Redefining Logistics Leveraging Technology To Aid Next Gen Logistics Business Models - PowerPoint Presentation

Slide1

Redefining Logistics

Leveraging Technology To Aid Next Gen Logistics Business ModelsSlide2

Timeline 1900- Shipping & Logistics Slide3

Dockers, Shipment & Packaging Slide4

Time Line 1960- Revolution

(Shipping

Yard)

(

Manifests

Blue

Print

)

(Shipping

Containers)Slide5

Transforming Future of Logistics & TransportationSlide6

Digital Supply Chain FrameworkSlide7

Areas for

Digitalization of the business Model

Digital Supply Chain Management (SCM) Levers & Challenges

1.

Connected Products

New SCM requirements

for smart products for e.g.: Chips and Textile

-Shorter Lead time and Price variations for electronic comp.

2

.Embedded Service

-New Spare parts

and service req.

Setup of online monitoring and second or third level support

- New failure analytics due to more possible reasons outside of own products 3.Product as a serviceDisposition and capacity management of the rented products Products, its parts monitoring replacement planning - Logistics for relocation and maintenance, refurbishing and repair4. Omni Channel DistributionDirect Sales(bypassing the whole seller via online), -Cross border selling partially with own custom solutions- To users and consumers with smaller lot sizes and different central and regional storage requirement Areas of Digitalization and Supply Chain Management Levers and ChallengesSlide8

Areas for Digitization

of the Supply Chain Management

Digital Supply Chain Management(SCM) Levers & Challenges

A.

Supply Chain Integration

-IT Integration with SCM Partners & org functions

- Paperless Freight Documents

B

. Supply Chain Automation

Smart Packaging

Radio and GSM Tagging

Smart Labels communicating with each other creating de-centralized optimization Intelligence

C.

Supply Chain Re-Configuration3D Printing and Additive manufacturing E-Platform for direct carrier selection and transaction Use of app based e–platforms for express and partial deliveriesD. Supply chain Analytics- Big Data Analytics for SCM improvementAreas of Digitalization and Supply Chain Management Levers and ChallengesSlide9

Areas of Digitalization and Supply Chain Management Levers and Challenges

Classic IT Systems for the supply Management

Degree of Changes Caused By Digital

Examples of Digital Supply

Chain Transformation

Demand Forecasting & Planning

Very High

Integration of big

data and predictive analytics

Inventory Planning and Management

-Very High

-Integration of big data and predictive

-Analytics based dynamic supply chain segmentationWarehouse Management-HighFitness for augmented reality -Better integration of manual and robotic processes and self coordinating robots handling, packaging beyond RFIDNetwork & Routing OptimizationVery High

-Integration of big data and predictive External Interfacing for automated updating of capacities and schedules

Integration with advanced procurement systems Transport Management

Very High

-Integration with advanced procurement systems - Seamless interfacing with e-platform for booking and reservations as a part of standard configuration

Tracking and Event ManagementHigh

Implementation of more sophisticated machine judgement

Advanced scenario planning , Process integrated risk managementFreight Document Handling and Archiving

Very HighEnd to end digital document handling

- Interfacing and integration of all documents and document handling systemTransport &

Logistics ProcurementHigh

Collaborative optimization, - Seamless interfacing with TMS systemApp based spot market tendering to truck brokers and truckers

Interfaces with Suppliers

, Customers and Supply Chain Service Providers

High

More standardization

of the interfaces( including due to more shipper-carrier interaction and more independent providers of the specialized supply chain services)

- E-platform proliferation Slide10

Delivering change – the transformation of commercial transport

Players

Hardware Manufacturer

Fleet Operation

Dispatching

Customer Data/Demand

Vehicles, Connectivity Devices Manufacturers

Delivery Execution

Management of Logistics Process and Interface

Point of Sale to End Consumer

LCV and Truck OEM’s

Capacity as a Service

Logistics Operators

Freight ForwardersDHL Street ScooterCustomers

Amazon Freight Operations

New ( Digital Players)

Self-Driving Kits for

TrucksCrowd sourced DeliveryDigitization of Dispatching Processes

Core Business

Potential ExtensionsSlide11

Automated Order Management System

Up to 30 % savings on processing costs

Close to 100% Increase in dispatching capacity

More time for optimum transport planning and troubleshooting

Ability to accept the most advantageous contract

Carriers adhere to all quotes and effective turn around time

Audit-proof documentationSlide12

Automated Freight-Matching Information Model

How it worksSlide13

Spot Sourcing Model - Daily Auction/Price Clearing/Discovery System

The benefits of same-day shipment execution on the spot market

Reduction of empty miles by up to 13 %

Transportation cost savings of up to 10 %

Optimal freight prices with less effort

Improved delivery

Effective route planning

Rapid response to transportation market fluctuationsSlide14

Hub-and-Spoke delivery Model & Industry transformation

The benefits of Hub and spoke delivery models

The use of large distribution hubs will become much more common

Will raise the utilization rates of trucks

Increase highway capacity by as much as 50 percent

Just-in-time delivery planning along the entire supply chain

At the local level, actual drivers will make deliveries from the hubs in smaller hybrid and fully electric trucks

In smart cities, incorporating sensors and communication technologies into their roads and infrastructure, will lead to more intelligent routing, decreased traffic, and easier delivery processes for the local trucksSlide15

A Technology-Driven On-Demand Collaborative Freight NetworkSlide16

Thanks.

Apollo Sharma

Email: apollo@quikhop.com

Mobile: 9810988903Slide17
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Trickle down of Cost Reduction Based on Increased Efficiency on Carriers end.

10-15%

Freight Allocation Management

Upto

25%

Reduction in unwarranted overheads by cutting down on involvement of intermediaries

Commission Sharing

10-12%

Increased Efficiency with Control Tower Model implementation

Centralized Freight Activity Management

~

5%

Contract & Transit Doc Management

Quantifiable Gains

from Next Gen Tech Integration

Reduction in costs incurred from mismanagement of docs and/or misinformation on transit documentation