Benchmarking current fleet operations
The first part of this service is to benchmark an organisation’s fleet costs with costs of a similar operation to determine whether an appropriate level of funds are being used for the assets employed.
The second part of the assessment is to establish whether the delivery task is being undertaken in the most efficient manner with the correct number and mix of assets being used. This is benchmarked with operations displaying similar customer service, operating and product handling demands.
Assessment of ‘Insourcing’ or ‘Outsourcing’ options
This service assesses the relative economic and customer service benefit of ‘insourcing’ or ‘outsourcing’ a fleet operation. (‘Insourcing’ means arrangements that appear to be ‘in-house’ whilst actually leveraging benefit from third party service provision.) The assessment includes the ability to determine the optimum mix of ‘insourcing'” or ‘outsourcing’ within a given fleet. This service considers the totality of fleet provision including assets, technology and management of the delivery operation.
Fleet design and optimisation
This service involves designing and building fleet configurations to achieve the optimum efficiency for specific delivery tasks. This includes the design of innovative and practical equipment and handling techniques, the most appropriate mix of resource type and the effective management of core and exceptional customer demand.
Route Planning and Scheduling
This involves the evaluation and design of delivery schedules that offer optimum efficiency in terms of time and capacity utilisation. This includes the ability to re-engineer delivery schedules in order to ‘what if’, test or meet uplifted delivery service criteria (e.g. twice per day service, limited delivery time windows etc). This also offers the opportunity to plan and display delivery times and cycles with customer requirement.
Evaluation of Asset (fleet) Financing and Management options
This service assesses the various financing options available for retaining an ‘in-house’ fleet including leasing, operating lease (and variations thereof), outright purchase, corporate hire purchase, contract hire (excluding driver), rental etc. Generally these options are affected by specific industry demands that in turn dictate the specialist nature of the assets required. Options include the level of asset take up (e.g. tractive or trailing equipment only). This service also offers advice on the optimum cycle of asset retention and the most effective methods for maximising asset performance and yield.
Transport Operations Management
This service assists in the design and implementation of operational management practices and procedures. It secures effective performance from the assets or service providers employed. It also concentrates on the key operational performance measures of utilisation and focuses on controlling the critical factors that impact upon it.
Fleet Management Information Technology
This service involves the functional design and/or selection of information technology applications that assist organisations in monitoring and measuring their fleet operations. It seeks to effectively align operational, financial, customer transaction and servicing information.
Inbound Freight Assessment (Freight component in Cost of Goods)
Re-structure of freight arrangements. This service aims to reduce the freight cost component in Cost Of Goods Sold (COGS). We apply our ‘Dawson Channel Modeller’ to establish a unique vendor inbound channel profile that forms the basis of re-structuring freight arrangements.
Benchmarking Inbound Freight Costs. This service establishes the benchmark freight component embedded within COGS and forms the basis of comparison with the vendor Free Into Store (FIS) component. Together with the ‘Dawson Channel Modeller’ we are capable of identifying freight consolidation opportunities and assessing relative freight cost benchmarks on a channel basis.
Implementation of Improved Inbound Freight Costs. Dawson Consulting has a proven methodology to significantly reduce the costs associated with inbound freight. It has been designed to include both the client’s purchasing/merchandising functions and the vendor’s operations, and then direct the outcome towards mutual benefit. It is intended to group and match vendors to the best freight service providers in regard to cost and service.
IT integration with vendors. The extension of the ‘mutual benefit’ approach lies in the integration of Information Technology. This Dawson Consulting service assists in the design and implementation of seamless technology that encourages information flow along the ‘freight chain’. It also manages and processes transactions before communicating compliance or non-compliance of service to end customer.