Every logistics operation will say safety programs are a priority. But many such claims are lip service only. Safety solutions, over and above OSHA-mandated programs, cost money – for training, equipment and software. Many companies struggle to invest money in things that might happen.
KANE’s new Chief Operating Officer is Richard McDuffie, a 30-year logistics industry veteran with a strong track record of driving operational excellence in logistics across the retail, manufacturing and 3PL industries. We recently sat down with Richard to discuss some of the changes he has seen in the industry over the years and what the future might hold.
If you were contracting for home renovation work, you might deal with a single general contractor to coordinate the project. But you’d like to feel confident that the people actually laying the tile, putting up the drywall, and attaching the plumbing fixtures have the experience and training to do a quality job.
The same holds true for the use of temporary labor for warehouse staffing. As a user of third-party logistics (3PL) services, you want to understand how your 3PL utilizes temporary labor and how that might impact work quality.
Distribution network optimization has become a white-hot topic these days as “the Amazon effect” leads businesses to evaluate how quickly they can get products to customers.
Warehouse optimization modeling exercises examine the upside of being closer to customers versus the downside of carrying more inventory in more locations. The biggest mistake companies make in this area is relying too much on the modeling software itself to provide an answer to the question: “How many warehouses should I have and where should they be?”
Lean warehousing quality improvement programs have driven billions of dollars’ worth of value across corporate supply chains. They are the road map to faster, better and cheaper. But, if you’re not careful, these programs can become weighed down with bureaucracy, adding time and cost to your quality improvement efforts.
The bar has been raised on logistics performance. Retail customers want perfect orders (expect a fine if they’re not perfect), and they want them faster and delivered within tighter and tighter time windows.
As a logistics manager, the spotlight is shining brighter on you and, by extension, your logistics service providers (3PLs). You want and need your 3PLs to be great. But, ironically, achieving that result may have as much to do with how hard and how smart you work, as your 3PL.
There’s a talent gap in logistics today and companies are dealing with it in different ways.
For KANE, that’s meant placing more emphasis than ever on hiring logistics workers from within. Recently, we caught up with KANE’s VP of Human Resources, Amy Wren, to discuss the subject.
KANE Is Able recently expanded its shared distribution network in three key markets to support customer growth and new business expansion. In total, KANE added 630,000 sq. ft. of additional space in Allentown, PA, Atlanta, GA and California’s Inland Empire.