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Biography:
Do you do your own legal work, your own accounting or conduct surgery on yourself or your loved ones?
Then why attempt to manage one of your company's major expenses - Transportation. Outsourcing
the hiring, retention and training of your transportation department
has proven to increase productivity and reduce overall costs.
This will increase your ability to hire quality drivers and management, decrease
unwanted turnover, and increase productivity
and efficiency while reducing costs traditionally associated with transportation. Outsourcing the services of transportation professionals will allow you to create an arm of your company that
is as professional as the products and services that you
have built your reputation on.


What is "Driver Leasing"? Driver leasing is the practice
of arranging to have your vehicles driven by professional truck drivers
not employed by you, but acting as if they were. It is a specialized form of Contract Labor.
How does Payroll Administration Work? Your company will enter into a joint relationship with the driver leasing company that is designed
to allow you to grow and run your business,
while the driver leasing company manages employment related issues.
All employees are on the payroll of the driver leasing company and they are responsible for all elements of payroll, benefits,
insurance, and reporting.


You get a weekly invoice from the driver leasing company, and they should practically handle everything else!
Do driver leasing companies dispatch at night? Some driver leasing or transportation management
companies operate a 24-Hour dispatch center to support the transportation and logistics supervisors.
You want to look for a company that provides this type of service in case you have drivers that
call out in the middle of the night, or if you run late shifts.
What if our company already has an established fleet of drivers?
Some driver leasing companies will take over your entire transportation department if that is what you
are looking for.


How big does my company have to be to make it worth while?
Even if you operate only one truck, you can benefit
from Driver Leasing. Our firm hires its own drivers.
Why should we change? Some driver leasing companies have
Human Resource departments that are expert in hiring professional drivers, conducting background checks, running
Motor Vehicle Reports, conducting pre-employment physicals and drug
and alcohol tests and administering ongoing customized programs designed to
drive corporate profitability. You need to work with a company
that can do all of this for you. How can driver leasing save me money?
There are many ways of improving the cost effectiveness of operating a business.
One of the least understood, is the value of having outside
experts provide services that neither you nor your personnel are experienced in.


Your time may be better spent managing those areas where
you specialize. Will leasing drivers solve our paperwork problems?
Some driver leasing companies will assist in setting up and creating new
and efficient systems as well as customize and modify your current systems to perform
exactly how you need to eliminate the overwhelming feeling that excessive paperwork can create.
Some companies will not provide this service. What happens when a driver files an unemployment or workers'
compensation claim? Unemployment and Workers Compensation claims become
the driver leasing company's responsibility since the employees are employed by them.

The above information should help you make a decision on whether or not to use
an outside company to provide truck drivers for you. If
you would like more information on how driver leasing
can benefit your company, please click here.


The daily interaction could include a scheduled telephone call or voicemail from
the operations manager summarising the activities of the previous
day and how things are looking with regard
to the day ahead. A daily report can be sent via email to all stakeholders which lists all orders
shipped and more importantly those that were not shipped and
the reasons why. A weekly operational review is undertaken to ascertain the supplier's performance in key areas.
The weekly meeting is not as detailed as the
monthly meeting but essentially focuses on the same three
areas. These being throughput volume, process performance and
process cost.


The throughput volume is simply data used to monitor business activity, process performance and process cost measures are used to monitor service level attainment
and the cost effectiveness of the outsourced operation. The majority of these measures should be
set with upper and lower limits and from a management perspective you should only be
interested in those measures that are off track - management by exception. Given the proper
process, these reviews can be effective regardless of wether
they are held face to face or by teleconference. Where possible the monthly operational review should take place as a face to
face meeting.


This meeting should be a summary of the previous weekly meetings but includes more emphasis on examining and validating the
operating costs and addressing any issues relating to service levels expectations not being met.
A common downfall of many supplier management processes is
the failure of both parties to ensure that the actions arising form the reviews are actually completed.
There should be a formal process to capture and monitor the assignment of tasks or
actions originating from the weekly and monthly operational reviews.

This process should list the task, the person accountable and the time frame for completion. All task owners should then be
required to attend the various review meetings to provide
an update of their progress.


Although primarily used as a tool to monitor the supplier's tasks, this process can also be used to capture tasks for which the
customer is responsible. There is also a need to undertake
a strategic review of the business relationship. These reviews are
best performed on a quarterly basis and will include a brief summary of the quarter's operational performance
but the main intention of it is to create a forum for both parties to share their strategic
initiatives. Apart from being less tactically focused one of the key
differences of these meetings is that the next level of management of both organisations should participate
in the reviews.


These meetings are the building blocks that provide the
framework for developing long-term relationships and will hopefully foster a collaborative approach to achieving common goals.
A successful supplier relationship will never develop if there is not a mutual benefit for both parties.
At the end of the day, the goal of both parties is to make
a profit. If you have high service level expectations you cannot realistically expect the cheapest cost
solution to consistently meet these expectations.
Nor can you realistically expect to add additional processes to a scope of work without expecting an increase in cost.
Ensuring that there is open and honest communication will help to expedite
the process of developing trust between the parties.


There will always be information that cannot be shared but in all other cases both parties should endeavor to be as transparent as possible.

Any change in circumstances that may potentially impact on the success of
the relationship should be communicated and discussed as early as
possible. These principles are applicable not only to the strategic aspects of the business but should
also be adopted when addressing operational elements such as changes to
performance levels and costs. This approach may result in some difficult discussions but the quicker that these changes
are addressed the more likely a satisfactory resolution will be achieved.




The supplier should strive to obtain a thorough knowledge of the
business. This does not just apply to the process for which
they are responsible; it should also include
both upstream and downstream activities. The process of gaining or
transferring this knowledge should be the responsibility of both parties.
The customer should also make every effort to share as much information as possible with the supplier as doing so may help identify any cost reduction or process improvement opportunities.
At the end of the day - there is still a vested interest in ensuring that the outsourced
operation is functioning as efficiently as possible. With the knowledge comes the opportunity for the supplier to add significant value.
Let then help you to improve your processes and solve your problems.
Involve them as soon as possible in the development of
strategic initiatives.


Consider it as free consultancy but don't underestimate the value that they could potentially add.
Don't forget the fact they will have an abundance of other customer solutions to draw from.

This approach will also ensure that there is shared ownership and responsibility for the solution. It is
important to respect the expertise of the supplier.
We sometimes forget that as a result of our decision to outsource we are by default acknowledging that our supplier can perform the process better or cheaper than we were able to do ourselves.
There is a tendency, particularly for first time outsourcers,
not to want to let go of the operational reins.


Let the supplier do what they have been engaged to do and focus your energies on developing the
more strategic aspects of the business. The old adage that customer is always right should be actively challenged
by service providers when it comes to assessing the validity of their customers current or future supply chain initiatives.

The last thing you should want from a supplier is for them to
go ahead and implement an initiative just
because you believe it is the right solution. If they see that there
are risks or there is a more viable solution then the
supplier must have the courage to at register their concerns
and offer an alternative solution.


A concerted effort should be made to establish a number of relationships within the supplier's organisation. In addition to the
normal peer-to-peer relationship, it is also important to develop relationships at both the more senior levels and at lower levels within organisation. The lower level relationships will help to create operational benefits whereas a relationship at the CEO
level for instance, will result in more strategic benefits.

It is also reasonable to expect that the service provider may want to
adopt a similar strategy within customer's organisation. The
previously discussed strategic reviews are the perfect forums for establishing and fostering a number of relationships within your supplier's organisation. At the
other end of the scale a final word of caution - avoid relationship fatigue.
Relationship fatigue will occur in otherwise successful and long-term supplier relationships when both parties start to become complacent about the disciplines required to
sustain an effective supplier management process. Symptoms
of this "condition" manifesting include the cancellation or postponement of operational reviews on a regular basis, letting
time lines slip for the submission of performance reports or accepting reports that are incomplete.
The conundrum of relationship fatigue is that it will most probably start to occur when the operational performance is at
its peak.


If no value is set for this profile option, then no value defaults in the operating unit field.
Note: You cannot update this field after you save the billing rule.
Service Agreement Select an active service agreement.
Start/End Dates Displays the start and end date of the service agreement
(defined in Oracle Service Contracts). 3. Click the Fetch Lines from Agreement button to insert
the new usage-based service item lines from the service agreement.
If multiple counters are attached to the usage line, then only the first available counter is retrieved.

Only one counter per usage service is permitted. Field Description Client Code Displays the client code corresponding to the bill-to account on the contract line.



Client Displays the concatenated account number
and client name corresponding to the bill-to account on the contract line.
Service Item Displays the service item name.
Start Date / End Date Displays the start and end dates of the service item.
Counter Name Displays the counter associated to the service item in service agreement.

Billing Source Select the billing source for the service agreement line.
In this set up, each service line of the agreement
is associated to a billing source so billing units can be calculated for each service as desired.

Last Computation Date Displays the date and time when the concurrent program sources the value for the service item.
When you need to calculate usage and billing units, run the concurrent program Calculate Billing Units.
You cannot create multiple billing rules for the same service agreement.
A warning message appears if you try to create a new billing rule when another already
exists for the service agreement. You cannot manually add or delete service item lines, but
only update the billing source on the lines. Only one counter can be associated with a service item.
Copyright © 1999, 2010, Oracle and/or its affiliates.



Be careful about using tired, old fashioned images such as a globe, an envelope or a vehicle as these can appear amateurish and lame.
The best way to brand yourself as an all-purpose logistics or delivery firm that can grow in any direction is to go with a design with no image or perhaps an image that is
a little abstract. Abstract images of people usually work well.

Whatever image you use or overall concept your designer
comes up with make sure that you are unique in the market and don't have something too similar to your competitors.
As your logo will be used for so many purposes you will need
a simple design that is scalable to any size. If it looks great on a business card as well as blown up large on the side of a truck then you have a winner.
Having to re-brand with a new logo a few years down the road is costly both in terms of replacing your branded items and in the loss
of brand recognition that you will have built up in the market place.
That is why you should make sure that you start off with an awesome transportation, courier or logistics business logo design right from the start.



In today’s Supply Chain industry, there is a much greater awareness than ever before of the need for managing your transportation spend.

This has occurred as a result of outsourcing by manufacturing firms and the downturn in the world economy.

Creative Supply Chain Solutions was created
to address this change and the complexity that comes with conducting business in today’s global
economy. We are very customer service-oriented and committed to fulfilling all of your supply chain needs.
No matter how large or small your business is, keeping your logistics synchronized…as the world turns, is what we
pride ourselves on doing. The services we offer are focused on reducing costs through competitive tensioning, purchasing agreements, improved
process flows and mode choice. Utilizing the services we provide helps keep your costs
in line and allows your company to focus on their mission.


The most effective way to reduce supply chain costs is to
collaborate with your suppliers. This helps not just
reduce supply chain costs, but also assists in expanding your business
to other locations. Apart from supply chain collaborations, other
ways to reduce the supply chain costs include, using better communication tools and sophisticated software.
Let us discuss about both the methods. Collaborating with
your suppliers means that there must be free access to information regarding the stages of supply chain planning.
You and your supplier must aim for making the customer come back, by providing
him/her with the best possible service. Shift from
Advance Shipping Notice reception
Location:
Montreal
Interests:
Chainmail making, Locksport
Occupation:
2nd grade in Religious Studies

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آخر نشاط
04-13-2019 07:24 PM
تاريخ التسجيل
04-13-2019
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الموقع الشخصي
https://customizedlogistics.group/