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Monthly Archives: April 2017

Intermodal, Dray & Final Mile Deliveries

If Steve Jobs where alive today, he would look at the final mile, dray or intermodal delivery process of handing the driver stacks of shuffled unorganized papers and sending the driver off left to his own devices to a location he may never have delivered, keeping no physical record of what really happened, he would scratch his head and say it’s time for disruption.

Final Mile operations rely on the driver, many times not an employee to notify us of arrival and departure times and return the paperwork intact enough to invoice in a reasonable amount of time. Not a day passes by when tensions mount between customer and final mile provider due to lack of visibility of the delivery.

In a digital world where connectivity is available at low cost, this process rooted deeply in the 1960’s looks and IS archaic.

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Phone: (908) 625-7569
197 Route 18 South
East Brunswick, NJ 08816

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The Benefits of SmartFleet

Match sales order planning and resource allocation to increase asset turns and cash flow
Perfect system for a small or medium sized Dray fleet

Compliant, Lowest cost, easy download to smart device

Tracking-location management, customer delivery information
Eliminate paper, electronic form files in your system
Automatically update your system with fuel tax miles
Eliminate the paper BOL
Direct to your customers system
Manage resource availability for work assignment by linking vacation calendar to daily resource planning
Advanced Shipping Notification , Proof of Delivery , Security , Environmental , & designed as needed


It’s a Digital World

It stands to reason there is a better digital process available to these drivers and service providers that can increase turns per truck (loads per week), decrease out of route miles, facilitate increased cash flow, increase on time deliveries and enhance the relationship between drivers, management and customers.

It’s not the people; it’s the process

The drivers already have devices. Manufacturers have the systems with the order and customer data. In the digital world we live there is a wireless pipeline to these two entities so manufacturers can better serve their customers.

Digitizing the process that connect the logistics-specific back-end systems and utilize native mobile functionality, logistics teams can improve delivery times, ensure safe delivery compliance, and even help manufacturers and retailers speed up order to cash, improve revenue recognition compliance and customer & driver satisfaction.

The paper-laden delivery confirmation process often involves capturing key data and customer signatures, and then handing the paperwork to an admin for processing once the drivers are back at the office. This greatly impacts time to invoice, receiving of cash, revenue recognition compliance, and data quality.

Visibility means Route Optimization

Final delivery can be complicated or delayed by traffic, construction, inefficient dispatching, incorrect addresses, unattended delivery issues, manual signature capture problems, and other factors.

If you add visibility to the last mile of goods transport which decreases out of route miles.

Eliminate the paper

Imagine the world where the driver carries in his device all the documents and instructions needed to carry out his work assignment. When it comes to the last mile delivery processes, there is a paper form for everything: schedules, addresses, travel routes, hazardous materials, delivery confirmation, dispatch orders, bills of lading, invoices and more. The time it takes for drivers to wrangle paper forms and fill them out during the delivery process, increases the amount of time the driver takes to complete the delivery. That can eat into the productivity of the route and increases costs. Digitizing pen-to-paper processes with mobile forms helps solve for this.

When moving international shipments or hazardous materials, there is a host of regulations that drivers must check and report on before departing from the warehouse and during the journey. It’s a very manual process, with stacks of paper to go through and take notes on, which then get entered into a system by admin. Moving this scenario to mobile makes it very easy to use and will save time and data entry. All documents are now digital.

Visibility means synchronized delivery schedules

Paper processes associated with addresses, routes, delivery confirmation, etc., slows down delivery. By mobile-enabling paper processes and providing a mobile schedule app drivers can get real-time routing updates with GPS optimization, customers can get up to the minute notifications on expected delivery times, and logistics managers can see where drivers are at and what deliveries have taken place in real-time. This decreases frustrations with synchronizing delivery schedules allowing a decrease in inventories.

Visibility means increased turns per week

Instant and direct communications between the pick-up and delivery personnel and driver facilitate greater efficiency. Dispatchers guess or rely on phone conversations with drivers to assist them in the dispatch process. Seeing these assets in real time allows dispatcher access to more accurate information and who to dispatch, providing a fairer-across the board distribution of loads that are executed every day. This increases driver pay and revenue per truck.

Accelerate order to cash cycle time

Companies can’t invoice customers until goods have been delivered and signed for. For many manufacturing companies, capturing proof of delivery is paper-based and invoicing is reliant on the time it takes for drivers to get back to home office to deliver the paperwork, and then when an admin inputs the data into the ERP system. This delay impacts time to cash and revenue recognition compliance as well. Mobile-enable this workflow with signature capture and have the signed forms go straight into backend-systems in real-time for immediate billing and revenue recognition compliance.

Enhance the relationship between drivers, management and customers

For customers who manage the delivering of goods to customers, having visibility into where the shipments are and the exact ETAs for their customers can be great competitive advantages.

If the drivers need to carry out deliveries as efficiently as possible is met; they increase their pay and decrease frustration dealing with the stacks of paper they will have a natural increase in job satisfaction and will likely stay in their job. Customers, actually have the same need, arrive on time and notify me what happened. In the race to stay ahead of industry trends, companies must manage customer expectations and place their needs at the top of their agenda, especially when it comes to last mile delivery. Enabling drivers to communicate with customers on delivery scheduling and providing real time updates on delivery times can be a great differentiator and a real customer benefit.

The Final say in Final Mile

If the process of managing the final mile delivery enhances the relationship with your drivers and customers, wouldn’t the relationship with management and shareholders be enhanced as well?

Improved Capabilities of the Supply Chain for Popcorn, Indiana

DP&C was able to reduce manufacturing, materials, warehousing and transportation costs and improve the overall capabilities of the supply chain.  Popcorn Indiana is a manufacturer of healthier, whole grain snacks with facilities in New Jersey.

The Challenge

  • Too many manual, redundant processes
  • High labor due to inefficient manufacturing
  • Disconnected systems causing higher costs for manufacturing, materials, inventory and freight due to a lack of real time visibility of information
  • Inefficient supply chain planning causing material obsolescence on time sensitive finished goods
  • High transportation expense due to one manufacturing location shipping to national customers
  • Poor facility storage utilization causing excess outside warehouse use

The Solution

  • Increased overall capability of supply chain through improved systems, processes, and functional accountability resulting in more efficient sales order to cash, purchase order to pay, and manufacturing order to inventory
  • Evaluated personnel and recommended realignment to better support business objectives
  • Created and executed better linkage between materials, transportation and customer service management to reduce inventory on hand versus sales orders resulting in improved cash flow
  • Linked material and transportation planning together to gain execution efficiencies and improved customer service
  • Increased utilization on freight to trade transportation to reduce transportation expense
  • Improved timely, accurate visibility of information for faster, more informed management decisions

The Results

  • Saved $3,100,000 in Freight Management and Expenses (FME) costs, lowering FME as a percent of sales from 11.5% to 9.4%
  • Lowered costs by:
    • Manufacturing – $900,000
    • Distribution – $200,000
    • Materials Management – $200,000
    • Finished Goods – $300,000
    • Personnel – $500,000
  • For every $1 spent, $5 were returned to the organization