Carrier Selection Criteria

E-commerce logistics during peak season is a complex and challenging operation. Here's an overview: Thumb rule - Fast,safe & on time delivery with minimum price operation ,one has to follow to meet the customer satisfaction in all aspects. Peak Season Logistics Challenges: 1. Increased volume (millions of packages per day) 2. Time-sensitive delivery demands 3. Higher customer expectations 4. Limited capacity and resources 5. Supply chain disruptions 6. Weather-related issues 7. Labor shortages 8. Technology and infrastructure constraints Strategies to Meet On-Time Delivery Demands: 1. Scalable Infrastructure: Temporary warehouses, pop-up distribution centers 2. Flexible Workforce: Seasonal hiring, overtime, and flexible scheduling 3. Technology Integration: Automated sorting, tracking, and delivery systems 4. Data Analytics: Predictive modeling, real-time monitoring, and optimization 5. Partnerships and Collaborations*: Carrier partnerships, last-mile delivery networks 6. Dynamic Routing: Real-time route optimization, traffic management 7. Inventory Management: Strategic inventory placement, pre-season stocking 8. Customer Communication: Proactive updates, transparent tracking Best Practices: 1. Pre-Season Planning: Forecasting, capacity planning, and resource allocation 2. Real-Time Visibility: End-to-end tracking, monitoring, and alerts 3. Proactive Issue Resolution: Quick response to delays, exceptions 4. Carrier Diversification: Multiple carrier partnerships for contingency 5. Contingency Planning: Backup plans for unexpected disruptions Innovative Solutions: 1. Drone Delivery: Last-mile delivery acceleration 2. Autonomous Vehicles: Self-driving delivery trucks 3. Robotics and Automation: Warehouse automation, sorting 4. Artificial Intelligence: Predictive analytics, optimized routing 5. Internet of Things (IoT): Real-time tracking, monitoring Key Performance Indicators (KPIs): 1. On-time delivery rate 2. Order fulfillment rate 3. Shipping accuracy 4. Customer satisfaction (CSAT) 5. Return rate 6. Cost per shipment 7. Transit time 8. Supply chain visibility Few major E-commerce Logistics Players: 1. Amazon Logistics 2. UPS 3. FedEx 4. DHL 5. USPS 6. JD Logistics 7. Alibaba Logistics 8. Shopify Logistics 9.Flipkart logistics 10.Delhivery.com. Peak Season Logistics Timeline: 1. Pre-season (July-August): Planning, forecasting, resource allocation 2. Peak season (November-December): Increased volume, expedited shipping 3. Post-peak (January-February): Returns, inventory management By implementing strategies, e-commerce companies can ensure timely delivery and meet customer expectations during peak season.

Airlines aren’t just talking about AI - they’re already using it to smooth operations, save fuel and keep passengers moving. Delta Air Lines’ Operations Control Centre runs a machine‑learning tool that studies weather patterns and re‑sequences flights hours before storms bite, cutting knock‑on delays. Avionics International easyJet has fitted its entire Airbus fleet with Skywise Predictive Maintenance. Engineers now replace parts before they fail, reducing technical delays and cancellations. Airbus Alaska Airlines dispatchers use Flyways AI to pick the most efficient routes in real time. On long sectors that’s delivering 3‑5 percent fuel and CO₂ savings-over a million gallons a year. Alaska Airlines News PR Newswire Qantas puts personalised fuel‑efficiency analytics in every pilot’s hand via GE’s FlightPulse, driving behaviour changes that trim both fuel burn and emissions. geaerospace.com Lufthansa Systems’ NetLine/Ops ++ aiOCC gives controllers an AI “copilot” that turns masses of live data into recommended actions, helping curb cascading delays across the network. Lufthansa Systems Three take‑aways for carriers still on the fence: AI thrives in the messy middle. It surfaces the next best action when plans unravel. ROI is tangible. Minutes saved, gallons saved, cancellations avoided—every metric lands on the P&L. Humans stay in control. The most successful roll‑outs pair smart algorithms with experienced dispatchers, engineers and pilots. If your airline is still juggling spreadsheets during disruptions, the sky is sending a clear signal: it’s time to bring AI into day‑to‑day ops.

Warning - potentially upsetting logistics sales post from a logistics managers point of view... As a logistics manager I regularly receive multiple sales calls per day. I know from experience that sales teams in freight forwarding work hard to win new customers, you are all legends in your own right. Cold calls, emails, meetings - it all takes time and effort to bring new business on board. I've been in logistics a long time so I genuinely like speaking to logistics companys, I have worked with most, but I can't work with everyone all the time. First and foremost I have to manage the logistics needs of the company. So, this can mean, if things aren't working out, we need to see other people. It's not me, its you. So what goes wrong? Here are a few things that can lose you business. ❌ The wrong approach to problem solving I’ve lost count of the times I’ve been told over the years, "If you have a problem, call me." It sounds like a perfectly reasonable request but surely that’s the wrong way around? If something goes wrong, I shouldn’t need to chase you - you should be calling me. Be proactive - jump on issues immediately and update your customers. I'd be happier hearing "there's a problem but I'm on it" over "I didn't know there was a problem, I'll get on it" ❌ Lack of proactive updates My team or I shouldn’t have to chase you for shipment updates. If we are always the ones chasing then we will soon become frustrated. Be proactive - look at implementing automatic updates. As a customer I'd rather have more updates than I need than be left in the dark. ❌ Ignoring small issues until they become big problems A minor delay or documentation error, if handled well, is usually forgivable. But silence? Well that damages trust and confidence. Be proactive - be the person who gets stuff done. Can't resolve it yourself? escalate it to someone who can. Show you are doing everything you can to get it resolved and provide regular feedback. Even if nothing has changed - a call to say you are still on it can put your customer's mind at ease. ❌ No relationship, just transactions If the only contact we get is an invoice, we will start wondering if we are valued at all. Stay in touch - a regular friendly call or email, even just to say "hello, everything going ok?" can help build rapport and give the customer an opportunity to mention any niggles they have for you to resolve. Its sounds like you are generating work but what you are really doing is giving reassurance and building confidence in you and your service. Your customers will appreciate it. Remember: winning new business is important, but retention is where profits are made. Keeping a customer engaged with good communication, reliability and a personal touch is far easier than replacing them. How do you keep your customers loyal? Let me know below 👇 #logistics #logisticsmanagement #freightforwarding #sales #customerservice #supplychain

Shifting customer expectations. Mounting cost pressures. Rapid technology advancements.   These three forces are driving profound and rapid change across the #airline industry.   To better understand the evolving landscape and its impact on operations, BCG has launched its first Airlines Tech & Digital Benchmarking Survey.   To fuel innovation, boost resilience, and maintain profitability and operational efficiency, #airlines must address four critical technology imperatives:   ✈️ Personalize the customer experience with #AI to unlock new revenue streams: As pricing advantage fades and customer expectations evolve, traditional models are becoming obsolete. Emerging tools are enabling real-time, AI-driven pricing and personalized offers—reshaping how airlines engage with travelers. As a traveler myself, I particularly appreciate digitally enabled, seamless customer service.   ⚙️ Optimize operations to better manage costs: airlines that fully embrace AI-driven strategies already report significant financial gains—a BCG study found EBIT growth increased by 2.4 times over three years.   ☁️ Modernize IT infrastructure and accelerate cloud adoption: investing in full-scale IT modernization positions airlines to launch new digital services, optimize costs, and boost flexibility.   🛡️ Strengthen cybersecurity and risk management: cybersecurity must evolve from compliance to proactive, integrated risk management.   Airlines choosing to embed digital-first, data-driven strategies today will be best positioned to define the future of air travel.   👉 Read the full report here: https://lnkd.in/eSFMDyvC   Munir Nasser Andy Levine Ramsey Baker Saad Rasool

They thought they had no choice. That’s why they almost gave in. I was in the room when it happened. A client (let’s call them Pollocks Pipelay) had been working with the same supplier for years. Solid relationship, reliable service. But one day, the supplier walked in and said: "𝙒𝙚’𝙧𝙚 𝙞𝙣𝙘𝙧𝙚𝙖𝙨𝙞𝙣𝙜 𝙥𝙧𝙞𝙘𝙚𝙨 𝙗𝙮 𝟯𝟬%. 𝙉𝙤𝙣-𝙣𝙚𝙜𝙤𝙩𝙞𝙖𝙗𝙡𝙚." Immediate silence and panic. They needed this supplier - They started calculating how to absorb the cost - There was no backup - No safety net Then I asked the team: "𝙒𝙝𝙖𝙩 𝙝𝙖𝙥𝙥𝙚𝙣𝙨 𝙞𝙛 𝙮𝙤𝙪 𝙬𝙖𝙡𝙠?" Nobody had an answer! I aimed to shift their view from fear to power Most negotiators consider a Fallback Plan (BATNA) a concept The best negotiators 𝙬𝙚𝙖𝙥𝙤𝙣𝙞𝙨𝙚 it. - We took a step back - We mapped the fundamental alternatives - We found a smaller but reliable European supplier Was it perfect? No Was it good enough to remove the fear of walking away? Absolutely At the next meeting, Pollocks Pipelay didn’t beg for a price adjustment Instead, they confidently said: "𝙒𝙚’𝙧𝙚 𝙬𝙚𝙞𝙜𝙝𝙞𝙣𝙜 𝙤𝙪𝙧 𝙤𝙥𝙩𝙞𝙤𝙣𝙨, 𝙗𝙪𝙩 𝙬𝙚 𝙬𝙖𝙣𝙩 𝙩𝙤 𝙢𝙖𝙠𝙚 𝙩𝙝𝙞𝙨 𝙬𝙤𝙧𝙠" You should have seen the supplier’s face The power dynamic instantly flipped: - Pollocks Pipelay secured better payment terms - The supplier dropped their price increase entirely - They knew they’d never be backed into a corner again I see this mistake constantly. Smart professionals walking into negotiations without a strategic fallback plan → 85% of negotiators lack a strong fallback plan →Those who anchor first with a solid BATNA secure deals 26% closer to their goals →Having a fallback plan reduces bad deals by 40% while preserving relationships Yet so many people still fear walking away. Make your Fallback Plan your power move 1️⃣ Before the negotiation: Identify at least two real alternatives. Don’t rely on assumptions. Map your ZOPA (Zone of Possible Agreement). Study their BATNA—what are their options if you walk? 2️⃣ During the negotiation: Signal strength (“We’re weighing options, but I’d like to find common ground”) Stay flexible—adjust if new information emerges. 3️⃣ After the negotiation: Document what worked. Refine your BATNA for next time. The Best Negotiators Don’t Fear Walking Away—𝗧𝗵𝗲𝘆 𝗙𝗲𝗮𝗿 𝗦𝗲𝘁𝘁𝗹𝗶𝗻𝗴 𝗳𝗼𝗿 𝗟𝗲𝘀𝘀. Don't be aggressive in negotiations. Just know your worth and your options. Think about your negotiations. Do you have a Fallback Plan? Or just hope for the best? Have you ever been in a deal where you felt trapped but found a way out? Or maybe you’ve walked away, and later realized it was the best move you could’ve made? Drop your story in the comments. Let’s talk about how having (or not having) a fallback plan (BATNA) changed your outcome.

🌪️Tornado season’s no joke, especially when your office is on wheels⛈️ Peak season hits in May, but tornadoes have already torn through the South and the Midwest this year, and it’s only getting worse. ⚠️Emergency preparedness isn’t just for warehouses, terminals, or corporate offices. The truck is a workplace too. Drivers need to be trained and empowered to make emergency decisions based on their environment. When I ran fleets, we had detailed emergency action plans. In Florida, it was hurricanes. In California, earthquakes. In the Midwest, it was tornadoes. Drivers knew what to do in a vehicle, at a terminal, or out on the road. Training on it is also important. Whether it’s pulling over, finding shelter, or knowing when not to leave in the first place, drivers have to be prepared. Just like pilots check the weather before takeoff, drivers should do the same. There are dozens of weather apps out there, but if you’re using Motive, they’ve got a real-time weather overlay that shows exactly what your drivers are heading into which helps plan but also.helps.you know who to reach out to keep drivers informed. Just like there's more to driving than turning a wheel there's more to dispatch than just telling a driver where to go. A few stats to keep in mind: 🌪️The US sees over 1,200 tornadoes per year, more than any other country. 🌪️May and June are peak months, especially across “Tornado Alley” 🌪️According to FEMA, winds can reach 200+ mph, and tractor trailers are one of the first things to flip. After all they have a huge sail behind them ⛈️Drivers in severe weather events face higher risk of injury and litigation, as seen in the case of the TransAm driver who sued after being stranded in freezing weather with no support. There's exposure here when you don't equip your drivers properly with training and knowledge and direction. ✅Make sure your fleet has a plan. ✅Make sure your drivers know it. ✅And make sure your tech and telematics help and support in real time. 🛣️Safety shouldn’t start after the storm hits. #riskmitigation #exposuremanagement #emergencypreparation

If every risk ends up as “mitigate,” you don’t have a strategy; you have a habit. 5 Risk Response Strategies — what good looks like in TPRM 1) AVOID - Use when: Risk > appetite, remediation is impractical, or exposure is structural (e.g., vendor’s data residency can’t meet policy). - Playbook: Stop onboarding / exit the relationship, pivot to an approved provider, document rationale to the Risk Committee. - Contract levers: Termination for regulatory non-compliance, unacceptable subcontractors, data location violations. - Signals you’re right: Critical requirement cannot be satisfied within policy; switching cost < risk cost. 2) REDUCE - Use when: Risk > appetite but can be lowered to acceptable levels with controls. - Playbook: Define a remediation plan with dates/owners; add Compensating Controls (e.g., data minimization, tokenization). - Contract levers: Security addendum, specific control obligations (SOC 2 Type II, encryption key ownership), right to retest. - Measure: Residual risk score drops below threshold; mean time to remediate (MTTR) < agreed SLA. 3) TRANSFER - Use when: Risk is insurable or contractually allocable (but not eliminable). - Playbook: Shift financial impact via cyber insurance, liability caps carved out for confidentiality, strong indemnities; require vendor’s insurance limits to match your exposure. - Contract levers: Indemnity for data breach/IP infringement, carve-outs to caps for willful misconduct/PII, subprocessor “flow-down” obligations. - Measure: Coverage adequacy vs. modeled loss; vendor provides current COI; claim scenarios tested in a tabletop. 4) ACCEPT - Use when: Residual risk ≤ appetite, cost to treat > benefit, and there’s a clear owner. - Playbook: Record decision, name the accountable exec, set review cadence, add telemetry to catch drift. - Guardrails: Time-boxed acceptance, no-go zones (e.g., customer PII, critical ops), exit triggers. - Measure: Risk register entry with next review date; monitoring shows no adverse trend. 5) PURSUE - Use when: There’s upside to taking managed risk (speed, cost, innovation) and controls are in place. - Playbook: Pilot with scoped data, staged gates, and success metrics; expand only if KPIs and control tests pass. - Contract levers: Safe-harbor pilots, performance credits, step-up controls at each phase. - Measure: Benefit realized vs. risk taken (e.g., cycle-time reduction, detection coverage). If your team picks “mitigate” by default, try this framework for one vendor this week and compare outcomes. The quality of your decision, not the length of your questionnaire, drives resilience. #ThirdPartyRisk #VendorRisk #OperationalResilience #RiskManagement #CyberSecurity #AI #ModelRisk #Governance #Contracts #TPRM #3prm

Fascinating real-world case study from Walmart on supply chain optimization. They built an approach where the decision to build a new DC and the choice to reroute a single truck are part of the same conversation. A few thoughts: 1 - Simulation will be more important than ever with all of the volatility going on. Their simulation platform runs what-if scenarios that helps leadership stress-test network changes before committing capital. 2 - The load planner function is impressive. It accounts for DOT rules, temperature zones, axle weights, and loading patterns down to the pallet. 3 - From a strategy perspective, the four-tier system: strategic network design, facility alignment/capacity planning, execution planning, and real-time/dynamic execution is really solid. Each layer pushes and pulls on the others so decisions stay relevant.

Airlines can indeed learn valuable lessons from F1 teams, especially for their Operations Control Center (OCC). Here’s how the principles applied in F1 pit stops can be adapted to improve #aviation operations: 1. Specialized Equipment  - Advanced Tools and Systems: Airlines can invest in more sophisticated tools and systems for airline operations control and turnaround operations. For instance, using advanced diagnostics tools for real-time delay propagation and consideration of weather alerting can speed up the identification and resolution of resulting disruptions.  - Automated Systems: Automatically ingest NOTAMs in Ops IT systems and innovative #technology like "Smart Swap" streamlines operations control routine tasks, similar to how specialized jacks and air guns expedite tire changes in F1.   2. Highly Trained Personnel  - Role Specialization: Just like F1 pit crews, airline OCC staff can benefit from highly specialized roles. Each member of the OCC crew can be trained intensively for specific tasks such as disruption #management, communication with third parties, or post-flight analysis.  - Continuous Training: Regular and intensive training sessions for OCC personnel can enhance their efficiency. Simulating various operational scenarios can prepare them for real-life challenges, ensuring quick and accurate responses. 3. Advanced Technology  - Real-Time Data and Telemetry: Airlines can utilize real-time data analytics and telemetry to monitor OCC performance and airline operations. This data can help predict training needs, optimize IT system usage, and prepare out-station ground crews in advance.  - Integrated Systems: Applying modern IT systems that connect all aspects of operations (from flight scheduling to airline operations, crew management and hub operations) can ensure seamless coordination and quicker turnaround times.   4. Teamwork and Communication  - Synchronized Operations: Emphasizing teamwork and synchronized operations can minimize delays. Ensuring that all OCC departments (maintenance, ops, crew, flight planning, etc.) work in unison can replicate the choreographed efficiency seen in F1 pit stops.  - Effective Communication: Implementing robust communication systems that allow for real-time updates and coordination between the OCC, pilots, and ground crew can significantly reduce turnaround times.   5. Minimal Margin for Error  - Risk Management and Safety Protocols: While speed is crucial, safety must not be compromised. Implementing rigorous safety protocols and risk management strategies can ensure that operations are both quick and safe.  - Scenario-Based Training: Conducting regular scenario-based training can prepare OCC staff for unexpected situations, ensuring that they can handle disruptions efficiently without compromising safety or speed.   By adopting these F1-inspired principles, airlines can enhance their OCC efficiency, leading to reduced delays, and improved overall operational performance. 

As we look at the evolution of tracking visibility in logistics, it's clear we're on the cusp of a new era. Here's how I think of the "history" of freight visibility: 📱Visibility 1.0 (2010-2016): This phase was characterized by basic tracking using cell phones: • Simple location pings from drivers' mobile devices 🖥️ Visibility 2.0 (2017-present): This phase marked a significant improvement with: • Integration of Electronic Logging Devices (ELDs) and GPS systems • More accurate and reliable tracking data • Real-time freight visibility, allowing shippers to react swiftly to unforeseen events • Integration into TMS platforms • Multi-modal tracking capabilities • Ability to monitor efficiency of operations and manage resources effectively 📶 Visibility 3.0 (Emerging future): This phase represents the next evolution in load tracking, featuring: • Multi-dimensional tracking beyond just location • Temperature tracking for sensitive cargo • Altitude monitoring • Potential for advanced data analytics and predictive capabilities • Comprehensive visibility systems using data cleansing, machine learning, and multimodal stitching • Data products built on top of visibility products The progression from 1.0 to 3.0 shows a clear trend towards more sophisticated, data-rich, and proactive visibility solutions. It's been a blast to drive the industry toward richer, more actionable visibility at Trucker Tools. Brokers and shippers - what do you want to see out of the era of Visibility 3.0?