As the less-than-truckload landscape changes rapidly and the market hurtles down the path towards tighter capacity, and higher costs – one must wonder what all of this means for today’s shippers and 3PLs. The days of the time-rich, doting sales rep; bringing pizza by the shipping office and shaking hands or slapping backs every other day are arguably behind us. Not every problem can be solved with a wink, nudge or quick phone call.
How many calls do your customer service representatives (CSRs) have to make related to shipping?
- Get a rate quote
- Confirm a customer has a loading dock
- Provide a status update (tracking)
- Provide instructions on how to handle damage
Here are a few tools that can reduce the burden of freight on your CSRs that a good Transportation Management System (TMS) ought to provide:
Tired of fighting with Carriers over discounts, minimum charges and accessorials? Given the economy, capacity pressures, and LTL carrier's current perceived leverage, you may be more successful reducing your freight cost by taking a deep dive into your organization's shipping processes.
Recently, an article from the Journal of Commerce (JOC), "Tech Transforming payment services into shipper intelligence," explored the evolution of freight audit and pay firms to data managers. Surprisingly, the article seems to suggest audit firms are creating a new space, but are they?
Leads me to question, if you are using a 3rd party to audit and pay carriers on your behalf, what are today's reasonable expectations?
"The carrier missed the pickup yet they still count it delivered on time?"
Can you rely on carrier stats? What are your real and most meaningful LTL carrier performance stats?
Recalling the question from last week... How often are we seeing "Big Data" referenced in every day business?