To
ensure optimum customer service, businesses have to anticipate
evolving customer requirements and innovate constantly
In Western Europe, transportation and the supply chain are key
strategic areas which still need improvement. We
spoke to Marielle Bloch-Dolande, Managing Director of Beauvais
International.
Nowadays, it has to be admitted that
the priority of European transport companies is cost reduction, with
European routes being served by just two or three departures
a week. In addition, services provided vary as a result of subcontracts
being sourced individually and the use of non-integrated
organisations comprising agents, correspondents and subcontractors with
mini profit-centre structures.
This also leads
to the implementation of a push-based supply chain, with vehicles
departing only when fully loaded to reduce costs as much
as possible. Companies are forced to put up with the situation and
sometimes have to introduce contingency solutions such
as organising order management with transport company departure days in
mind, keeping safety stoks and, most frequently,
having their own emergency fleet to cope with advanced deliveries.
Non-quality of flow increases the risk of production line
shutdowns, stock shortages, production rescheduling, part orders, unmet
delivery lead times, extra administrative costs,
etc.
In Marielle Bloch-Dolande's opinion, "
costs resulting from
non-quality flows
must be taken into account when
planning a freight budget. Also,
businesses have to break down flow in line with their own requirement.
This
is because
either the value per kilo of goods is low, which means flows must
be grouped together (full lorry loads) or companies
choose higher stock
levels over more frequent flows. Another example is when goods shipped
are stored rather than
being used straightaway.
In this case,"
continues the
Managing Director of Beauvais International, "
the
choice of transport
provider is cost orientated. On the other hand, if flow quality is a
real
business issue, then
the choice of provider is based on whether they have
the necessary expertise and ressources to meet the company's
requirements.
We are talking about interactive flows."
Addressing these issues has become Beauvais International's priority.
This has resulted in more secure company customer flows, lead time
improvements through supply and sales flow management
and closer control over European supplies. Marielle Bloch-Dolande adds
that an after sales service has been set up to meet
various requirements, from maintenance to repairs, with tracking of
operations between customers and the after sales service.
Finally, Beauvais International helps business reduce stocks at
production sites by adapting flow frequency to production
needs, compensating for suppliers delays with accelerated flow,
offering a level of reliability and visibility where flow
is considered as rolling stock, and also, for example, by eliminating
national stock distribution via direct deliveries from
the production site throughout Europe.
