Small companies whose size don\u2019t justify the operation of a self-organizing logistics system, companies that want to concentrate on their core business offerings, use for peak periods, companies whose logistical operations are not the core of their business (i.e. companies that aren\u2019t distribution companies, suppliers to retail chains, etc.), and companies whose logistics aren\u2019t volumetric.<\/p>\n\n\n\n
What are the difficulties that arise in this transition? Are there any difficulties that you\u2019ve been able to effectively deal with?<\/strong> Please talk a bit about the companies that provide these services. What is important for them to know before starting the process? What is important for them to know before starting the process?<\/strong> How do you please all sides involved? What type of support and guidance do you provide companies who seek your advice?<\/strong> In short, what are the key factors for a successful TPL migration?<\/strong> Ziv Arieli, Customer Success Manager In Mashik<\/p>\n","protected":false},"excerpt":{"rendered":" We are living in a reality in which companies understand that the key to profitability and economic survival is dual faceted. On the one hand, every link in the supply chain must be inexpensive, while simultaneously being characterized by high quality and service.<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[14],"tags":[],"yoast_head":"\n
Well, the transition isn\u2019t always easy. There are conditions and characteristics that should be defined precisely and in a timely manner. Otherwise, problems may come up. For example, mismatch between between issuance and receipt, interface crashes and malfunctions, client or supplier wasn\u2019t adequately prepared for the migration in terms of data optimization, receiving data, and labelling of handling units. Once Mashik enters the picture, the transformation is much simpler. thanks to our extensive experience. This support may prevent the problems of arising operational \u201cheadaches\u201d and even save a lot of money.<\/p>\n\n\n\n
Many things. We need to ensure the economic transition of those companies. We need to make sure that the level of logistical service that they receive will stay the same or improve. We need to guarantee that the level of information and visibility of the inventory will remain as it was or increase. We need to make sure that the level of customer service is maintained and that the TLP provider has solid and reliable recommendations from companies in the same field.<\/p>\n\n\n\n
<\/strong>Before initiating the engagement, it\u2019s important to agree upon and coordinate expectations. A SLA must be signed, including the client\u2019s requirements from the supplier, as well as the metrics for examining the level of service. Even during the course of the agreement, the following checks must be undertaken: cost monitoring, monthly examination of relevant indicators, holding meetings to address and correct any shortcomings, etc.<\/p>\n\n\n\n
We tailor our services to each client according to their unique business needs and operational requirements.For example, we undertake economic feasibility studies focusing on the TPL migration; write logistics specifications for quotes from various suppliers, including SLAs, a penalty\/ reward model, and indices; assist the organization throughout the migration; oversee the migration according to certain success indicators; improve supplier TPL services and processes in accordance with the client; improve operational profitability of TPL; and more.<\/p>\n\n\n\n
First and foremost, we make sure that the move is economically feasible for both sides. Appropriate care must be taken to properly coordinate expectations and to ensure that the SLA is agreed upon by both companies. It is crucial to ensure proper preparation and organization of the client, as well as to appoint a customer success manager of the TPL supplier. The transition must be appropriately monitored. Furthermore, both clients and suppliers must be ready for the change. Finally, the information systems need to be prepared for sending and receiving goods and a reliable interface with inventory transparency. Visibility and transparency have to be guaranteed.<\/p>\n\n\n\n![\"\"](\"https:\/\/mashik.com\/wp-content\/uploads\/2020\/06\/DSC08890-scaled.jpg\")
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