to create real value across the entire supply chain.

Additionally, some of the significant steps being used through Big Data and Analytics surround analyzing weather patterns. Here, the earlier unpredictability of disruptions due to freak climatic conditions could severely hamper large parts of the supply chain. However, with more improvements through data monitoring and tracking devices being used in real-time, such occurrences can be reduced.

Further, other possible areas of concern such as heavy traffic and a lack of parking availability can be detected early. Though most 3PLs already use highly sophisticated apps, analyzing live updates of roadblocks, jams, and accidents can ease pressure on drivers when trying to ensure on-time delivery.

Within CBDs, commercial real estate spaces or busy, high-density areas in big cities, parking is always a major concern. Through various devices and a constant stream of visible data and analytics, valuable time and costs can be saved. In some cases, delivery agents may well be advised to park further and walk or even possibly use alternative routes to avoid delay-prone zones. Such data can be paramount when ensuring the smooth delivery of goods. Of course, all of this can only lead to increased on-time deliveries and heighten customer satisfaction, especially given the cut-throat competition within the industry.

For transportation over both air and sea such remedies serve an even greater purpose. Loading and unloading at ports or airports, time and costs per delivery, and assessing the best routes can make a huge difference to freight charges. By analyzing data patterns and using a concise dashboard, 3PLs managers can examine and understand the situation on the field and seamlessly report back to the on-ground team.

One of the hurdles regarding analysis is the vast amount of data that is present. This, unsurprisingly, can be overwhelming and can easily lead to aversions to its use. There is also the obstacle of costs involved as with current, wafer-thin margins, 3PL providers are reluctant to invest in large data centers and data science resources.

Here, though understandable, there must be a clear path created to advise and guide appropriate players when mining and analyzing data. This is usually best undertaken in a phased manner with a clear focus on a particular area of the business. This could be within a warehouse, along a supply route, or within the last mile.

Further, collaborating with the right data partner is imperative. 3PL providers need to research and understand the capabilities and limitations of both the data and associated companies.

With competition being greater than ever and customers being less loyal and more demanding and fickle, 3PL players need to continuously strive to stay ahead of the curve. Here, Big Data and Analytics can play a valuable part in helping providers gain a competitive advantage.

However, though Big Data and Analytics are here to stay and their value cannot be understated, it still remains to be seen how 3PLs cope and use the tools at their disposal. As with many other new ‘disruptive’ technologies and tools each business needs to find its own “sweet spot” from which to ascertain its own unique requirements to produce benefits for the business.