Plan, source, make, and deliver

male and female holding pens and documents at business meeting

These distinct management processes formulate the basis of The Supply Chain Operations Reference Model (SCOR), the standard diagnostic tool for supply chain management.

Logistics and transportation professionals reside in the disadvantageous position of being accountable for the final task in the chain: delivery. At this point, the only thing standing between satisfying the customer and converting inventory into cash is getting freight where it needs to go, on time and in full. This pressure-cooker of expectations makes the hurdles logistics and transportation leaders face all the greater: supplier failures, port closures, trade compliance changes, and weather disruptions, just to name a few.

Overcoming these challenges in a lean manufacturing environment can be daunting, which is why shippers should seek out partners that embrace supply chain visibility and continuous improvement. Visibility of shipments in transit is the cornerstone of BDP’s Smart Suite® technology. Through robust carrier integrations and real-time event monitoring, shipment tracking, documents, alerts and reporting are a click away at any stage of a shipment’s life cycle.

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In my career, I have seen how visibility technology has been the remedy to a labor disruption that shut down two coasts, a major carrier bankruptcy, numerous hurricane and tornado disasters, and a crippling explosion caused by dangerous goods. In these moments of crisis in which product supply is at risk and shipment custody is in question, the full value of visibility is made clear.

employee smart desktop

The reality that things can and will go wrong in the delivery process demands more than just visibility, which is why BDP employs a team of professionals well versed in Six Sigma methodologies and Total Quality Management principles. Through a robust global nonconformance coding framework, BDP has the ability to define, measure, analyze and improve the delivery process thereby mitigating risks and reducing working capital costs. Furthermore, as a lead logistics provider (LLP), BDP has developed a quality framework to measure carrier performance through the lenses of transit time, on-time delivery, allocation monitoring, and routing guide conformance. These measures, along with our unique culture and talented people, are what we believe elevate BDP from transactional supplier to trusted partner in the customer value chain.

In working with the world’s largest chemical and retail companies, I have seen first hand how continuous improvement methodologies deliver tangible business results.

In the absence of supply chain performance and improvement measurements, supplier performance can and will deteriorate and the customer will allow waste to creep into its delivery process, thereby impeding efficiency and creating hidden costs. In my role, I ensure supplier performance extends beyond the proverbial rate and transit time indicators and that the beneficial cargo owner recognizes their own impediments to supply chain excellence. 

With over 50 years of experience, BDP knows that complexity rears its ugly head at every stage of the delivery process - the final hurdle to satisfying demand.

But like the customers we serve, BDP understands that visibility, quality management, and continuous improvement are powerful tools to avoid disruptions, mitigate risks and accelerate value creation.