Despite the increase of affordable Transportation Management Systems being made available in the market place for businesses to become more efficient, improve margin, and speed revenue growth, a majority of firms have not embraced this capability.
a.) The firm is overwhelmed by day to day issues limiting the ability to define in manageable terms the issues at hand.
b.) If the firm can qualitatively define its opportunity, quantifying a return on investment is difficult.
c.) In order for a quantified return on investment to become a reality requires an executable plan that can be implemented while marinating its current business operation. Firms don’t have the latitude to shut down to make improvements. Maintaining its customer base and cash flow with implementing operating improvements requires management diligence and priority balance.
d.) Most mid and small size companies are resource constrained causing a lack of continuity required in any new technology / business process. This causes good ideas, making financial / operating sense, to be put on the shelf. This in time subjects the firm to being less competitive.
e.) At the time of implementation of a transportation management system, firms find that data integrity has only been maintained in the heads of a few resources making system upgrades difficult. The lack of system maintenance, resulting from resource constraints, makes technology upgrades difficult.
a) Consumes a minimal amount of time from the customer, but can define the current organizational capability, business processes, and technology / systems utilization and the potential opportunity to be realized.
b) Define and crystallize an executable implementation plan that realizes the full opportunity benefit by maximizing the use of the existing organization and technology at hand. An executable plan includes the ability for the customer to be able to financially support such an initiative.
c) Executes the plan in a step by step, iterative manner that can be consumed and institutionalized by the customer, and is not disruptive the service / product supply to its customer base.
d) Maintains its own TMS application that can be appropriately customized to meet the requirement demands and matches up well with the capability of the user base.
e) Can be efficiently integrated with the existing technologies in place to present a seamless enterprise to the customer.
f) Provides ongoing support, technology refreshes, customized reports, and training to fully optimize the defined opportunity.
About DP&C Enterprises , LLC
We are a boutique supply chain management consulting company focused on delivering well thought out custom solutions to large complex problems that typically span across internal organizational departments, customers, and suppliers. These types of solutions are approached and solved by small, undisruptive, iterative improvement steps that have significant impact on improving throughput, asset utilization, cash flow, and reducing expenses, while building teams and organizational capability to sustain and advance the initiatives set by management during the project creation.
DP&C® SmartFleet is a comprehensive transportation management system. It serves as transportation, logistics, and distribution management application designed specifically to increase efficiency of fleet management, enhance the visibility of mobile inventory and asset management, and highlight the importance of enhanced customer service as a competitive advantage. It has the ability to seamlessly integrate GPS sources and all Enterprise Resource Planning (ERP) platforms to provide a comprehensive end-to-end fleet management system for the network users.
DP&C® SmartFleet is a customizable and scaleable fleet management system, providing a solution that generates immediate and sustainable return on investment. The seamless, real time visibility provided by DPC® SmartFleet can enhance profit performance, customer service and fleet optimization. It has received the industry certification issued by TEC. One of DP&C SmartFleet’s key technology advantages is the ability to seamlessly and securely share data between customers and suppliers who are independent within the SmartFleet network.
DP&C® SmartFleet’s capabilities can be effectively matched and customized to meet the needs of service providers who are contracted to provide delivery and transportation services. If you are looking for a cost effective TMS (transportation management system) or FMS (fleet management system) please explore the SmartFleet product website to learn more.
SmartFleet provides critical delivery status information for tracking of mail between sorting locations to meet distribution requirements to end user. The USPS network is one of the most complex in the world in order to meet a 365 day demand associated with urban, suburban and rural delivery locations. The objective was to provide this service in a passive way requiring limited interface from the driver to mitigate any additional responsibility on that resource.
BlackBurn is a major USPS vendor to deliver mail between major Post Office depots
Provide critical delivery status information for tracking of mail between sorting locations to meet distribution requirements to end user. The USPS network is one of the most complex in the world in order to meet a 365 day demand associated with urban, suburban and rural delivery locations. The objective was to provide this service in a passive way requiring limited interface from the driver to mitigate any additional responsibility on that resource.
DP&C SmartFleet application provided the ability to update recurring routes meeting a complex set of delivery frequencies based sort location requirements. Actual activity is managed against those predetermined routes to provide both real time visbility and historical information to further optimize performance.
SmartFleet helped Premium Supply effectively manage the deployment of its route delivery vehicles serving Long Island, the five New York City boroughs, southeast Connecticut, and northern New Jersey.
Premium Supply is a provider and distributor of restaurant equipment & supplies
Effectively manage the deployment of its route delivery vehicles serving Long Island, the five New York City boroughs, southeast Connecticut, and northern New Jersey. The opportunity presented was to better route and have visibility to the status of delivery to the customer network being serviced in the greater New York City area. Since delivery drivers are paid on an hourly basis, delivery efficiency is paramount.
Linked route management and GreenRoad GPS devices to provide management a seamless view of delivery status with the benefit of continuous improvement to make more deliveries in less time and fewer miles traveled.
SmartFleet provides Hinkle with increased resource management and more oversight into the dispatch and application of resources and assets in the field.
Hinkle and DP&C have collaborated to implement and selectively customize its SmartFleet Transportation Management System application to increase the sharing and asset utilization of mobile assets across its five operating divisions, eighty plus quarry & stone operations, and multiple construction sites. Through collaboration with Hinkle’s Kevin Flanigin, John Stump & the operating team, the implementation of DP&C SmartFleet has caused an increase in the visibility, communication efficiency, and awareness of asset management. A key organizational benefit has been the centralization of mobile assets/resources to support the construction effort resulting in more sharing, visibility of asset utilization, and the ability to better objectively measure performance.
The seamless visibility of accurate information has afforded Hinkle the opportunity to better measure, quantify, and provide next step solutions to further improve the efficiency of the current operation, including the resulting asset utilization. The quantified next step benefit in this effort to improve overall supply chain efficiency is to reverse the upside down relationship between drive time and idle/stop time associated with the company’s mobile assets (at present mobile assets spend 70% of the time idled/stopped versus driving). As part of improving mobile asset utilization, the resulting benefits will include an improved relationship between miles, payroll, fuel and administrative time to revenue earned.
The objective information gained from SmartFleet & joint collaboration has prompted Hinkle & DP&C to propose an enhancement project to flip the current drive time versus idle/stop time right side up by:
1) Providing a portal for construction management to directly enter resource requests for specific job numbers
2) Linking scale ticket information directly to the SmartFleet application
3) Provide an alert system to dispatch when idle/stop time exceeds a predetermined threshold
4) Create system recommended resource recommendations based on historical information to better optimize resources to job
5) Providing a management dashboard to further improve organization communication
The combination of the eighteen month joint (DP&C & Hinkle) familiarity with requirements & objectives achieved through continuous collaboration & improvement, SmartFleet implementation and selective customization and evolving initiative for Hinkle Contracting’s parent company, Summit Materials, to more centralize its processes & systems (sales tickets for example) makes for an efficient go forward, scale-able model to improve overall company mobile asset expense to revenue relationship.
SmartFleet provides a way for Tilcon to reduce operational complexities through a hardware agnostic GPS system that provides: tracking, trip termination, geo-fencing, job statuses, exception handling and data synchronization across multiple systems.
Tilcon is an operating subsidiary of Oldcastle, Inc. who is the leading supplier of material products and construction services in the United States employing 40,000 employees, operating in 50 States, and 4 Canadian Provinces.
Tilcon operates quarries, asphalt plants and material recycling facilities and offers heavy highway construction and paving. Their materials are transported throughout our region by truck, barge and rail.
Time Sensitivity of Product
• One of Tilcon’s major products, asphalt, is very time and temperature sensitive, and requires strong delivery efficiency.
Dynamic Job Site/Cost Structure
• Tilcon has different schedules and dynamic job sites everyday, which increase the complexity of the business.
• High Fixed Operating Cost per job site making continued supply of material imperative
Centralized Order Entry/Decentralized Execution Structure
• Most of Tilcon’s business is subcontracted to multiple vendors, which increases the difficulty of vendor management.
Real Time Visibility Over Entire Supply Chain
• Visibility over the entire supply chain, including provider, job site, customers and vendors, is important to enhance the SC efficiency.
Limited Capability of Existing ERP
• Tilcon is currently using multiple ERP systems, which are not fully fitting the construction business.
System Integration & Management
• Multiple ERP systems increase the difficulty of timely and accurate information integration and system management caused by manual updates and untimely paper driven processes.
• Meaningful Management Reports
• GPS application, while being agnostic to specific hardware
• Geofence technology linked to specific activity (e.g. sales orders)
• Trip Termination
• Job status (Printed, At Plant, To Job, On Job, Wash, To Plant )
• Exception handling (Alerts triggered when deviating from the norm)
• Advanced permission hierarchy
• Customers have capability to view job status
• Vendors have capability to view truck location
• Data synchronization between systems
• One source solution to maintain entire business operation
• Web Enabled