Inbound Freight Management - What to Know & How to Get Started Blog Feature
Rick LaGore

By: Rick LaGore on February 1st, 2017

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Inbound Freight Management - What to Know & How to Get Started

inbound freight management | ltl | truckload | Intermodal | Cost Saving Ideas | Managed Transportation Services | Managed Freight Services | Managed TMS

inbound freight management

Inbound freight is typically the last frontier for many companies search for cost savings in their freight spend, as there is an abundance of complexities that are often outside the Logistics & Supply Chain Department's control.

When talking about Inbound Freight Management a term often used is Freight Term Optimization (FTO), which is the process by which shippers strategically establish the most advantageous freight terms, while minimizing the total inbound landed cost.  The optimal freight terms are influenced by a shipper’s ability to consolidate orders across days, shipments across vendors / customers, order level-level service requirements and the shipper’s ability to plan and execute routing options like multi-stop LTL, static or dynamic pooling, zone skipping, backhauls, etc.

To correctly manage FTO, one needs to analyze a vendor inbound move or customer inbound move in the context of other relevant typical shipments, not just as stand-alone moves.  This is difficult to do without the right tools and actual or achievable benchmark transportation rates.

Many shippers struggle because of the various inbound freight management difficulties, and thus, they pay a hidden freight cost; either by paying too much for goods that could have a lower landed cost if the inbound transportation move were controlled, or by charging too little for product that could be delivered less expensively than if a customer were to pick it up.  Frankly, what is often called “free freight” on the inbound side is often the company’s most expense move.

In addition to cost savings a well laid out inbound freight management program also gives organizations:

  • Visibility into their inbound product flow
  • Better management of supplier compliance to PO's and freight routings
  • Improved timeliness of deliveries and service
  • Optimization freight flows for reduced transportation costs
  • Connects all interndal and external stakeholder's

The below is a great visual illustrating the connectivity of a well established enterprise freight management program, whether inbound or outbound in nature.  Combining inbound and outbound programs only enhances the value.

Enterprise Transportation Management Benefits

 

With all the benefits and challenges listed out above, the remaining discussion is a quick read on the four-step process utilized by InTek Freight & Logistics to help shippers get their arms around their Inbound Freight challenge and begins to unleash the value.

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Step 1: Understand Non-controlled Costs and How Managing Them into the Future

Cost savings with inbound freight managementTo support and enable annual FTO analysis, companies must develop good sources of shipment information on loads they do not control (like EDI 856 data on inbound prepaid shipments or DC reports on collect outbound shipments) and develop a good freight term negotiating process that will be utilized going forward.

Transportation management organizations that utilize a web enabled TMS can more easily accomplish FTO because they have an application to receive and act on data about prepaid inbound and collect outbound loads. These organizations would make daily tactical use of an optimizer that can be used for FTO analyses but regular, periodic FTO efforts are highly valuable, even for more manual operations.

Shippers need to understand that while this is listed as step one, this process is ever evolving as what could be pre-paid today may be collect tomorrow.  There is always a need to continue to report, analyze then optimize the decision tree and processes.

 


Step 2:
 Analyzing Freight Costs

Inbound freight managementDetermine the transportation cost of controlling a customer’s or a supplier’s moves. This cost will later drive the negotiation process with suppliers or customers. It is important to understand that the cost of controlling a customer’s or a supplier’s moves is not simply the cost of the moves themselves, but the difference between the total solution cost with and without the customer’s or supplier’s moves. The moves for most suppliers and customers do not affect the overall solution structure, but some do, either by changing pool consolidation or pool distribution economics, altering multi-stop TL routing opportunities, or eliminating backhaul, continuous move, or triangle route opportunities. And while high volume customers or suppliers, particularly those with geographically concentrated moves, are much more likely to affect the overall solution structure, FTO analysis often uncovers lower volume customers and suppliers whose moves are disproportionately important.

At the risk of being repetitive, this is another ongoing process in a good inbound freight management program.

 

Step 3: Customer or Supplier Negotiation

Quick implementation of freight management for rapid ROIUsing the transportation cost of controlling a customer’s or supplier’s moves to negotiate prices with them that reflect possible change in control of the moves.

The sales group or the purchasing/ procurement group will typically drive this portion of the FTO effort; however, they almost always need support from transportation professionals to address customer or supplier objections and evaluate customer or supplier pricing offers. It is very common for initial supplier freight allowances to be unrealistically low. It is also very common for customers to expect to receive all the cost reduction benefits in return for continued business rather than any increase in margin.

Organizational incentives often need to be aligned to encourage and reward the sales or purchasing groups to capture these savings. Otherwise, these groups may negotiate away this freight term opportunity at too low a value in return for benefits that are more common in their historic negotiation process, or for a benefit that flows directly to their group/ function. Fortunately, most procurement organizations that are not negotiating based on total landed costs are trying to move that way.

 

Step 4: Implementation

Using all the inputs gathered in the study, InTek then brings together its software platform and people for the execution and communication for the inbound management with all the stakeholders.  KPI’s are established on the baseline analysis to measure the effectiveness against cost improvement and execution excellence.

For more information on inbound transportation management, please visit us at www.intekfreight-logistics.com.

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About Rick LaGore

Rick is the co-founder and CEO of InTek Freight & Logistics, a company focused on being the place where companies come when faced with a logistics problem.

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