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Outbound (Truckload & Less-Than-Truckload) Freight Management

Our client, a subsidiary of a Russell 1000 CPG holding company, had a long term need for Domestic Logistics Management.

Our client had a long term need for Domestic Logistics Management. Our statement of work included the following activities:

Manage all activities associated with Outbound Domestic Logistics including:

  1. Prepare annual freight budget ($22.0MM) and provide weekly and monthly analysis of the financial freight performance including:

    1. Provide weekly reconciliations accounting for, Rate, Volume and Mode Mix variances. across five (5) businesses shipments coming from three distribution centers across the United States

    2. Develop ad hoc corrective actions in collaboration with transportation suppliers and internal stakeholders to avoid and mitigate negative cost variances

    3. Manage $1.00MM cost out project portfolio - provide weekly and monthly feedback on progress and risk areas and opportunities

  2. Actively manage, Outbound, Inbound and 3rd Party transportation activities within the domestic US including:

    1. Manage orders and shipments to achieve OTIF (On-Time, In-Full) metrics for key suppliers, product launches, seasonal introductions, retail events, and new store openings.

    2. Negotiate and manage, parcel, LTL and FTL carrier agreements, while acting as primary contact for domestic carriers

    3. Reduce overall domestic freight costs through negotiations with carriers as well as evaluating new service providers and ensuring the appropriate transportation mode is used to meet delivery requirements for large big box retail customers

  3. Implement best practices for the daily management of transportation activities including;

    1. Development, maintenance and communication of supplier performance metrics and ongoing evaluation process of KPI’s, vendor scorecards, quarterly business reviews, and transportation dashboards

    2. Internal and External Freight Claims and Quality Management

    3. Carrier Setup (within Warehouse TMS')

    4. Carrier Freight Payable Management

  4. Responsible for identifying, developing and executing strategic supply chain strategies that effectively meet customer and business demands while driving financial and operational benefit.

    1. Collaborate with the Sales and Marketing Teams to develop service program and product specific pricing that accounted for the costs of freight for both domestically and internationally produced products

    2. Work on cross functionally on strategic cost out and quality enhancement initiatives that impacted both domestic and international logistics and operations.

Major Outcomes & Achievements:

· Introduction of standard supplier performance evaluation tool - used to apportion bid awards and ration freight among carriers

· Introduction of weekly operational & financial performance tool - used to enforce routing guide compliance within plants and distribution centers

· $1.00MM reduction in freight costs attributed to implementation of cost-out initiatives

Power in Numbers




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