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STAMFORD, Conn., October 14, 2019

Gartner Identifies 5 Actions to Optimize Logistics Costs From Within the Organization

Gartner Analysts to Discuss How to Implement Integrated Business Planning at the Gartner Supply Chain Planning Summit, November 4-5 in Denver, Colorado

Given that logistics leaders face pressure from their stakeholders to optimize logistics costs while maintaining service and performance levels, Gartner, Inc. has identified five actions to achieve cost optimization from within the organization.

“Logistics costs are on the rise in many regions — the result of tariffs, rapid e-commerce growth and a tight labor market,” said Farrah Salim, senior principal analyst with the Gartner Supply Chain Practice. “When logistics leaders are asked to reduce costs, they usually aim to negotiate better prices with their carriers and logistics providers. Those negotiations can be difficult, and success is not guaranteed. What is often overlooked is that there are plenty of actions logistics leaders can take to optimize costs from within their organization.”

Action No. 1: Eliminate Costly Errors

In logistics, errors occur regularly and often come at a cost. For example, shipments may be nondeliverable due to flawed data, and containers may collect demurrage at ports because import/export documentation isn’t complete. To avoid future errors and their associated costs, logistics leaders must identify the source of errors and continuously improve their shipping processes. “If you have to deal with errors regularly, there is probably a systemic process issue,” Ms. Salim added. “Lean principles and Six Sigma are great tools for detecting and eliminating such issues — and for optimizing costs.”

Action No. 2: Evaluate Value-Added Services

Most logistics providers perform some form of value-added service per instruction. These services can be as simple as product labeling or as complex as full product customization. Outsourcing certain tasks to the logistics provider is convenient for logistics leaders, but they should always evaluate whether the convenience is worth it. There might be a more cost-effective approach, such as completing the service in-house or through a supplier at an earlier point in the supply chain.

Action No. 3: Consolidate Shipments

Shipment consolidation can be a tremendous cost saver. Logistics leaders can align inbound and outbound transportation movements, so all trucks and containers hold as much capacity as possible. “If it’s not possible to achieve a full load, consider collaborative distribution. When a noncompetitor organization already uses the same distribution center and the same carriers as your organization, and delivers to the same retailers, why not work together to coordinate shipments and share the cost?”, Ms. Salim said.

Action No. 4: Enhance Internal Collaboration

In addition to external collaboration, internal cross-functional teams with other groups in the supply chain are a key factor for cost optimization. For example, logistics leaders should know about changes in demand planning, so they can adjust transportation, warehousing and labor capacities in advance — and thus gain time to negotiate the best price.

Action No. 5: Educate Decision Makers

The fifth action to reduce logistics costs internally is probably the most important. Leaders must educate decision makers about what their decisions mean for logistics and inform them about expenditures and trade-offs. “If decision makers want to lower transportation costs, this might mean that delivery speed must be sacrificed. If they prefer a lean inventory, transportation costs will rise. Decision makers have to understand how their actions relate to logistics spend and how the available options affect the organization’s bottom line,” Ms. Salim concluded.

Gartner clients can find more information in “5 Actions to Help Optimize Logistics Costs From Within Your Organization.”

About the Gartner Supply Chain Planning Summit

Gartner analysts will provide additional analysis at the Gartner Supply Chain Planning Summit taking place on November 4-5, 2019 in Denver, Colorado, U.S. This Summit will give supply chain planning leaders insight into how to deliver tangible outcomes in support of business objectives. They will learn how to transform the planning function from within, while harnessing emerging technologies to realize the value of supply chain planning as a competitive advantage and significant contributor to their organization’s bottom line. Follow news and updates for the conference on Twitter at #GartnerSC

About Gartner

Gartner, Inc. (NYSE: IT), is the world’s leading research and advisory company and a member of the S&P 500. We equip business leaders with indispensable insights, advice and tools to achieve their mission-critical priorities today and build the successful organizations of tomorrow.

Our unmatched combination of expert-led, practitioner-sourced and data-driven research steers clients toward the right decisions on the issues that matter most. We are a trusted advisor and objective resource for more than 15,000 organizations in more than 100 countries — across all major functions, in every industry and enterprise size.

To learn more about how we help decision makers fuel the future of business, visit gartner.com.

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