Developing and Managing High Performance Transporation and Logistics Contracts
Program road map: UW’s proven nine-step CASM and SASM processes
- Aligning T&L, carrier personnel with corporate vision, mission and KRAs
The people side of managing carrier and LSP trading party (TP) relationships
Performance requirements to recognize improvements
- Defining Statement of Work (SOW)
- How to structure the organizations for improved efficiency and shared financial gains
- Dealing with labor/human resource issues and locating TP account managers
Motor carrier case study to illustrate negotiations strategies and define carrier/shipper performance requirements
- Items to negotiate and defining MC performance requirements and SOW provisions
Evening assignments to define specific SOW provisions
Applying financial accounting techniques to assess carrier, LSP and shipper financial viability and solvency
Applying activity-based management techniques to carrier and LSP pricing and costing
- Analytical tools for analyzing general system, dedicated round-trip, continuous move and logistics services that go beyond transportation
- Separating variable and fixed costs
Establishing objective criteria for shippers in selecting carriers/LSPs and vice versa
- Defining the criteria for selecting trading partners
- Key ratios and weights for evaluating TPs plus the role leveraging plays
- Sourcing and selecting alternative commercial relationships for carrier/LSP services
Developing and Using RFBs, RFIs and/or RFPs in TP selection
- Role of Web-based services in carrier and LSP screening and selection
- How to deliver the RFB — in person or by mail — timing responses
Developing win/win LTL and TL pricing structures for shippers and carriers
- Use of carrier and third-party pricing systems that protect intellectual property
- Alternative mileage, classification, base structures — uniform and custom sources
- Long-term contract arrangements for line-haul, accessorials and surcharges
- Opportunities to streamline freight bill payment and auditing
Awarding and contracting the business — continuation of motor carrier case study
- Finalizing Statements of Work (SOW) to solidify business relationships
- Reflecting the relationship in alternative contractual agreements
- Who and what it takes to write specific provisions in contracts
Evening assignments to review and critique specific contract provisions
Review of attendee assignments
Learn key LEGAL commercial/contractual considerations in managing two-party and multiple-party relationships in SC T&L
- When long-term contracts are preferable to doing business based upon published tariffs
- Where contracting fits into the overall process of building and securing SC relationships
- Tips on coordinating bills of lading and other commercial T&L documents
- Laws to which TP relationships must conform
- Which contract to use: service provider or user
- Strictly legal provisions to know about contracting, especially with LSPs
- Critical information technology and e-commerce contract provisions
Building your action plan — internalizing and implementing CASM/SASM
- What it takes to be a contracts administrator
- Key process measures to sell top management on the need for contracts administration
- Possible use of outside services in attaining your objectives
Schedule
Evening before course — Optional dinner for those arriving early
Day 1 — 8:30 a.m. – 5:00 p.m. Session
Day 2 — 8:00 a.m. – 5:00 p.m. Session
Day 3 — 8:00 a.m. – 4:00 p.m. Session
The University of Wisconsin–Madison, as a member of the University Continuing Education Association (UCEA), authorizes this course for 2.1 Continuing Education Units (CEUs) or 21 hours.
dtransue@exed.wisc.edu