Logistics, Management & Reporting Indicators

truck dispatch company

Depending on the horizon concerned, the indicators will have different uses. If we position ourselves on the short term or even real time, it will be a question of piloting and monitoring operations. On a tactical or strategic horizon, they will be used as a decision-making aid. They will make it possible to deal with issues such as change of partner or evolution of the master plan. Overall, the monitoring of transport indicators is to be considered on the following 5 axes:

  • The progress of operations
  • Cost structure analysis
  • Billing follow-upQuality of service
  • Punctuality of carriers.

Can you give us examples of transport indicators on the real-time / short-term horizon?

This will be for example:

Track in real time the percentage of customer orders assigned to carriers, in transit, already delivered, etc.
To determine whether the truck dispatch company has more recourse to isolated shipments or, on the contrary, to the organization of predefined distribution or collection rounds.
To control delays (in loading or delivery) and transport disputes. These indicators can be analyzed by service provider or by customer, both over a past period and over the current one.
To ensure the reliability of the invoicing of the carriers in relation to the tariff contracts. – etc.
And on the strategic and tactical horizons?

Macro economic indicators make it possible to compare the actual results with the projected budget. A finer vision consists in estimating the costs of delivery or collection reduced to transport units (floor footage, parcels, kilos, etc.). This process can also be carried out by Business Unit, by distribution channel, by carrier, etc. For example, this will involve answering the following questions:

  • What are the delivery costs for a type of store?
  • What are the standard distribution costs per channel?
  • What is each carrier’s market share based on charter assignments?
  • What are the average vehicle occupancy rates?
  • What is the modal split of transport? – Etc.

In addition, a certain number of our loader customers in the Mass Distribution and Retail markets increasingly tend to use vehicles on a weekly or monthly basis. It then becomes relevant to reflect no longer on a transport order mesh (OT), but on an overall portfolio of OT over the day to ensure that the use of resources is maximized and avoid resorting to chartering. The indicators to be monitored are then vehicle utilization rates, the number of distribution rounds carried out during the day, etc.

What does Acteos offer its customers to manage their supply chain?

We offer a real-time monitoring Dashboard allowing detailed data analysis. In 2014, in particular, we integrated a Business Intelligence tool aimed at performing data analytics. This BI tool allowed us to work on the formatting of standardized dashboards. These of course include transport data, but also data for warehouse management, sales forecasts and inventory tracking. Users can customize their environment and add new indicators. Consultation can be carried out at different levels (operational, tactical or strategic) depending on the audiences concerned.

Does your Dashboard allow information to be shared outside the company?

Indeed, these dashboards, accessible via an Internet browser, can also be consulted by all the players in the supply chain. Access to certain pages or indicators will then be offered to the company’s partners, suppliers or customers. The advantage is that each participant can discuss on the basis of common indicators. Analyzes can thus be carried out by carrier, for example to very graphically show notions of exceeding a standard cost. Similarly, our dashboard being multi-dimensional, it allows us to drill down on a particular element to determine the causes of a failure.

Is there today a limit to the management of the supply chain by indicators?

Indeed, it should not be forgotten that the indicators are only useful if the data reported to feed them are reliable and sufficiently exhaustive. For many shippers, this represents a major challenge. With the development of Big Data, we often talk about the volume, variety and velocity of data. There is also increasing talk of their veracity. If we are really on an integrated solution, covering a wide perimeter in the company, the data can be directly recovered from the computer application. Conversely, in some organizations, applications are fragmented between solutions from different publishers, internal applications, ERP bricks, etc. It will then be interesting to rely on EDI exchanges to be able to standardize the information. Another point of vigilance, it is common for only a few of the carriers used by a shipper to be able to provide tracking information. This raises the question of the representativeness of the analysis carried out.

What can chargers do?

On the one hand, as I have just mentioned, they can use standardized data exchange systems. Data from heterogeneous systems will then be standardized. On the other hand, in the absence of standardized data, we can also use parallel and derivative means, in particular web portals on which we will have feedback. Finally, it is generally advisable to proceed step by step. It may be interesting to start with a few standard macro indicators and gradually activate others to refine the analyses.