如何在控制成本的情况下找到非常合适的运力？这一个问题是几乎困扰着每一位甲方物流人员。大型的第三方物流公司服务好，线路覆盖也较为全面，但价格往往比较贵；而引入新的中小型的物流公司，虽然能有一定的价格优势，但由于没有过往合作的参考，会增加操作成本和操作风险。

要解决这一问题，唯有建立足够大的供应商池，货主才能在招标或询价过程中充分地对比，并且获悉贴近市场行情的真实水平。oTMS于今年8月升级推出一站式招投标平台“友货来”，集合强大运力资源及平台智能数据算法，帮助货主解决运力寻源的大问题。今天，oTMS支招，如何通过友货来建立和扩大优质的承运商池！

1.合适的伙伴推荐您，不合适的伙伴隐藏掉

友货来通过平台算法，将基于您的需求自动推荐承运商，初步筛选与您业务需求不符合的运力，省时省力。

2.邀约更多承运商加入您的招标
您可以邀约平台承运商，也可邮件邀约自有承运商加入您的招标，同时满足对于辛劳承运商的需求。

3.感兴趣的能联系，没兴趣的免打扰
您可将感兴趣的承运商加入到您“候选承运商”名单，只有名单内的承运商才可与您互看联系方式，从而减少不必要的沟通成本。

4.承运商准入评估问卷，全面了解承运商，合不合适分数决定

您可在线设置发送承运商评估问卷，轻松了解评估承运商。在线问卷一键发，问题分值自由设，候选运力轻松邀，答卷结果简单看。

通过以上功能的运用，扩大靠谱承运商池不再无从下手，这也正是oTMS友货来想要解决的招投标痛点之一。友货来致力于帮助货主寻找可靠、符合业务特性的承运商资源，智能、高效地链接货主方与承运商方，达成两者双赢。

oTMS – 让运输更轻松

相关信息：TMS、tms系统、物流运输管理系统、物流管理软件、物流管理系统、物流运输系统、运输管理系统、物流管理信息系统、物流公司管理系统、运输公司管理系统

Four Core Measures To Achieve The Set KPI Targets

In my previous post, I talked about the importance of identifying, defining, setting targets for, and prioritizing KPI’s to measure the performance of a shipper’s supply chain (as well as for one’s life, but at the risk of hubris I’ll stay focused on transportation management). If you can’t measure it, you can’t improve it. Establishing KPI’s is the first step of a larger approach for continuous improvement. The next step is to take an inward look at the current transportation execution and management process work flows. With the KPI plan set, now it’s time to work that plan.

I. Document The Current Work Flows

As an organization strives for continuous improvement within their transportation management, not only is being able to measure performance critical, but so is documenting the current work flows that are being operated to achieve the set KPI targets.

Documenting the transportation execution and management process work flows along with the associated SOP’s should not be an exercise isolated to logistics alone. All departments including, but not limited to transportation, shipping, warehouse, manufacturing, customer service, finance, and maybe others, depending on the company, should be engaged.

II. Gap Analysis & Pain Points Discovery

Once there is a clear understanding of how the transportation execution is currently being managed then the next step of gap analysis and pain point discovery can be done.

As the current transportation execution and management process work flows are being documented “real-time”gap analysis will happen, but it is important to have a formal exercise to identify the pain points within those current work flows that may have an impact on the set KPIs.

Again, stakeholders from multiple departments should be part of this assessment so a comprehensive review is done to get a complete understanding of where changes need to be made in the current operations so the KPI targets can be achieved.

III. Create Solutions To Close The Gap

KPIs are established, current work flows documented, pain points identified; next is creating solutions to close the identified gaps that are causing pain points within the transportation execution operations.

Internal knowledge, industry best practices, and other process changes can be implemented to close these gaps, but ideally, technology, like a transportation management system (TMS), is leveraged as well to support the improvement of the current operations.

Technologies like a TMS can help a shipper maximize productivity, save time, and enable faster, better decision making. When utilizing the right TMS it can create value for a shipper by reducing costs, increasing visibility, and providing greater flexibility as changes occur within their network. With a combination of technology and process change a shipper can quickly and more efficiently close the gaps within their transportation execution operations to aid them in achieving their KPI goals.

IV.Prioritize Work With SOPs

Once solutions have been created to close the gaps of the current operations pain points then future, ideal-state transportation execution and management processes need to be created along with the associated SOPs. This will be the way moving forward that the transportation will be executed and managed to ensure KPI targets are met.

“Plan your work, work your plan.” With KPIs established and operations optimized a shipper can now begin to work their plan. Implementation and change management will be critical to success and should not be overlooked by a shipper. Again, stakeholders from multiple departments should be engaged to ensure success. Once operations are live the next step will be to measure and monitor the set KPIs. To guide in doing this, in my next post I will talk about the importance of accurate, actionable data along with user-friendly and easily accessible reporting and business intelligence.

Author

Adam Davis：VP of Managed Services in oTMS, responsible for SaaS TMS, transportation process control and consulting services, with 16 years senior management experience. General Manager of TMC Asia Pacific in C.H. Robinson since 2010.

Tuesday May 23rd oTMS welcomed the college students from SUNY Maritime College, who were visiting Asia to learn both professional knowledge and practical operation on International Transportation and Trade in Asia market.

As one of the innovators in the logistics field, oTMS provides the leading Cloud-Computing Transport Management System in China. With a core product named One-TMS, which base of a SaaS platform, an integrated mobile platform of a driver APP as well as a consignee APP, and a Business Intelligence toolkit that offers customized dashboards and reports, oTMS seamlessly connects everyone from shippers to 3PLs to vendors to drivers and consignees in the entire logistics ecosystem. In addition to One-TMS, oTMS is committed to creating a new Transport Ecosystem through the consolidation of five other products dedicated in Fintech, Transaction and Transport Control Tower.

After a warm welcome, the SaaS Senior Vice President, Mr. Zhiqi Zhang, gave the group a presentation on oTMS’s history, culture, idea, and how business operates at oTMS now. Students said that the speech from Mr. Zhang was informative, with sharp perspective, and very detailed in explaining the company’s business structure.

During Q&A session, Mr. Zhang helped the group on a lot of questions raised by both faculty and students, which made the group have a deeper understanding of how the business is running in China’s market.

Innovations, intelligent designs, and better user experiences make oTMS be one of the leaders in this industry. And the team is always willing to share their experience with all different communities. “The visit to oTMS adds a lot of value to their Asia visit. We hope all goes well for oTMS in the future.” Said SUNY students. Here we sincerely wish the college students from SUNY Maritime College success in logistics in the near future.