What Is China’s Deleveraging Strategy?
China has been the fastest growing economy in the world for the past few decades. The Chinese economy continued to grow even during the recession period. Many economists believe that a growing Chinese economy was a gift to other countries during the slowdown. Since the Chinese economy was growing, international trade was flourishing, and other […]
The Opportunities and Challenges of Project Management in Virtual Workplaces
Why Project Managers Might Find Managing Remote Teams Challenging As workplaces became virtual and employees started working from home due to the Covid 19 Pandemic, organizations found that there are many challenges in managing such virtual workforces. For instance, Project Management is challenging when managers cannot meet employees face to face and instead, have to […]
Fiat Currency and Trade Deficit
The United States has one of the largest trade deficits in the world. Many critics have been of the opinion that it is only because of the existence of fiat currency that such huge imbalances are possible. These critics believe that if the world were to return to a gold standard, these imbalances would resolve […]
Looking beyond BRICS for the Next Economic Hotspots
Looking Beyond BRICS: The MINT Grouping The BRICS or the acronym given to the grouping of Brazil, Russia, India, China, and South Africa in so far as promising economic growth is concerned, has now reached a stage where global investors are on the lookout for the next emerging economic hotspots. Indeed, for much of the […]
Identify the Vital Inputs in Six Sigma Project
The list derived from the detailed process map needs to be shortlisted. This can be done in multiple ways. The different tools that are commonly used in six sigma projects to meet the purpose have been written down. They are as follows: Cause Effect Matrix: The cause and effect matrix takes the list of inputs […]
Globally outsourcing 3PL Market is growing fast. In the US, the industry is expected to reach over $150 billion as compared to a global estimate standing at $450 billion as per industry experts estimates.
Companies aiming for aggressive growth in global scenario recognize the need to partner with 3PL logistics providers to be able to establish supply chain networks across countries. Outsourcing is the only vehicle with which they can operate and cannot afford to manage functions in-house.
Warehousing activities whether in Finished Goods logistics or Plant logistics, are very critical to the entire supply chain. Take the example of an automobile manufacturer who depends upon a 3PL to manage complete inbound activities including vehicle unloading, inventory management, and JIT supplies to the plant. The manufacturing facility completely is dependent upon the 3PL service provider. Both the buyer and 3PL co-exist together at the same location, over a period the systems and operations get enmeshed and integrated into the process of localization and finding practical solutions. In such cases, any non-performance on the part of 3PL due to any reason will affect the plant output. It is not possible to make a sudden switch to another 3PL overnight. Hence, the marriage has to be lived through and managed.
Therefore choosing a 3PL partner for your warehouse operations needs thoughtful considerations and evaluation. Of course, any project of this nature is dependent upon the relationship between the buyer and 3PL. Collaborative and partnership approaches have yielded very good results than a buyer and seller relationship. Where ever buyers have invested time and interest in engaging directly with 3PL operations, with helping in training and periodic assessments coupled with motivational exercises, have helped 3PL operations remain focused on the deliverables and maintain efficiencies.
Before you start looking for a 3PL partner, internal alignment with management, clarity of the project and criteria for selecting 3PL Partner is to be worked out in detail.
Following factors are to be considered internally to plan the exercise:
Without clarity, many times RFP & RFQs are floated and discarded resulting in wastage of time and effort of all parties concerned.
Plant Supply Warehouses, Regional Distribution Centers, VMI, etc. projects are often very huge in size of operations as compared to a flow through finished goods warehouse in a supply chain network.
Such big projects are characterized by huge capital outlay, multiple process designs, and infrastructure-intensive and involve complex IT system design and interfaces.
RFP/RFQ would need to define each element very clearly and describe the scope of activity and responsibility on the part of the buyer as well as the 3PL.
The document should define clearly the capabilities and competencies required for the project, the timelines, and deliverables.
Detailed understanding of the project scope will ensure that only the 3PL who has the required capability and strength will bid for the project.
This information can be shared with the 3PL in the RFQ, and one should expect similar structure from the 3PL in its response document.
A well thought out internal proposal and RFQ document will help you find the best fit and smooth project implementation.
Your email address will not be published. Required fields are marked *
