A Robust Approach to Procuring Transportation Services - Guarantee that the savings make it to your bottom-line

Transcription

1 A Robust Approach to Procuring Transportation Services - Guarantee that the savings make it to your bottom-line Gary Girotti, Vice President Jeff Zoroya, Sr. Manager Chainalytics LLC May 13, 2008

2 Who is Chainalytics? Chainalytics formed in 2001 (HQ in Atlanta, GA) 47 FTEs in US and India Experience of over 400 engagements Infrastructure Planning Supply Chain Analysis Focused In: Supply Chain Design Transportation Sourcing & Operations Improvement Inventory & Portfolio Planning Inventory Planning Supply Chain Analytics Portfolio Management Transportation Procurement Experience 80+ Transportation bids over the past 7 years All industries (CPG, retail distribution, heavy equipment, high tech, automotive, chemicals, forest products, building materials, paper products, industrial manufacturing) All modes (TL, LTL, Heavyweight Air, Ocean Container, Intermodal, Special Equipment) Technology Expertise Transportation Sourcing Transportation Operations Chainalytics has experts on staff for all the major transportation and supply chain management vendors including i2, Manhattan, Manugistics/JDA, Caps/Infor, ToolsGroup, INSIGHT, Llamasoft Access to our proprietary TL Benchmarking product (MBBC) Current MBBC model includes 10B in TL freight spend refreshed every 6 months over 50 companies Much more the just rate comparison. MBBC determines the cost drivers that determine rates Transportation Planning 2

3 Guiding Principals Procuring Transportation Services Transportation is not a commodity it is a service A transportation procurement event is as much a relationship management process as a pricing event Going to market, or market testing your rates, should be a healthy part of the relationship management process 3

4 Agenda Current market conditions Best practices for ensuring that rate reductions turn into real savings Consideration of your carbon footprint during the procurement process Questions and Discussion Note: the focus of this presentation are best practices in support of turning negotiated rate reductions into real savings. This presentation does not include negotiation software or negotiation mechanics. 4

5 Background: Current Market Conditions Capacity Ave rage The Morgan Stanley index is above 2007 levels. This is being driven from reduced supply Jan 22-Jan 12-Feb 5-Mar 26-Mar 16-Apr 7-May 28-May Today *W e have adjusted the Y-Axis to better show seasonal variations in past years, w hich pushes the Fall of 2004 and 2005 off the chart 18-Jun 9-Jul 30-Jul 20-Aug 10-Sep 1-Oct 22-Oct 12-Nov 3-Dec 24-Dec 935 carriers filed for bankruptcy in Q1-2008, operating approximately 42,000 power units. This represents roughly 2% of the nations total long-haul capacity.** The major risks in the current market are: 1. Will your provider be there when you need them? 2. When and, more importantly, how fast will capacity tighten up? * Chart Source: Morgan Stanley Research, ** Donald Broughton, Avondale Partners senior research analyst 5

6 Background: Summary After several years of transportation price increases, 2007 & 2008 have seen a steady decline in rates There is nothing to indicate that the window of opportunity to reduce rates has closed, or will close in 2008 If you have not gone to market in last 12 months, you should Carriers are removing capacity from the system, but not fast enough to offset reduced demand The real challenge in this market is ensuring shippers actually achieve the savings their bid results predict The hard part is truly realizing those savings as carriers battle to survive and the economic winds change 6

7 Agenda Current market conditions Best practices for ensuring that rate reductions turn into real savings Consideration of your carbon footprint during the procurement process Questions and Discussion Note: the focus of this presentation are best practices in support of turning negotiated rate reductions into real savings. This presentation does not include negotiation software or negotiation mechanics. 7

8 Procurement Life Cycle Getting Ready Rate Collection & Communication Data Post Awarding Scenario Analysis 8

9 Procurement Life Cycle Getting Ready Rate Collection & Communication Data Post Awarding Scenario Analysis 9

10 10 Procurement Best Practices: Getting Ready Getting Ready: 1. Identify problem areas and areas of opportunity: Benchmark rates to understand expensive / Above-market lanes or regions Analysis & document lanes or regions where you have problems securing capacity Map regional flow imbalances of inbound and outbound demand 2. Validate the accuracy of anticipated lanes and demand volume: Point to point lanes need to have a min annual volume of 12 loads/year Are there lanes that had minimal, or no volume in history that you expect to increase? Are you including lanes that actually no longer exist or planned to have min volume? 3. Categorize carriers and develop a strategy for working with each group Partner carriers: the 1 4 carriers that you need to be successful Other carriers: carriers that, as a group, are needed but on an individual basis can be replaced These can be further segmented into Core Carriers and other based on shipper communication programs 4. Work hard to expose as much information as you can about your operations Review conditions and requirements internally and with partner carriers Design and communicate accessorial charges and frequency of occurrence Are they clear, accurate and fair

11 Rate Benchmarking: Procurement Best Practices: Getting Ready Benchmarking Report Example Look at lanes that are both over market and below market Why? Investigate by facility Are inbound and outbound lanes above market? Estimate the saving expectations Above market lanes move to Market, Below market lanes increase ½ way to Market O rig in S ta te O rig in R e g io n D e s t S ta te D e s t R e g io n D is ta n c e (m ile s ) A n n u a l V o lu m e S e rv ic e T y p e M o v e m e n t C o n tra c t T y p e A c tu a l R P M A c tu a l C P L A c tu a l A n n u a l C o s t E s t. R P M E s t. C P L E s t. A n n u a l C o s t D iff. C P L D iff. P e rc e n t S ta tu s F L F L _ T A M G A G A _ A T L S O B C C $ $ $ 4,0 3 2 $ $ $ 4,3 9 9 ($ 3 1 ) -8 % B E L O W F L F L _ T A M N C N C _ R A L S O B C C $ $ $ 4,3 9 0 $ $ $ 4,9 3 5 ($ 6 8 ) -1 1 % B E L O W M O M O _ S P R M N M N _ R C H S O B C C $ $ $ 4,7 1 7 $ $ $ 4,8 7 9 ($ 2 7 ) -3 % B E L O W O K O K _ T U L T X T X _ H O U S O B C C $ $ $ 5,3 9 6 $ $ $ 4,5 8 7 $ % A B O V E O K O K _ T U L IA IA _ D E S S O B C C $ $ $ 5,4 4 3 $ $ $ 5,0 2 8 $ % A B O V E IN IN _ IN D M I M I_ R A P S O B C C $ $ $ 5,9 1 4 $ $ $ 5,8 7 8 $ 3 1 % A T O K O K _ T U L M O M O _ S T L S O B C C $ $ $ 8,0 0 8 $ $ $ 7,5 4 2 $ % A B O V E O K O K _ T U L IL IL _ C H I S O B C C $ $ 1,0 2 3 $ 8,1 8 4 $ $ $ 7,1 5 2 $ % A B O V E M O M O _ S P R T X T X _ H O U S O B C C $ $ 1,0 8 8 $ 8,7 0 0 $ $ 1,0 3 8 $ 8,3 0 4 $ % A B O V E F L F L _ T A M T N T N _ M E M S O B C C $ $ $ 1 0,3 0 4 $ $ $ 1 1,3 7 0 ($ 6 7 ) -9 % B E L O W C A C A _ S A C C A C A _ S D I S O B C C $ $ $ 1 1,2 2 0 $ $ $ 1 3,1 6 2 ($ ) -1 5 % B E L O W C A C A _ S A C A Z A Z _ T U C S O B C C $ $ 1,4 5 0 $ 1 1,6 0 3 $ $ 1,3 7 4 $ 1 0,9 9 0 $ % A B O V E IN IN _ IN D O H O H _ C L E S O B C C $ $ $ 1 1,9 9 5 $ $ $ 1 2,1 7 8 ($ 9 ) -2 % A T M O M O _ S P R C O C O _ D E N S O B C C $ $ 1,5 5 0 $ 1 2,4 0 4 $ $ 1,4 0 4 $ 1 1,2 3 4 $ % A B O V E C A C A _ S A C N V N V _ V E G S O B C C $ $ $ 1 2,8 5 6 $ $ 1,0 7 2 $ 1 3,9 3 2 ($ 8 3 ) -8 % B E L O W F L F L _ T A M A L A L _ B IR S O B C C $ $ $ 1 3,2 0 0 $ $ $ 1 5,2 0 3 ($ 6 7 ) -1 3 % B E L O W F L F L _ T A M L A L A _ A L E S O B C C $ $ $ 1 4,2 5 8 $ $ $ 1 4,5 0 7 ($ 1 3 ) -2 % A T IN IN _ IN D M N M N _ R C H S O B C C $ $ $ 1 5,1 7 3 $ $ $ 1 5,3 5 6 ($ 1 0 ) -1 % A T O K O K _ T U L T X T X _ A N T S O B C C $ $ $ 1 6,1 2 4 $ $ $ 1 4,2 0 7 $ % A B O V E C A C A _ B A K O R O R _ P O R S O B C C $ $ 1,7 2 3 $ 1 7,2 3 3 $ $ 1,5 7 9 $ 1 5,7 9 1 $ % A B O V E P A P A _ H A R W I W I_ M IL S O B C C $ $ $ 1 7,6 8 7 $ $ $ 1 6,9 1 2 $ % A B O V E C A C A _ S A C U T U T _ S L C S O B C C $ $ 1,6 2 1 $ 1 7,8 2 9 $ $ 1,1 7 7 $ 1 2,9 4 9 $ % A B O V E O K O K _ T U L C A C A _ S A C 1, S O B C C $ $ 2,3 9 0 $ 1 9,1 1 8 $ $ 2,1 7 2 $ 1 7,3 8 0 $ % A B O V E C A C A _ S A C A Z A Z _ F L A S O B C C $ $ 1,4 9 4 $ 1 9,4 2 7 $ $ 1,2 8 6 $ 1 6,7 2 4 $ % A B O V E P A P A _ P H I N C N C _ R A L S O B C C $ $ $ 1 9,8 6 0 $ $ $ 2 1,1 4 6 ($ 3 2 ) -6 % B E L O W M O M O _ S P R IL IL _ C H I S O B C C $ $ $ 2 1,6 7 2 $ $ $ 2 3,0 2 0 ($ 4 5 ) -6 % B E L O W C A C A _ B A K U T U T _ S L C S O B C C $ $ 1,3 8 3 $ 2 3,5 1 4 $ $ 1,3 5 6 $ 2 3,0 5 4 $ % A T 11

12 Getting Ready Capacity Problem Areas Example 4 Venders 746 Loads 55 Venders 7,054 Loads 57 Venders 3,712 Loads 13 Venders 4,640 Loads 2 Venders 1,956 Loads 12

13 Getting Ready Partner Carrier Criteria Partner carriers: the 1 4 carriers that you need to be successful Criteria Categorization: - Scope of Service Risk Assessment: - Organizational Strength Risk Assessment: - Financial Strength Is the carrier currently providing a service that, if disrupted, could have a significant impact on service or cost? Example: Is the carrier currently handling a significant portion of freight such that a substantial change would be an implementation risk? Is the carrier providing a critical service that is in or out of the scope of the negotiation? Store support, customer support, dedicated support, on-site personnel Does the carrier have the capability to support you over the long term? Planning, Operations, Technology Is the carrier financially sound? Description Is the carrier too financially dependent on your company? After you release the negotiation package, meet individually with partner carriers, reiterate what you are trying to accomplish and get an understanding of their objectives. 13

14 Getting Ready Fuel Surcharge Programs Key points for structuring a Fuel Surcharge (FSC) Program 1. For Truckload programs make sure the program is mileage based Typical program is, for every $0.05 or $0.06/gallon increase in DOE pay $0.01/mile in FSC Stick to a $0.06/gallon escalator. No data to suggest this is not fair 2. Intermodal FSC of ½ the TL FSC have been accepted in the market CSX is advertising that they are at least 4 times more fuel efficient than truck Given, this is boxcar driven and that trains need to run more miles, ½ a TL FSC seems fair, if not generous 3. Keep the base price low and let your finance department decide if hedging is appropriate While diesel is highly unlikely to ever be back at $1.20/gallon there is no data to support raising the base rate Your exposure to fuel prices should be clearly known and it is up to your corporate finance department to decide if hedging is worth the cost Survey Results From 50 Companies Base (dollars Surcharge (cents Fuel Increase per gallon) per mile) (cents per gallon) MIN $ 0.93 $ $ MAX $ 2.33 $ $ MEAN $ 1.27 $ $

15 Procurement Life Cycle Getting Ready Rate Collection & Communication Data Post Awarding Scenario Analysis 15

16 Collecting Rates Rate Collection and Communication: 1. After you release the negotiation package, meet individually with partner carriers, re-iterate what you are trying to accomplish and get an understanding of their objectives 2. Think through the optimization scenarios you want to see before the carriers submit their pricing Carrier constraints: Limits on volume to brokers, minority carriers, Smartway carriers, etc. Geographic constraints: Number of carriers per region, per DC, etc. The objective is to understand how the cost curve will behave 3. Check, Check, and Recheck carrier inputs Carriers complete 100s to 1,000s of bid a year There is a lot of turnover in their pricing groups They make errors 16

17 Communication Regional Flow Balance Example 17

18 Procurement Life Cycle Getting Ready Rate Collection & Communication Data Post Awarding Scenario Analysis 18

19 Scenario Analysis Scenario Analysis: 1. Review initial results to get a lay of the land Who bid aggressively and who did not? Does this make sense? How sensitive are the results to the number of carriers, to particular carriers, etc. 2. Begin the process of engineering the results How balanced are the flows in and out of different DCs and regions? Meet with the partner carriers and begin pressure testing the results Before the meeting, run some analyses to develop an understanding of what would and would not be costly to adjust Do not chase the pennies 3. Be prepared to be stick to your published schedule Nothing aggravates a carrier more than an awarding process that drags out for several months 19

20 Scenario Analysis DC Flow Balancing Example Engineered Solution DC Inbound Ship Points Outbound Regions Carrier 1 Carrier 2 Carrier 3 Carrier 4 20

21 Procurement Life Cycle Getting Ready Rate Collection & Communication Data Post Awarding Scenario Analysis 21

22 Post Awarding Post Awarding: 1. Have a documented and well supported transition plan in place Communicate the plan internally Document information flows and communication protocols with the carriers Be prepared to visit your sites with the carrier and introduce the operations personnel to the local carrier reps 2. Track performance to plan Loads tendered to carriers other than the awarded carrier, by lane Carrier tender acceptance / decline rate, by lane Variances in volume of freight flows vs. the projection Loads executed in a way that resulted in a post-tender carrier change (e.g. missing an Inter-modal cut time) 3. Establish and communicate a regular market testing schedule Go to market regularly Carrier networks change more the shippers A bid does not mean you have to change carriers but as a responsible procurement manager you should test the market regularly 22

23 Post Awarding Process Overview Cycle Procurement Functions Annual Network Bid Per Event (Seasonal, etc) Mini Bid Mini Bid Mini Bid Months Integrated Carrier/Transportation Management Deliverables Semi-Annually Benchmark Benchmark Quarterly Plan Audit Plan Audit Plan Audit Plan Audit Monthly/ Weekly Score cards Score cards Score cards Score cards Score cards Score cards Score cards Score cards Score cards Score cards Score cards Score cards Fore cast Fore cast Fore cast Fore cast Fore cast Fore cast Fore cast Fore cast Fore cast Fore cast Fore cast Fore cast A continuous integrated process of sourcing, carrier management and analysis 23

24 Post Awarding Plan Audit Example Between October 1, 2007 and January 28, 2008, 76% of inbound collect loads were not moved by the awarded carrier This occurred for the following reasons: Flow patterns were different from projected (i.e. more loads were moving between unassigned ODs than expected) Loads were being tendered to other carriers, not the awarded carrier Loads tendered to the awarded carrier were not being accepted 24

25 Post Awarding Plan Audit Example When examining the cost impact of tender and tender accept behavior, there appears to be a correlation between over-spending and correctly tendering loads to the assigned carrier and the assigned carrier accepting the tender As the percent of tender and tender accepts by the awarded carriers increases, overspending decreases 25

26 Agenda Current market conditions Best practices for ensuring that rate reductions turn into real savings Consideration of your carbon footprint during the procurement process Questions and Discussion Note: the focus of this presentation are best practices in support of turning negotiated rate reductions into real savings. This focus presentation does not include negotiation software or negotiation mechanics. 26

27 Carbon Conscious Analysis Obtain updated list of Smartway carriers Map company SCAC to Smartway SCAC Run various scenarios to understand cost trade-offs Understand conflicting constraints i.e. 100% Smartway but one partner carrier is not Smartway certified You should also look at the lower immersions/ton of IM vs. IM service issues SmartWay (SW) Scenarios $198, Projected Annual Spend in ($000) $197,000 $196,000 $195,000 $194,000 $193,000 $192, Number of Carriers Spend Carriers In this example, getting to 80% Smartway has minimal impact. However going to 100% would be cost prohibited. Shipper is currently working with small carriers to get the on Smartway $191, $190,000 Unconstrained Min 50% Volume to SWay Carriers Min 80% Volume to SWay Carriers 100% Volume to Smartway Carriers 0 27

28 Summary Transportation is not a commodity it is a service The subjective aspect of the quality of the service needs to be included in the analysis Shippers need to consider all costs (direct and indirect) when trading-off of these soft aspects A transportation procurement event is as much a relationship management process as pricing event The outcome of a typical transportation procurement event is a non-binding agreement on both sides Shippers do not contractually guarantee volume and carriers do not contractually guarantee they will take the volume tendered As such, the procurement event must be looked at as part of a continual process of relationship management with your service providers Going to market, or market testing your rates, should be a healthy part of the relationship management process Carriers networks change as much, if not more than the average shippers These events should be well communicated, regularly scheduled, and fair 28

29 Questions? Gary Girotti VP, Transportation Practice Chainalytics Jeff Zoroya Sr. Manager Chainalytics