1 / 13

Ontario International Transport and logistics Chapter 14: Action !

Ontario International Transport and logistics Chapter 14: Action !. FACTS GATHERING: Take a close look at each step of your logistic chain , from the PO up to client invoicing . You need to have total control on each of them . Also :

kiaria
Télécharger la présentation

Ontario International Transport and logistics Chapter 14: Action !

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Ontario International Transport and logistics Chapter 14: Action !

  2. FACTS GATHERING: Take a close look ateachstep of yourlogisticchain, from the PO up to client invoicing. You need to have total control on each of them. Also: • Validateimport and export official ‘liquidation’ (compliance 7501, B-3); • ValidateIncoterms in use (minimize the risks); • Validatethe partnerswithwhomyou are dealingwith: carriers, forwarders, customs broker, couriers, warehousers, consolidators, etc. (liability, security, costs). .

  3. ACTION PLAN Once the facts on hand: . Implementbenchmarksateach important step . Implementa negotiationprocesswithcustomer/supplier deals . Put in placetoolsto order, follow-up and validateinvoicing . Separate the functions: import, export, receiving, shipping . Train personnel of import and export teams . Use technologies . Outsourcesometasks, steps, functions

  4. THE COSTS WARNING: Carrier’s rates are NOT the onlyfinancial data to consider It isoften more on the ‘transport organization’ thatweneed to look. 1. Simplicity of the the steps, the management 2. Priorityplaced in the incoming/outgoingshipments: Urgent Vs non-urgent as an example 3. Verification of eachinvoice Vs the quotation.

  5. STARTING POINT: Youractuallogistic scenario • Where are we located geographically? • Do we need to have our own trucks ? • Is that task performed by someone who has another main function? • To reduce management, can we outsource some functions while keeping control? • Should/Do I have to use technologies ? • Witch Incoterms®2010 are we using?

  6. SIMPLE MANAGEMENT SYSTEM Incoming: Orderform, including the Incoterm Transport quotations Information on the movement: ETD / ETA / intermodalcoordination and follow-up Documentedreception

  7. SIMPLE MANAGEMENT SYSTEM Outgoing: Shipping form, including the Incoterm Transport quotations Information on the movement: ETD / ETA / intermodal coordination and follow-up Shipmentdocumented, supervised and scelled. ALL: Approbation of eachinvoice by logistic first and then payables.

  8. INTERNAL ORGANIZATION • Import and Export functionsseparated • Shipping/Receivingseparated • Documented procédures • Daily/weeklyfollow-ups on shipments • No proof of delivery = no payment • VERY IMPORTANT: Validate all invoices(do not assume), (different rate, extra charges, % of fuel surcharge, wrong HS, wrong custom duties, etc.).

  9. INTERNAL ORGANISATION If in the negotiatedIncoterm itis the client/supplier that pays the bill and you have a good transport department, you have 2 options: Theytake care of itthemselves You coordinateand RE-BILL! Sinceyoualready have negotiatedgood rates, youcan charge a premium (min 10%). You are fundingyourowndepartment!

  10. INTERNAL ORGANIZATION OUTSOURCING: Do it for the good reasons! Some or all taskscanbeoutsourcedexternally. There are somefirmsthat are taking charge of some of thesesteps and pays themselveswith the savings. You must have someonerevising EACH INVOICE.

  11. INTERNAL ORGANIZATION: SHIPPING • Outgoing shipments: Watch out for hidden fees. • Priorities: Identify what is urgent and what is NOT (courier/road or Ocean/air for example) You can see a drop in your coast rapidly. • Have a weekly Shipping Calendar (not a daily one). Example: Shipments on Mon, Wed and Friday). • Regroup shipments: LTL Vs FTL • Control the accesses to these zones. Reserve it to authorized employees only (theft, security, etc.) • Use consolidation hubs with 3PL’s.

  12. 9 points to Considerfor Saving$$$ Choice of Incoterm®2010 and writeit on documentation Chooserecognizedpartners: Know the people and have the numbers/way to get to themquickly $Detailledquotations: Minimum of 3, occasionnalmovements as well as regular Import and Export functionsseparated

  13. 9 points to Considerfor Saving$$$ Follow-up on shipmentswith ETD/ETA Caro insurancenecessary? All risks? $$ Shipping dept: Manage urgent Vs non-urgent $$$ Have import/export services validate EACH invoiceprior to send to payables Train your staff, givethem the tools

More Related