Truck

So, you think your shipment is insured?

Most shippers believe that if they tender a shipment to a domestic freight carrier and that shipment is lost or totally damaged in transit, they would receive full compensation from the freight carrier for that loss.  In fact, many years ago domestic freight carriers were required to compensate shippers for the “full actual loss” for a shipment that was either lost or totally destroyed while in the carrier’s possession and carrier liability had been proven.  Well, that was then and this is now.

Domestic freight carriers for years now have been limiting their liability by publishing various limits of liability within their rules publications.  These liability limits vary from carrier to carrier and it is incumbent on all shippers to have a complete understanding of their carrier’s liability limitations so they can avoid the loss of significant dollars should a loss or damage occur to their freight while in transit.

One such example is a limit of liability for “used machinery.”  One shipper we know shipped a large computerized fabric cutting machine back to the manufacturer for minor repairs.  The carrier unfortunately significantly damaged the machine while in transit. When the shipper filed their claim for the damage it was for several hundred thousands of dollars.  They were completely caught off guard when the carrier sent them a check for $120.00 claiming that shipments of “used machinery” were subject to a limited liability of $0.10 per pound.  The shipment weighed 1200 pounds so that’s how the carrier calculated the “whopping” claim payment.

That shipper certainly used poor judgement in tendering the shipment to a carrier who published the liability limitation, without seeking additional cargo insurance coverage.  In today’s fast-paced business climate, shippers are constantly seeking out the least cost carrier. And while that makes perfect sense, how diligent are those same shippers in researching the various carriers’ liability limits, just in case there is a loss or damage to their shipments.  Not very often we believe.

Of course shippers can obtain additional insurance coverage from the freight carriers for an additional fee, but knowing when to purchase that additional insurance is an important key to the carrier selection process.

On the other side of the coin, there are shippers that insure virtually all of their shipments with their freight carriers at great additional expense.  Well, if that shipper has limited claims for loss and damage, perhaps they should have opted to “self-insure” instead of paying a premium on every shipment they make.

Also, for the most part, paying freight carriers’ directly for additional insurance is typically the most expensive insurance costs a shipper will experience.  It may very well make sense for the shipper to obtain a separate cargo insurance policy from their business insurance company to cover them for any losses they may incur.  Companies must perform an insurance “sanity check” to make sure they make the most logical decision on what insurance provides the most comprehensive coverage for the least possible cost.

In addition to carriers limiting their liability, all carriers publish a list of items they will not pick up for transport.  These items are usually referred to as Prohibited or Restricted Articles and each and every freight carrier publishes their own distinct list of such restricted items.  

These items almost always include, US currency, precious metals, original works of art, live animals, hazardous materials, fireworks, household goods, etc., you get the picture.  It is incumbent on all shippers to know in advance if their carrier prohibits transporting particular products they intend to ship with that carrier.

To put this into perspective here is a real life example to chew on:  Recently a shipper of lighting fixtures advised us that they made a shipment to a customer by a certain freight carrier.  The carrier pickup up the shipment on the date specified, but then lost the entire shipment, (not sure how that happens, but apparently it did.)  The shipper immediately filed a claim for the loss of the shipment and the claim amount was in excess of $6,000.00.

The carrier replied to the claim by sending a letter of declination to the shipper claiming the shipper did not have “Prior Authorization” to make the shipment in the first place.  The carrier referred the shipper to a rule it published which states “the following items can be picked up but REQUIRE written approval by carrier prior to pick up.” The rule is very specific and states that written approval can only be given on a form authorized and signed by a member of the carrier’s regional operations management team.    

The carrier then proceeded to tell the shipper the lighting fixture covers it shipped to its customer for the fixtures the customer ordered were a “custom item, not typically maintained in inventory and with no other practical use or market value beyond the immediate intended use.”    Since the shipper did not obtain prior authorization to ship these goods, the carrier refused to pay the claim and the shipper was out $6,000.00.

The real concern here for any shipper thinking of using this specific carrier, is the carrier’s own definition of “custom Items.”  In our opinion, any item that is in any way customized, such as wearing apparel with company or team logos, any advertising material created for specific purposes, any food product which is labeled for a specific customer, any item that is cut to a specific size for a specific customer, (and the list goes on and on), can be considered a custom item and the carrier merely wipes it’s hands of any liability whatsoever and that should be a major concern for all shippers.

How well does your company vet it’s carriers to see if there are any similar liability restrictions that may come back to haunt them?  This should be a wake-up call for all shippers. Shippers must make sure they understand all liability limitations published by the carriers they utilize.  Shippers that utilize freight brokers and Third Party Logistics providers need to understand that each different carrier they utilize will have its own unique liability rules and regulations.  This is truly a “Caveat Emptor” scenario….translation, “Buyer Beware!”            

Walmart storefront

The High Cost of Carrying Inventory and What Wal-Mart is Doing About It

The Wall Street Journal recently reported that Wal-Mart was applying what amounted to additional pressure on their major suppliers as a way to reduce Wal-Mart’s inventory carrying costs.  This new cost cutting effort on behalf of Wal-Mart will begin in May and will likely add pricing pressure to their suppliers.

Wal-Mart suppliers that ship full truckloads to Wal-Mart D.C’s are being asked to deliver those loads within a specified two-day delivery window, however just for 87% of the truckload orders.  The prior two-day deliver requirement was 85%.

Wal-Mart suppliers that ship partial truckloads will be required to have those shipments delivered on-time 70% of the time compared to the former 50% of the time.

Obviously these new delivery requirements could come at a significant cost to Wal-Mart’s suppliers.  First and foremost is the potential for the suppliers to utilize more expedited transportation services in order to assure delivery within the time limits set out by Wal-Mart.

Secondly, and perhaps with an even higher cost to the supplier, will be Wal-Mart’s penalties assessed to their suppliers if those shipments do not arrive in the timeframe set by the giant retailer.

As one example of this, Wal-Mart has announced a change in the way it penalizes suppliers shipping partial loads.  Wal-Mart is calling this their effort to get the suppliers goods on Wal-Mart’s shelves in a timely manner. This new penalty will cost those suppliers that fail to meet these new delivery guidelines a 3% “fine” (AKA chargeback), for the cost of goods sold for each case that does not meet Wal-Mart’s “On-Time, In Full (OTIF) requirement.

Wal-Mart’s Senior Vice President of Transportation and Supply Chain, Tracy Rosser told Mike Regan, Chief Relationship Officer of TranzAct in a recent on-line interview that “it’s very easy to look at it and say this could be a burden on my business however there’s a huge opportunity for suppliers to increase their sales.”

This is but one example of many we have seen and will continue to see where large retailers are constantly streamlining their supply chain operations.  These efforts are directed to not only improve inventory turns and obviously increase sales, but also to pass more of their supply chain costs on their to suppliers’ back.         

Many retail suppliers continue to believe their operations have always been operating at peak performance and therefore really don’t need to be continually tweaked to meet these continually demanding changes.  Those suppliers are in for a big surprise because their sales will plummet and their operating costs will continue to rise and that is a truly deadly combination.

Leading in Times of Change, (AKA) Business Disruptions – Part 2

In our part 1 article challenging businesses to properly identify and deal with change/business disruptions, we focused on specific traits business leaders need to possess to be successful in leading their companies through difficult change management.  We also highlighted several key barriers businesses will encounter as they navigate through change and business disruptions.

In part two of this article, we continue to discuss the importance of “Change Leadership” and fundamentals for leading a company through change and business disruptions.

The Landscape of Change: “…I was never the smartest person in the room, and from the first person I hired, I still wasn’t the smartest person in the room. And, that’s a big deal. But right now everybody in the room thinks and behaves like they’re the smartest one there…we can’t agree on anything…I can’t get traction on anything we need to do….now I’ve got real problems…this needs to change…” —CEO Financial Services Company

Sound familiar?  Many businesses have tremendous management talent.  However, when their businesses are suddenly struck with a business disruption which they have never encountered before, are they really capable of rallying all the troops in a coordinated same direction effort?  Do they have the ability to immediately create cross functional teams to not only clearly identify the business disruption challenge, but more importantly, handle that disruption so that it does not “kill” their business?  

So where do company’s start?  Here are some questions businesses must consider:

  1. What really happened, are we sure?  
  2. Why did it happen; could it happen again?
  3. Was it something the company was totally responsible for, or was the disruption generated by circumstances completely outside the business’ control?  
  4. How will the company be affected by this change/disruption; are we sure?
  5. Does the company fully understand the magnitude of this business disruption?
  6. Why is it important for the management team to immediately address the issue(s)?
  7. Can the company be successful in handling this disruption with only company resources?
  8. If not, who does the company need to hire, or partner with to ensure the business’ survival?

As we see it, there are three key critical components for determining the extent of the disruption and setting the framework for leading change management initiatives to resolve any problems:

  1. Gap Analysis:  Where is the company today; what is the current state? Where does the company need to be to ensure the businesses’ survival?
  2. Mapping the Journey Forward: Businesses need to have a clear vision of what lies ahead.  What are the challenges the business will face in the short-term as well as the long-term? Are there any constraints now; will there be any constraints in the future; if so, what are they and how does the company navigate through those constraints to ensure success?
  3. Create a Compelling Vision for the Future: Businesses need to create a successful path to ensure their short-term and long-term survival; one which is based on analyzing rational business models and performing on-going analysis; creating buy-in from all key stakeholders and building strong coalitions.  The death knell to any change or business disruption initiative is the lack of total buy-in. Companies need to align purpose, mindset, roles, strategies, performance, and, ultimately rewards.

Performing Gap Analyses and Journey Mapping most likely will require businesses to move into uncharted territory, the unknown as it were, and that can be a very scary place to operate in.  It will almost certainly include moving from the company’s comfort zone to a very complex environment. How a company navigates between these diverse zones will determine just how successful the company will be in succeeding in their change/disruption management initiative.

Some of the changes a business might encounter include merging teams or organizations that may be very diverse in nature and culture.  It may include significant downsizing of organizations. It may include the need to immediately outsource key operations. It may include the need to immediately remove or add a new product or products, or services to a company’s offerings.  It may even mean changing a company’s value proposition; one which perhaps guided the company for decades.

In order to successfully and properly map a company’s journey forward in times of change, companies will need to clearly identify and resolve primary and secondary constraints so they can achieve higher performance levels. They need to identify which condition or conditions are the weakest; is it people or the process, or perhaps a combination of both.  They will need to resolve all of these constraints to achieve the highest ROI for the company, but more importantly to ensure the company’s survival.

And finally, the company needs to create a compelling vision for the future.  In order to do this, companies will need to be successful in creating high performance teams that are capable of continually identifying these business disruption threats and have the ability to resolve all constraints each and every time they are encountered.  This requires corporate investments in time, talent and finances, all in a collective effort to ensure a successful future.

Anthony Nuzio Jr ICC Logistics CCO

A Quiet Customer is Not Necessarily A Happy One

Let’s face it. We’re all busy.

Many of us customer service professionals are spread so thin these days that it’s often the case that we get lazy when it comes to checking in on our customers.

You know the ones; they’re quiet, they never complain, we’ve been doing business with them for years…etc.  So why open Pandora’s Box, right?

However with complacency comes risk. Risks none of us can afford.

The “quiet” scares me more than an unhappy customer. At least with a dis-satisfied customer, you have the opportunity to fix a problem which made your customer unhappy.

It also comes down to keeping yourself and your company relevant in a world where competition can scoop your customer away in the blink of an eye.

The implications of complacency are enormous. Outlined below are some of the implications of being complacent:

  • Turnover- what if the contact you’ve built a relationship with is no longer there and you have to start over with someone who knows nothing about you? It’s like starting the sales process all over again. Who wants that?
  • Competition– How would you know if your customer is shopping for a better deal? You’d be better off knowing that beforehand so as to have the opportunity to compete.
  • Relevancy– Does your customer know who you are? It’s not beyond the realm of possibilities to think that your customer has no idea who you are and what you do, especially if the only correspondence they have with your company is a monthly invoice, going directly to their accounts payable department.
  • Relationship- A friendly, trusting relationship with your customer goes a long way for so many reasons. If your customer knows who you are, if they like you and trust you, they will tell you if anything is wrong. In the case that they are shopping, they are more likely to give you a chance to compete or protect your relationship by giving you a head’s up.

Be PROACTIVE, not REACTIVE. Know your customers concerns before it becomes an issue.

Know your customer, but more importantly, let them know you!

A Management Article: Ten Commandments of Management That Work

According to Soundview Business Solutions, “The focus of management in any business is on recruiting and developing employees who are highly productive and meet the goals of the organization. While there is no magic formula for management, there are several common sense approaches that help both managers and employees find common ground and a relationship that works.”

A recent article discusses in detail how to practice business as a leader who embraces the following attributes:

•    Be Enthusiastic
•    Be a Planner
•    Be a Listener
•    Give Praise
•    Practice Gratitude
•    Wear a Smile
•    Communicate Clearly
•    Delegate
•    Avoid Procrastination
•    Accountability

If you are a manager or Executive looking to lead better, ICC suggests reading the entire article, “Ten Commandments of Management That Work” here:

Special thanks to Soundview for sharing this great article!