It is expected the logistics industry will adopt self-driving vehicles much faster than most other industries. The primary concern for automated motorized vehicles is personnel and property damage liability. Secure areas and minimal personnel mitigate liability risks creating ideal conditions for an automated environment. Also, the grid design of a typical warehouse makes for generally simplified navigation of an automated forklift, for example. The limited and repetitive tasks required to stack and transport pallets does not require complicated programming and sophisticated hardware. With these considerations in mind, it’s possible that a warehouse may be the ideal environment for a completely automated storage and distribution facility. Most high-volume warehouse facilities today have some degree of autonomous technology in use. It may require a leap of faith to go to 100% automation. 

Covid-19 has poured jet fuel on the eCommerce revolution adding a new wrinkle to the traditional supply chain. From speed of delivery, to increased consumer expectations, this transformation has mostly been driven by a more empowered consumer magnified by the pandemic. However, this change doesn’t come without challenges, mostly in the final mile of delivery.

We’re all painfully aware that the last 14 months have been devastating to the U.S. economy. But things are looking up. We have several vaccines, hospitalizations are trending down as are Covid deaths. Already grappling with truck driver shortages, rising freight rates, and intermittent capacity issues, the domestic transportation sector experienced major shifts when the global pandemic disrupted supply chains around the world and shippers were sent scrambling for solutions. Trucking has always been a reliable barometer of domestic GDP. Most indices point to a strong 2021. So, what will the future of motor freight look like?

The effects of the Covid-19 virus are yet to be accurately measured in terms of human life and global economic impact.  Hospitalizations have begun to level out in parts of the country with the vaccine rollout. It is the universal expectation that the U.S. economy and the world will slowly recover from this pandemic.  Perhaps as early as Mid-2021. Now is the time to formulate your organizations recovery plan. 

Given the turmoil of 2020, with the pandemic, the tense election cycle and public protests, we are all clamoring for a surer sense of what is to come. The real issue is not whether the economy will be strong, but rather how strong. We’re all cautiously optimistic that things are going to return to some semblance of normal some time In 2021. We may be wearing masks and social distancing for some time to come but the American economy is resilient. We will find a way to adapt and prosper in our new environment.

In today’s Logistics business time and performance are key to success. Now more than ever analytics, metrics and key performance indicators are critical components in planning and execution protocols. Today’s logistics market is more demanding than it’s ever been. Businesses across the supply chain are now expected to easily adjust to shipment patterns, predict customers’ buying behaviors, provide on-time deliveries through the most efficient routes possible, and reduce the risks of cargo inventory errors and miscalculations. Predictive analysis allows for advanced planning for future demand based upon historical data. This movement towards anticipatory logistics is already widely accepted among industry decision-makers: A study by the Council of Supply Chain Management Professionals revealed that 93% of shippers and 98% of third-party logistics firms feel like data-driven decision-making is crucial to supply chain activities, and 71% of them believe that big data improves quality and performance. 

As we struggle to combat Covid-19 and other mutant strains of the virus, through this year and beyond, logistics planners may want to keep their eye on some key factors affecting the supply chain. You may find some of these topics affecting your logistics planning in the coming years.

America’s roads, bridges and tunnels are crumbling at an alarming rate. Every 4 years the American Society of Civil Engineers (ASCE), an organization made up of over 150,000 civil engineers, gives the United States an “infrastructure report card". The organization gave the U.S. a grade of “D+ in its most recent evaluation. This grade is an improvement from the previous one. The effects of failing infrastructure and the need for the federal government to improve it are obvious, yet why isn’t the government doing anything? There is little disagreement in Washington that repairs are critically needed. The slow response is mostly a combination of trying to secure funding and the snail’s pace at which our federal government moves.

Everyone is anxious to turn the calendar page next month. Industries have transformed dramatically as companies across the world rethink business models, restructure organizations, and adapt to ever-changing rules and regulations.

Today's consumers may be more demanding than ever. They know what they want, and moreover, they want it fast. Sometimes I wonder if they really need it that fast or is it simply the mindset of the new generation of consumer. In an extensive career in the expedited freight market I was surprised to find how many receivers were not in a hurry at all for the product that their suppliers spent triple the money to ship expedited. In fact, I rented a box truck and personally delivered a few skids to a major account after an unavoidable traffic accident sidelined the original truck. After a 5-hour white knuckle drive, I was told it would be a couple hours until they could unload me. Turned out, they were in no hurry at all. The takeaway from all this personal wisdom is to be certain of the consignees' requirements before panicking about production delays and transit times. When you’re sick you call a doctor, in a legal matter you consult a lawyer. The same expertise is just as beneficial when managing your supply chain. If you do not currently have a relationship with a 3PL, think about starting one. It's a tremendous resource, particularly in a time of need. If you do have a current 3PL relationship, here are some tips to make the best of that relationship.

Think Long-Term Commitment

Like in all relationships, when an organization and its 3PL both have committed to mutual success, challenges can be overcome and the relationship can blossom. Service failures are part of our business. When you consider the vast amount of freight that travels thousands of miles across this country every week one must expect it can’t all go right. The true measure of 3PL customer service is how we react to service failures. There are fire alarms daily. A short-term mindset only creates short-term solutions. Your 3PL is invested in the long-term success of your logistics operation, so you should be too. Work together to devise long-term strategies that will improve practices and result in mutual success.

KPI's; A Staple At Land Link Traffic Systems

Many years ago, the founder of Land-Link Traffic Systems Inc. stressed the following. “What does not get measured, does not get fixed”. It would be difficult, if not impossible, for any rational person to repudiate this thought-provoking statement and important underlying principle of business. Yet, many companies do just that. Most companies, in fact, do not have the proper measurements and KPIs in place necessary to drive intelligent business decisions and to serve as support to the policies that are relied upon to drive day to day business activities.

Do not be one of those companies. Land-Link can help you support your business and gain and maintain competitive advantage through effective performance measurements.