Traditionally, business has demanded that we deliver goods on time, intact, and at a reasonable price; however, the way the world defines time, complete deliveries, and cost has changed.
The new logistics paradigm is an ongoing and evolutionary system within an organization. Today’s global companies need a reliable and knowledgeable partner to assist in navigating this ever changing environment- a partner who is as strong ethically as it is financially and dynamic enough to stand strong, yet humble enough to listen. This Partner is D.T. Gruelle Specialty Logistics.
D.T. Gruelle Specialty Logistics realizes that the logistics component of cycle time planning, either order or replenishment cycle time, can represent up to 40% of the total order cycle time. Obviously, one must improve processes across the supply chain, in order to provide maximum benefits, for both supplier and buyer and, most importantly, maximize the corporate working capital assets which we are entrusted to manage. Cycle time control equals an accelerated flow of revenue, what’s commonly referred to as velocity of inventory or the decrease of inventory assets, that ultimately affects the ability to generate value.
Senior management in corporations has decreed that capital and human resources must be dedicated to the core business. Consequently, the growth of D.T. Gruelle Specialty Logistics is closely connected to the emergence of our clients’ reengineered supply chain management techniques.
The new techniques employed by D.T. Gruelle Specialty Logistics focuses on enhancing efficiencies from the logistics processes by managing across traditional non-logistics based functions and by aggressively using information to reduce time, inventory, and costs.
Logistics business processes are multiple logistics services provided by The D.T. Gruelle on a contractual basis; having at least two services that are bundled and combined with a single point of accountability using distinct information systems that are dedicated to an integral business logistics corporate process. We also emphasize the cross-functional supply-chain nature of integrated contract logistics. We analyze the entire distribution chain as an entity to maximize the whole rather than its pieces.
We advocate commencing operations by defining manageable risk, establishing performance metrics and quality measures - taking small steps in order to gain confidence in each other’s businesses and allow both parties the time to learn.
First, a blueprint. We must know what your company hopes to accomplish with the logistics process. Goals must be properly defined for us to study and provide competitive pricing. What degree of services is necessary? What do you wish to accomplish that you believe D.T. Gruelle can do better and more economically than you can? We suggest that a clearly defined mission statement is developed to which The D.T. Gruelle can add value.
Defining clear goals is essential for us to provide clear answers; further, our responses are company specific and may vary widely, depending on the stated corporate goals. For example, if cutting costs is the major goal, we will taylor a logistics process that will best suit the request.
Once the logistics goals are established and defined, The D.T. Gruelle begins to develop a program best suited for your company. We first develop a database of your current shipments, patterns, customers, vendor locations, current mode of transportation and overall establish an audit of past information.
If one of the goals is Customs Compliance and reduction of overseas consolidation costs, we link domestic distribution to the Customs Entry, purchase order, method of payment, and part number for a clearly defined Customs audible, seamless program of imported product control - which will maximize the economies of scale achievable at a D.T. Gruelle overseas consolidation facility.
Our focus is on continuous improvement of the logistics business process. The process owner at our client’s company must be someone who is open to change and willing to redesign his/her own approach as market dynamics dictate.
Pricing. Integrated, contract logistics implies a joint, long-term partnership between The D.T. Gruelle and its client. Our client cost would normally be based on a percent of the savings generated and a base consulting fee. Dependent on the goals, objectiv, and mission statement provided to us by the top management, The D.T. Gruelle cost to its client must be keyed to overall performance and not to individual functions. One must be cautious when lowering costs in one function - say, traffic for instance - that could easily increase cost in marketing or manufacturing.
We must avoid past problems created by looking at different pieces of the logistics chain and managing them independently. One must look at the whole. D.T. Gruelle integrated logistics views across individual functions. Islands of excellence in a function may not be best, as a whole, for the client.
One must address the effects on total costs, as well as the suitability for meeting other defined goals in improved customer service, reduced inventory, and better logistics process management before we can provide a firm quote.
One must welcome change as the rule, but not the ruler. Call us! Let us show you what we can do!