Industrial Transportation Management: Improving Business and Personal Performance
Day 1
Identification of your needs and challenges
Transportation as a business planning process — a business plan framework
- Defining the vision, mission and accountabilities of the transportation team
- Impact of corporate values, assumptions and forecasts on transportation performance — dealing with “where is the ‘ship’ going?”
- Assessing the impact of external forces on ITM, such as dealing with carrier cost drivers — labor, insurance, workers’ compensation expense increases, fuel price adjustments, carrier increases and indices, and changes in the business environment
- Why the impact of transportation and logistics in supply chain management can’t be ignored!
Workshop to process-map two critical ITM processes for improved performance and accountability
- Taking a holistic approach to improved transportation performance for total cost reduction and improved fulfillment
- Process-mapping the freight shipment allocation process from modal selection to carrier delivery
- Process-mapping the freight bill charges determination, billing, payment and auditing processes
- Critical decision points in setting transportation policies for compliance — involved parties and procedures for allocating costs
Industrial transportation metrics to report and recognize performance
- How do you segment customer needs and requirements for transportation performance?
- Transportation performance measures of work and productivity — top management and operational
- Where and how to source base data — alternative EDI and data capture and collection systems
- Educating and reporting to top management and your internal and external customers
- Use of GIS mapping and business intelligence software to report traffic movements and variances from expectations
Day 2
Detailed budgeting and transportation performance control — case studies and approaches
- Forecasting the total budget — freight, capital equipment, personnel, supplies and expenses
- Identifying sources of budgeting variation to avoid “dying in averages”
- Dealing with “variability” in transportation activities
Transportation management processes and enabling systems
- Strategic systems
- Network and carrier analysis/rationalization
- Tactical systems components and day-in-the-life of an order
- Shipment planning
- Freight payment
- Visibility and business intelligence
- Sourcing, selecting and managing TMS applications
Role of logistics outsourcing in gaining the resources to get the job done
- Trends in logistics outsourcing — the blurring in services between third-party LSPs and Information Technology Providers (ITPs)
- Key reasons behind the outsourcing trend
- Major third-party logistics providers: capabilities, asset versus non-asset 3PL models, IT support
- Third-party logistics provider pricing and operational benchmarking
- Cap session — tips on being a business person first and a technician second
- CEOs, CFOs, COOs — how executives view transportation and logistics management
- How the “-ings of business management” are impacting your business and career future
- Prioritizing your needs to determine take-home action items
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. – 4:00 p.m. Session
dtransue@exed.wisc.edu