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For example: 1. Anticipated volumes in warehouse terms (increased volume
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does not necessarily mean fleet additions but could affect product availability for loading).
2. Order picking methods (heavy and light will expose the transport contractor to unnecessary claims for damage in transit).
3. The warehouse shift system (a change may mean double or triple shifting of vehicles with only marginal if any effects on warehouse costs).
I would agree wholeheartedly with the importance of knowing the customer's customer. It may be that the transport contractor has direct business links with them and together with the customer can introduce new working practices which benefit all parties.
I must also comment on the statement that "time must be spent on discovering what the customer really needs because often they don't really know". This is absolutely imperative but I believe it goes much further where the contractor tendering for the business must adopt a pro-active approach and put forward proposals detailing what they think the customer needs. The contractor should not be a "nodding donkey" and merely ask "what can we do for you?" Ken Longdon, Director, LMC Consultants, Doncaster.