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TROUBLESHOOTING When manufacturers. retailers and fleet operators come together, there
Page 51
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can be teething problems. The client may bla the 3PL." says Derek Bell, "but we've fc that problems can be on both sides."
And these problems can arise even when both parties are perfectly compi in their own fields. Bell mentions a cas where the working methods between 3PL and its customer had altered: "Or party or the other had changed something, and therefore things went wronc The consultant identified the stumbl block and advised how to put it right.
Then there was the operator that rar warehouse at 95% occupancy. But warehouses, Bell points out, should b( filled to a maximum 85% capacity, to c leeway. A Bisham consultant spotted t mistake and the practice was change "Our consultant saw that this wasn't working," explains Bell, Rates are the bottom line, so they hE to be constantly scrutinised: "One of o [3PL) clients asked for a rates increas( but their client offered them backload: instead. They look on the work."
The fleet operator ploughed on with backloading. The work meant extra CE flow, but the rates had not been raised a Bisham expert established that the E work was counterproductive. "We loop at the cost of everything," says Bell. "People don't get into the details until ti realise they're losing money."
There could be opportunities to imp an operator's working methods, but sti do not always have the luxury of takinc step back to identify shortcomings: "C the people doing the work are under pressure and aren't sure where the problem is."
A consultant would. in Bell's words, "look at the company from the bottom up. We'd help to find the reasons things are going wrong."