Third-party logistics providers (3PLs) are playing an increasingly important role in guiding shippers through today’s volatile supply chain environment.
As supply chains grow more complex and prone to disruptions, more and more companies are turning to third-party logistics providers (3PLs) for help. 3PLs can provide a whole host of distribution and fulfillment services for their clients from warehousing and inventory management to shipping and receiving, transportation management and freight brokerage, and returns management.
The resources, expertise, relationships, and assets that a 3PL offers can help companies better navigate dramatic shifts in demand, capacity constraints, transportation network congestion, and labor issues. Indeed, many 3PLs have moved far beyond simple storage and transportation services and are assuming more of a consultative role with their clients, helping them design and shape their supply chain.
As 3PLs take on more of a partnership role, it becomes even more crucial for shippers to understand the value and benefits that a 3PL can provide as well as what characteristics to look for when selecting one. Toward this end, CSCMP’s Supply Chain Quarterly assembled a panel of experts to share some of their insights about the 3PL market: Bobby Clements, Allan J. Miner, and Johann Strauss. Bobby Clements is the vice president of UPS Global Logistics Products and Services for UPS Supply Chain Solutions. Allan J. Miner is the president of the third-party logistics provider CT Logistics. Johann Strauss is the key account manager of KION Group, which supplies forklifts and warehouse equipment for many 3PL companies.
Bobby Clements, Vice President of UPS Global Logistics Products and Services, UPS Supply Chain Solutions
Allan Miner, President, CT Logistics
Johann Strauss, Key Account Manager, KION Group
Q: What is the business case for when a company should work with a 3PL partner?
Bobby Clements–UPS Supply Chain Solutions: There are many different reasons—or “compelling events” as we call them—why companies outsource their logistics and supply chain activities. There are around 20 of them! They usually stem from a combination of challenges pertaining to network constraints, operational inefficiencies, or customer dissatisfaction.
For example, some companies have a priority to accelerate growth but have challenges (such as “we are out of space” or “we want to enter a new market we can’t effectively serve today”). For others, they don’t have the capital, or even culture in some cases, to improve operational efficiency, which is critical to running a profitable business (“we need help managing labor costs” or “we don’t have the expertise to support investments in technology and automation”). In a recent study we commissioned, managing labor costs was the No. 1 reason cited for seeking help from a 3PL. And others understand that driving brand loyalty requires them to consistently deliver exceptional quality—fulfilling orders accurately, quickly, and on time.
Most companies that outsource recognize the need to focus on core strengths, like sourcing, marketing, selling, and taking care of their customers, and leaving logistics to the experts.
Allan J. Miner–CT Logistics: On the transportation side, when a company loses key “traffic” or “transportation” managers or supervisors who oversee daily inbound and outbound shipment activity for all plants, DCs/warehouses, and customer deliveries, it makes sense to outsource the role to a third party.
Johann Strauss–KION Group: It is difficult to have one 3PL business case that fits it all. Some companies simply want to focus on their core activity and not be bothered about the daily moving of their products. Others want to benefit from the 3PL’s relationships and bargaining power to reduce overall logistic costs and generate savings. In-house logistics is linked to a significant investment in labor, equipment, and real estate. 3PL companies have the expertise, technology, and competencies to develop the best solution for the customer.
Q: What should be the main criteria in selecting the right 3PL?
Bobby Clements–UPS Supply Chain Solutions: Customers want to know that the 3PL has the right network, capabilities, and expertise to meet their needs. But in my experience, it eventually comes down to trust. In a true partnership, companies need to be able to share their vision for the company, and both parties must be transparent with one another, have frequent and open communication, and have common goals. They need to work together to solve problems and work toward continuous improvement. Without trust, the relationship will undoubtably fail sooner or later.
Allan J. Miner–CT Logistics: The main criteria should be whether there is synergy between the 3PL’s operational, day-to-day staff who are managing your business and your own key daily operational traffic/transportation personnel—the ones who are in constant contact with these key 3PL line staff members. In addition to that synergy, the 3PL should have 24/7 staffing for any and all “hot” loads that need to be expedited.
Q: What advantages do 3PLs bring to companies entering new markets?
Allan J. Miner–CT Logistics: 3PLs can provide competent, previous experience in those new markets so that all the local groundwork for effective communication and management relationships are in-place.
Q: With rising inflation, can a 3PL lower overall distribution costs?
Bobby Clements–UPS Supply Chain Solutions: We experience the same inflationary challenges that other companies do. But modern 3PLs are better equipped at managing controllable costs than most companies.
Traditionally, labor could range from 50% to more than 60% of fulfillment costs. UPS has invested millions of dollars in robotics, material handling equipment, and warehouse execution and control systems to improve productivity and reduce reliance on manual labor, while improving order accuracy at the same time. And because most of our customers are in multi-client facilities on one of our campuses, we are able to flex labor across multiple clients and buildings.
UPS is also able to offer competitive pay and benefits to our employees, which helps drive down attrition and training costs.
Allan J. Miner–CT Logistics: The current inflation picture presents a challenge for all 3PLs. However, their customers will find that using the distribution centers/warehouses in a 3PL’s current network will help them reduce their capital and/or operational costs. Consolidating and optimizing assets is the key to cutting costs, and using a 3PL can help with that. Additionally, a 3PL can help its clients cut costs by actively reviewing and rebidding all transportation and distribution contracts and agreements as they expire.
Q: In times of ongoing stress on supply chains, how can a 3PL help clients meet their customer service commitments?
Bobby Clements–UPS Supply Chain Solutions: One way that 3PLs can help improve customer service is by providing good visibility tools that allow clients to see where their goods are at any point and alert them of problems so that the 3PL and/or customer can take proactive measures to correct them. UPS, for example, has a visibility tool called UPS Supply Chain Symphony that provides end-to-end visibility of the supply chain that give customers access to their inbound, in stock, and outbound orders on a single system.
Allan J. Miner–CT Logistics: One way that a 3PL can help with customer service is by locating their product(s) in closer proximity to their client, so that smaller quantities can be shipped more frequently to the client’s customers at a reduced cost. Shorter transit times will increase service levels.
Johann Strauss–KION Group: A 3PL needs preparation and anticipation in order to help its clients meet their customer service requirements. With inventory and goods moving and evolving fast, having clear and transparent communication between the 3PL and its customer is important. If a need comes up quickly, it is important to have the right operators and mobile equipment on hand or quickly available.
Q: How can 3PLs help companies meet their needs during a tight labor market?
Bobby Clements–UPS Supply Chain Solutions: In our warehouse network, UPS employs thousands of people. We operate dedicated and multi-client facilities on each of our main campus sites. Not only does this give us access to a large labor force, it allows us to flex that labor across our facilities and individual clients. In addition, as previously mentioned, our investments in automation and robotics help us maximize our existing workforce.
Allan J. Miner–CT Logistics: In terms of carrier contract negotiations and management, the 3PL can put staff onsite at your facility, if absolutely mandatory, or they can create a dedicated 3PL staffer to manage the company’s shipment needs from a remote location. In other cases, these 3PL staffers can be in charge of more than one client at a time.
Johann Strauss–KION Group: The core costs for a 3PL company are labor, facilities, and mobile equipment. Working with quality machines can help 3PL providers attract and retain quality personnel and reduce sick leave for back problems, for example. (One of the most common issues.) When selecting mobile equipment, 3PL companies can focus on more ergonomic machines to help retain employees. Linde Material Handling, for example, has designed all its lift trucks around the operators. The latest models lead to 50% less operator movements, leading to low operator fatigue and high productivity.
Q: In what ways do 3PLs allow customers to receive the benefits of new systems and technologies without large capital investments?
Bobby Clements–UPS Supply Chain Solutions: For some companies, this is precisely why they outsource. The benefits from advanced technology—including software and automated picking and sorting equipment—are well documented. In addition, new technologies are being introduced at an accelerated pace. At UPS we have developed a technology ecosystem, partnering with companies on the leading edge to ensure our customers have the benefit of the latest technologies without all the investment of R&D and risk of obsolescence. Most companies would rather invest in their products than in warehouses and fulfillment automation. The right 3PL partner can help them do just that.
Allan J. Miner–CT Logistics The 3PL’s capital investments allow them to add and manage a new client’s freight activity under their corporate IT systems and global/company deployment. As a result, the client does not have to spend money on a new system itself.
Johann Strauss–KION Group: Most 3PLs are working with state-of-the art software that help businesses manage their inventory, track transportation routes, and analyze logistic streams. For mobile equipment, many 3PLs are working with advanced telematic solutions to get real-time information about their machines and optimize consumption and usage. The information gathered can be used to reduce operating cost for the end customer. Networking and advanced sensors even enable some machines to act autonomously. A GPRS (ground penetrating radar system) transmission from the machine’s hardware to a cloud solution makes it a very efficient solution that does not require large capital investment. Those savings can be transmitted to the customer.
Artificial intelligence (AI) tools can help users build “smart and responsive supply chains” by increasing workforce productivity, expanding visibility, accelerating processes, and prioritizing the next best action to drive results, according to business software vendor Oracle.
To help reach that goal, the Texas company last week released software upgrades including user experience (UX) enhancements to its Oracle Fusion Cloud Supply Chain & Manufacturing (SCM) suite.
“Organizations are under pressure to create efficient and resilient supply chains that can quickly adapt to economic conditions, control costs, and protect margins,” Chris Leone, executive vice president, Applications Development, Oracle, said in a release. “The latest enhancements to Oracle Cloud SCM help customers create a smarter, more responsive supply chain by enabling them to optimize planning and execution and improve the speed and accuracy of processes.”
According to Oracle, specific upgrades feature changes to its:
Production Supervisor Workbench, which helps organizations improve manufacturing performance by providing real-time insight into work orders and generative AI-powered shift reporting.
Maintenance Supervisor Workbench, which helps organizations increase productivity and reduce asset downtime by resolving maintenance issues faster.
Order Management Enhancements, which help organizations increase operational performance by enabling users to quickly create and find orders, take actions, and engage customers.
Product Lifecycle Management (PLM) Enhancements, which help organizations accelerate product development and go-to-market by enabling users to quickly find items and configure critical objects and navigation paths to meet business-critical priorities.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.
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Supply chain managers at consumer goods manufacturing companies are tasked with meeting mandates from large retailers to implement item-level RFID.
Supply chain managers at consumer goods manufacturing companies are tasked with meeting mandates from large retailers to implement item-level RFID. Initially these requirements applied primarily to apparel manufacturers and brands. Now, realizing the fruits of this first RFID wave, retailers are turning to suppliers to tag more merchandise.
This is one more priority for supply chain leaders, who suddenly have RFID added to their to-do list. How to integrate tagging into automated production lines? How to ensure each tag functions properly after goods are packed, shipped, and shelved? Where to position the RFID tag on the product? All are important questions to be answered in order to implement item-level RFID. The clock is ticking on retail mandates.
Different products, new RFID considerations
Hangtags, the primary form of apparel product identification, present a relatively easy way to attach an RFID tag. Pressure-sensitive labels likewise can carry an RFID inlay. The inlay, consisting of a microchip and antenna, holds the product’s unique identifying information. This tiny device is activated when the RFID reader passes by it. For nonapparel products, in many cases, there is no way to attach a hangtag. Therefore, a pressure-sensitive RFID label often must be put directly on the product. If the product is packaged in a box, the RFID carrier can be attached to or placed inside the box. Either way involves the use of just the right solutions, including the adhesive, shape, dimension, and placement. Moreover, there must be an efficient way to attach the labels to products. This requires process engineering and sometimes capital investment to integrate RFID labeling into highly automated manufacturing lines.
Metals, liquids, and low-surface-energy (LSE) materials pose hurdles for RFID item tagging. Tag and label inlays cannot be read properly through metals and liquids, and the pressure-sensitive labels do not always stick well to product surfaces containing silicone, vinyl, polyethylene, and polystyrene. Very small items are also difficult to tag. Metal paint cans, caulk or paste tubes, lipsticks, and reusable water bottles are just a few products that present RFID tagging challenges.
In other cases, it is not so much the product itself that hinders readability but rather the shipping method. For example, it is relatively straightforward to apply an RFID tag or label to a bag of fertilizer. But the fertilizer bags might be stacked 60 deep on a pallet. The pressure is too much. It damages the inlay, killing the tag’s readability. So, RFID tags, which were perfectly fine coming off the production line, are now dead from the stacking pressure.
Solutions and testing
RFID tagging and labeling programs take time to get right. While some manufacturers can set up a successful process in a few weeks or months, for others it can take six months, nine months, a year or longer. Variables influencing implementation time include capital equipment investments, the product types (for example, are the materials, shapes, or surfaces potentially problematic?), label supplier capacity and capabilities, and third-party testing rounds.
The good news is that best practices are being refined every day to incorporate RFID on difficult-to-tag products. A case in point is finding answers to RFID-inlay readability issues on metal or liquid products. There are ways to attach an RFID label to the product’s lid or cap.
The University of Auburn RFID Lab is the de facto U.S. authority on all things retail RFID. Through its ARC program, the lab works with end users to make sure RFID tags meet or exceed their required performance and quality levels. Walmart, for example, requires its suppliers to source from Auburn RFID Lab’s ARC program-approved inlay companies. “ARC is a test system and database that stores comprehensive performance data of in-development and market available RFID tags,” according to the lab’s website. “ARC has been working with end users to translate RFID use cases into specific levels of performance in the ARC test environment.”
High-quality RFID tags and labels are at the heart of it all. The following are some considerations to keep in mind when choosing an RFID tag and label provider:
What are their quality control and testing capabilities? Can they confirm that every tag is readable? Do they have software to verify that UPC and RFID information match up? Do they possess familiarity with Auburn’s RFID Lab approval process?
What is their capacity? How many thousands or millions of inlays do they create per day? Are there minimum order quantities?
What are their order management and shipping processes like? What is their delivery speed? How easy are they to order from? Where are their print facilities located?
Do they offer customization? Do they possess specialized equipment? Can they die cut irregular shapes, including very small dimensions? Do they possess adhesive expertise and application equipment? Do they have solutions for metal, liquid, and other difficult-to-tag items? Are they able to configure label rolls to work on automatic label dispensers?
It takes trial and error to implement RFID item tagging for nonapparel products. Effective, compliant programs do not manifest overnight. Collaboration with experienced label providers and the Auburn RFID Lab will help manufacturers overcome even the most complex RFID tagging challenges. There will be a roadmap to success, and the results in the form of better inventory visibility, swifter sell-through, and stronger sales will be well worth it.
Economic activity in the logistics industry expanded in August, though growth slowed slightly from July, according to the most recent Logistics Manager’s Index report (LMI), released this week.
The August LMI registered 56.4, down from July’s reading of 56.6 but consistent with readings over the past four months. The August reading represents nine straight months of growth across the logistics industry.
The LMI is a monthly gauge of economic activity across warehousing, transportation, and logistics markets. An LMI above 50 indicates expansion, and a reading below 50 indicates contraction.
Inventory levels saw a marked change in August, increasing more than six points compared to July and breaking a three-month streak of contraction. The LMI researchers said this suggests that after running inventories down, companies are now building them back up in anticipation of fourth-quarter demand. It also represents a return to more typical growth patterns following the accelerated demand for logistics services during the Covid-19 pandemic and the lows of the recent freight recession.
“This suggests a return to traditional patterns of seasonality that we have not seen since pre-COVID,” the researchers wrote in the monthly LMI report, published Tuesday, adding that the buildup is somewhat tempered by increases in warehousing capacity and transportation capacity.
The LMI report is based on a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).