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Home > Domains > Supply Chain & Logistics

Welcome to ARC Supply Chain & Logistics Knowledge Center!
Global market intelligence and advice for topics such as: Supply Chain Planning, Third Party Service Providers, Global Trade Mangement, Warehouse and Transportation Management Systems.

ARC's industry leading experts closely monitor supply chain & logistics solutions from all major suppliers including: CDC Software, Consafe Logistics, Descartes, Four Soft, Highjump, i2 Technologies,  Infor, Kewill Systems, Manhattan Associates, Oracle, Pitney Bowes, Redprairie, SAP, Tecsys, TMW Systems and UPS Logistics Technologies.

 2009 TMS Supplier Profile Survey

Survey Name: 2009 TMS Supplier Profile Survey
Survey Description: This survey is in support of ARC's Transportation Management Systems (TMS) Worldwide Market Outlook study which will include your company. The information gathered will be used for forecasting purposes only--i.e. individual company responses will remain CONFIDENTIAL. Only aggregate results will be reported. If you have any questions, please contact Adrian Gonzalez at adriang@arcweb.com or 781.471.1154.
Time Created: 6/28/2009 11:02 AM
Number of Responses: 0

 Posts

Brooks Sports Hits a Home Run with a SaaS Labor Management System

By Steve Banker.    

I recently spoke with Jeff Kastning, Senior Manager of Logistics and Distribution at Brooks Sports, about the company’s recent implementation of a software-as-a-service (SaaS) labor management system (LMS).  Brooks Sports, headquartered near Seattle, Washington, designs and markets high-performance men’s and women’s running shoes, apparel and accessories. 

The company operates a 140,000 square foot distribution center (DC) that carries 12,000 SKUs and ships more than 6 million units per year.  The facility uses a pick-to-carton methodology, where workers place the cartons on carts which they wheel through the warehouse.

Over the years, Brooks’ volumes grew and the company had to grow its staff.  Five years ago, Brooks had 35 fulltime employees and used three or four temps per day.  By 2008, Brooks was still employing 35 fulltime workers, but the number of temps it used daily had grown to 15 to 20 people.

In that same time period, Brooks realized that it had outgrown its IT infrastructure.  In 2008, the company implemented a new Enterprise Resource Planning solution that also included a built-in warehouse management system (WMS).  The WMS allowed Brooks to move from paper-based processes to real-time processes supported by RF scanners.

While Brooks did not notice a significant improvement in productivity from the WMS, the WMS did provide it with the data it needed to put in a labor management system (LMS).  In particular, the WMS provided data on how much time elapsed between scans.  Brooks planned to use the LMS to drive productivity improvements.

To read the rest of the posting, please visit ARC’s Logistics Viewpoints.

Beyond the Perfect Order Metric (Save the Date)

By Adrian Gonzalez.    

This past February, we held a successful seminar on Performance-based Outsourcing, which combined case studies from leading companies with think tank discussions on the topic.  This coming February 9-11 at the Renaissance Orlando at SeaWorld Hotel in Orlando, Florida we’re applying the same learning and networking model to another timely and important topic in the supply chain and logistics industry:

Beyond the Perfect Order Metric: Bringing Together Supply Chain, Category Management, and Mobile Technologies to Improve On-Shelf Availability

As my colleague, Steve Banker, highlighted, in a previous posting, a paradigm shift is taking place in the fast-moving consumer goods supply chain.  A manufacturer’s job is no longer done when the goods arrive at the retailer’s distribution center (DC).  Instead, a manufacturer must now collaborate with its retail partners to ensure strong, in-stock performance at the retail shelf, which ultimately leads to increased revenues and profits for both parties and more satisfied and loyal consumers.  The perfect order metric, as traditionally defined, is still important, but no longer sufficient. Service levels and metrics linked to a customer’s shopping experience are more important than a manufacturer’s delivery performance to a retail DC.

Many of today’s supply chains start and end at the retail shelf. And this perspective requires companies to better integrate, synchronize, and transform their supply chain processes.  For example, integrating demand management and replenishment processes with category management is a best practice that will differentiate leaders from laggards in the consumer goods industry (see “Why Can’t My Supply Chain Team Think More Like Category Managers?”).  Likewise, tomorrow’s industry leaders will also leverage mobile technologies to streamline and optimize their merchandising and direct store delivery operations and to gain more real-time business intelligence, which will all contribute to further improvements in on-shelf availability.

This 1.5 day seminar is a must-attend event for supply chain, category management, and other executives interested in discussing and finding answers to the following questions:

To read the rest of the posting, please visit ARC’s Logistics Viewpoints

 

Coalition for Transportation Productivity: Interview with Harry Haney at Kraft Foods

By Adrian Gonzalez.   

Logistics executives face many transportation-related challenges, both today and in the future: volatile fuel prices, capacity constraints, road congestion, driver shortage, hours-of-service and safety regulations, sustainability initiatives, new taxes and fees (e.g., carbon emissions tax? vehicle miles travelled fee?), and the list goes on. This reality has led many shippers and carriers to focus on ways to improve the productivity of their transportation operations. Some have invested in technology like transportation management systems, others have innovated their operations in other ways (see “Innovating the Lowly Truck Trailer”).

But investing in technology and streamlining processes are not the only options available to shippers and carriers. Productivity improvements can also be achieved via legislative and regulatory changes, which is what The Coalition for Transportation Productivity (CTP) is trying to do. CTP is a coalition of more than 150 shippers and allied associations “dedicated to increasing the federal vehicle weight limit to 97,000 pounds for vehicles equipped with an additional (sixth) axle.” The organization is lobbying for The Safe and Efficient Transportation Act of 2009 (H.R. 1799), which is currently under consideration in the House of Representatives. If you’re interested in more details, I encourage you to visit the CTP website.

A few weeks ago, I had the opportunity to speak with Harry Haney, Associate Director of Transportation Planning at Kraft Foods, as well as John Runyan, Executive Director of CTP. Kraft Foods is a leading member of CTP. Below is an edited transcript of my conversation with Mr. Haney.

To read the rest of the posting, please visit ARC’s Logistics Viewpoints.

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