Riverside Logistics

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How to make sure your Freight Broker is “SECURE”!!!

What is a Freight Broker ?

They are someone who arranges transportation for another company (Shippers) using someone else’s transportation assets (Carriers). The Broker can be thought of as a “matchmaker” between Carriers with transportation assets and Shippers with freight. Typically, Shipper’s contract with Brokers to handle the shipment of all or a portion of their freight. Some Brokers act as a backstop for Shippers. When Shippers can’t get enough capacity from their regular carriers, they utilize Brokers for the excess moves. Brokers find carriers, arrange the details of the loads, pay the carriers, and invoice the Shippers. Although there is a lot more to it than just that, you probably get the idea. Brokers are middlemen. They don’t own anything, either freight or carrier assets, they just marry the two and charge a fee for doing so.

Why do Shippers use Brokers?

There are a couple of reasons:

The Brokers usually have access to a more extensive network of carriers than the Shipper. This network is a single point of access for multiple freight options and modes. It also allows the Broker to negotiate lower rates due to the overall volume of business they provide the carriers and shippers they do business with.

Brokers have technology, like a Transportation Management System, that allows them to save a lot of time (and trouble) in finding the right carrier, at the right time, with the right equipment, at the right price, and then executing the loads efficiently.

The Brokerage can improve your Supply Chain’s performance and avoid potential execution problems by utilizing their superior relationships and expertise in dealing with carriers’ operations.

Flexibility is another key advantage. They can help you expand as needed without tying up as much capital while minimizing your risk to changing market conditions. The depth of their bench can help you improve your supply chain and cost regardless of market conditions.

If utilizing a Broker makes sense for your company, how do you make sure that you get a good one and not a bad one?

Ensure they have the necessary licenses and accreditations. Brokers are licensed by the Federal Motor Carrier Safety Administration (FMCSA) and must carry a (minimum) freight broker bond. This stifles fraud in the trucking industry and guarantees carriers get their invoices paid. Also see if the Broker is a member of TIA (Transportation Intermediaries Association), which works to improve the industry and its education and standards. TIA tests and provides certification to Brokers. See if your prospective Broker is TIA certified.

Make sure they meet your communication needs. You want Brokers to be responsive at all times. They should provide regular updates on your shipments. Any issues should be made transparent and dealt with effectively.

The contracts and costs should be easy to understand. Services must be clearly defined. All add-ons associated with the load must be disclosed upfront. This includes fees such as fuel, detention, and demurrage.

Some “red flags” to watch for with Freight Brokers

Is the broker difficult to reach or unresponsive to your calls or emails? This may indicate that they’re unreliable and don’t have the capacity to take on new work.

Is the broker vague about their charges. If so, you may get hit with hidden costs on your invoice. Make sure you understand all the costs involved with moving your goods.

Does the broker work with only a few carriers. If so, you may not get good rates. The smaller the carrier pool, the less the competition.

Is the broker financially stable? Do they have adequate insurance coverage. If not, this could be a significant risk to your load. Check their  D-U-N-S Number. Also request to see a Certificate of Insurance (COI), which provides details about their insurance policy.

Make sure that the broker doesn’t have a “conditional safety rating”.  This would mean the broker/carrier, or their truck driver, has had multiple violations and is not following regulations. Make sure the broker complies with all relevant regulations and standards and that the carriers they use have an excellent safety rating before booking your shipment.

Here are the key traits to look for in your Freight Brokerage:

  • Trustworthy
  • Flexible
  • Customer-Oriented
  • Proactive

Here are some key questions to ask a prospective Broker:

  • How long have you been in business?
  • How do you source your carriers?
  • How does your carrier on-boarding work?
  • Once you find a good carrier, how do you keep them?
  • What is the average tenure of your team members?

Hopefully, you are now better prepared to successfully hire a Freight Broker if you need one. Good Brokers can be extremely helpful in managing your Supply Chain. Riverside Logistics Services has been helping Shippers manage their Supply Chains for over 25 years. We are a member of the TIA (Transportation Intermediaries Association) and actively participate to improve the quality of the Brokerage community.

We have a very thorough carrier on-boarding process and go to great lengths to make sure that our carrier community is extensive enough to meet all the needs of our clients. We welcome any opportunity to discuss your Supply Chain and can be reached at 804-474-7700 ext. Option 4.

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Preparing a Domestic Less-Than-Truckload (LTL) bid in Today’s Market

The first question is why should you be concerned about preparing a domestic USA LTL bid?

Warehouse space is loosening up as is truck capacity. Rates usually follow a downward path when that happens. The market is 30-40% lighter right now so it is a good time for bid requests to go out. There’s a lot of truck(er)s and less business for them to handle. Conditions are ripe for bidding out your business. The freight spot market rates have come down, which indicates that overall truck market(s) are softening. During softening conditions, you are in a good position to bid out your business for annual contracts (or longer).

So how do you go about bidding domestic trucking rates?

Here are the basic steps needed:

  1. Put together your process.
  2. Indicate how many rounds you are going to do in your bids.
  3. Determine which business you are going to bid out.
  4. Decide if you are going to look at bidding all your business or just some of it.
  5. Have a goal for reducing your freight costs. For example, “x % reduction in overall LTL costs”.

Now that you have made those decisions, here are the steps you go through during the actual bid:

  1. Identify which carriers you want to participate in the bid. Get their contact information.
  2. Notify the carriers you have identified that you are preparing to send them a bid.
  3. Collect data at least 6 months (minimum) for all the shipments in play.
  4. Include lane level detail, but don’t show actual costs or carrier SCAC’s for each move.
  5. Use zip code to zip code for the origin and destination data set.
  6. Rollup the data by origin and destination states showing average weights, density, and ship sizes.
  7. Provide a data sheet for each type of product that includes specifics such as:
    1. the value of the product.
    2. the National Motor Freight Classification (NMFC) for the product (if you don’t know ask carriers for this).
    3. the average product ship weight.
    4. type and size of pallets used to ship product.
    5. packaging type(s) such as Cases, Bales, Crates, etc.
    6. Percentages of prepaid and collect freight.
    7. Bill to addresses and contacts information.
  8. Include percentages for types of business handled such as:
    1. Business to Business
    2. Business to Customer
    3. Military or Government business
    4. School/College business
    5. Other types if you have them
  9. Show how much of the business requires additional charges. These are called “assessorial”.
    1. This includes charges for things such as: Liftgate use, Inside delivery, Residential delivery, Delivery Notification or Appointments. Ask for a list from one of your carriers.
    2. Show each assessorial as a percentage of the total shipments and provide a requested target cost for each, if you know it.
    3. Show which assessorials you want the carriers to “WAIVE” the cost on .
  1. Make sure you specify what Base Tariff Rates to use. Carriers traditionally discount off of a rate basis. You need to specify which one they are to use.
    1. Present a target pricing discount level in percentage terms. Discount requests are from a common base rate set. For example, you might ask for an 80% discount from Czarlite 2010. Ask your carriers if they use Czarlite (they should, as it is common used).
    2. Designate whether or not you want the rates to be applicable to Canadian Freight, or freight going into and out of Canada. If the carrier serves or has partnerships with carriers that serve Canada.
    3. Also specify your existing assessorial breakdown percentages so the carrier understands how important these assessorials are to your overall business mix.
  1. Fuel Surcharge (FSC)scales are extremely important to the overall cost structure. Fuel can represent 30% of your total cost. Typically, FSC scales are pegged to the DOT’s weekly national average diesel fuel prices. All LTL fuel surcharges drive off the base line haul rates as a percentage. See example below:
Proposed LTL- Fuel Surcharge
National Average Fuel Price The % Fuel Surcharge Will Be
At Least But less than LTL
$1.05 $1.15 9.40%
$1.15 $1.25 9.90%
$1.25 $1.35 10.40%
  1. A Sample Bill of Lading (BOL) is helpful so the carrier can see what type of BOL you use for you business. In many cases the shipper has a pre-printed BOL that shows the classes/types of products shipped and their NMFC’s.
  2. Pictures of the product being shipped is helpful for the bid as well. Most carriers will ask for pictures of the product to accompany the bids.
  3. Lastly, an LOA, Letter of Authorization, for the carrier to provide pricing is required. This (or a copy) should be written on the companies letterhead and be signed by an officer of the company or someone who is duly authorized to negotiate freight rates.

All of the above is not mandatory for a bid, but it is all extremely important to the quality of the bid results and the ability of the carriers to correctly price your freight. It may seem a little daunting for first timers, but after you have done a couple of bids using the above process, it gets a lot easier over time.

Riverside Logistics has been doing LTL bids for over 20 years and has a proven process to get the best results from RFP’s and RFQ’s for clients. If you would like us to do an LTL, Truckload or Parcel bid for your company we would be happy to do so. One thing we have is a lot of baseline information to compare results of the bids against. This allows us, in your stead, to provide very competitive rate information and produce the best results for your company.

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What Logistics issues will have the biggest impact on you in 2023?

This year in Logistics could turn out to be a tale of two cities, “What you know” versus “What you don’t know”. There’s a lot of uncertainty about the economy and what’s happening on the world’s stage.

We do know that the Logistics Industry has had to evolve over the last couple years and 2023 will be no different as we move into an uncertain economy and the threat of recession. Your (logistics) focus should be on developing resilience, and reliability in your supply chain. COVID-19 was the test and it forced us all to adopt new business models and outlooks.

Here are some things that can impact your individual supply chain.

Merger and acquisition activity- Logistics companies grew fast and furiously during the Pandemic. This rapid growth gained a lot of attention from private equity firms looking to invest in fast-growing firms. Look for more of the same in 2023.

Expanded offerings- A key driver of change is how expectations of customers have evolved. This has caused Logistics companies to believe that their customers want a broader set of services. This can happen either by extending services portfolios (deep), or by expanding existing services across geographies, industries, or modes (wide). There will be continued emphasis by Logistics companies to go both “deep” and “wide” in 2023 to meet customer demands and needs.

Normal carrier supply cycles- During the pandemic, the cycles for transporting a load were unpredictable. You should expect a return to normal cycles in 2023.  With stable capacity brokers and shippers can become more selective in matching carriers to loads.

Technology as a key driver- Shippers turned to technology with logistics partners in 2022. 2023 requires more of the same. With a TMS (Transportation Management System), a company can handle their freight more effectively to meet customer’s demands for shorter delivery times. Technology makes it possible to automate processes like paying drivers faster, that used to be handled manually (on paper). This frees the labor pool to focus on more value-added projects. Logistics industries are more automated, and less manually intensive. The industry was traditionally an “old school sector” with lots of paper driven processes. Now, it has been pushed into the digital age by a mix of factors, including customer demand, labor shortages and the need to be able to do more with less.

Sustainability- Shippers are dealing with policy changes in 2023 and a growing interest related to environmental, social and governance (ESG) standards. Retailers have made strong ESG commitments in upcoming years. Increasing environmental regulations and consumer pressures to bring down pollution and greenhouse emissions are forcing the logistics industry to reconfigure and innovate to become “green”. It can also raise costs.

Help Wanted and Needed – Companies are continually required to come up with new ways to attract, hire and retain valuable human resources. Warehouses struggle to keep positions filled and the ongoing driver shortage has the transportation sector feeling similar pain. This will continue unabated in 2023.

Resiliency- Companies will (and should) focus more on building networks that can withstand disruption. Supply Chains face disruptive events every day, these events can add up to consequences for and within the organization. Logistics and supply chains will continue to face countless and unpredictable disruptions in 2023, including the economy, weather events, and geopolitical issues. You must try and build a network that can deal effectively with disruptions.

Reliable Logistics Partners- More companies learned the value of having reliable logistics partners during the Pandemic. These relationships can go a long way to help companies navigate the ever-changing transportation environment.

Digital data and visibility- Digitization prepared companies for mining data. This will facilitate intelligent decision-making. Data analytics provides visibility to customers. This is one of the biggest challenges for shippers today. It’s difficult to know what’s going on in the chain. By digitizing supply chain process and collecting the data through the life of a load, shippers have (full) visibility on their shipment. In 2023, digitization, data, and visibility will become more prevalent, and increasingly faster and accurate.

Reshoring/nearshoring- Reshoring/Nearshoring emphasis has increased over the past couple of years. Driven by tension between the US and China, spikes in shipping costs, the pandemic’s effects on global supply chains, and concerns about sustainability companies have relocated from Asia to Mexico/US to lower transit times and reduce risk. Proximity allows goods to be transported (more often) over the road at competitive prices. This emphasis will continue driven by more “Black Swan” events.

Diesel prices- The price of US diesel fuel rose significantly (roughly 55%) in the first half of 2022. The Russia-Ukraine conflict was a chief cause. In addition, International rule IMO 2020, with Sulphur content restrictions, will take further effect and businesses moving cargo will have to find ways to adapt to this rule as it raises prices for fuel.

Capacity- 2023 probably won’t bring an increase in the supply of transportation capacity. As insurance, fuel and maintenance costs continue to rise, and demand falters, supply may shrink as smaller carriers struggle, forcing them to either merge or quit operations.

Accelerating inflation- Interest rate hikes, enacted to slow consumer spending and inflation, have started to depress the U.S. economy. Transport companies must navigate this moderation in demand. Going forward, the struggles will continue as we enter a possible recession in 2023.

Ongoing Semi-Truck Shortage  

A change in the composition of the national labor market was felt all over the world. This pressure puts semi-truck manufacturers behind the curve. The U.S. transportation industry requires roughly 200,000 new vehicles a year to maintain an adequate age of its fleet. During the height of the Pandemic, truck manufacturers missed these replacement levels, forcing trucking companies to use older vehicles. This year, manufacturers are on track to meet the transportation industry’s replacement demands. However, the current backlog of semi-truck orders is the largest ever. Carriers typically expand their fleet sizes when spot rates are high. They couldn’t do that this year.

Consumer Spending- The way people spend their money drives the transportation world. Consumer spending patterns are starting to shift. When the pandemic hit, consumer purchases of durable goods spiked. E-Commerce transactions set all-time highs. This shift required a massive response from trucking companies and their drivers. Recently, with rising inflation and no pandemic restrictions, consumer buying habits have shifted again. Now consumers are spending less money on durable products which require trucking and more on services/experiences which don’t.

Spot rates– Freight demand has outpaced the supply of trucks. This trend will probably continue into 2023 as consumers paying with credit at an accelerated rate feel the effects of inflation. It’s likely that consumer spending will slow across the board in 2023, decreasing the transportation industry’s workload and keeping spot prices low.

Managing Logistics in 2023

Based on the above topics there will be plenty of challenges to overcome in 2023. It won’t be easy, but it might present a good opportunity to make improvements and calibrate your supply chain for the future. To navigate 2023 successfully try to keep the following in mind:

  1. Keep your transportation providers fully informed
  2. Prioritize flexibility when planning your shipments
  3. Work with a diverse group of freight carriers and 3PL’s

A good supply chain partner like Riverside Logistics can really help you meet the challenges in 2023. Pleased call us at 804-474-7700 Option #4 and ask for Jim Durfee, VP Business Transformation. We’re happy to look into your network and guide you through the potential 2023 logistics turmoil.

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WHERE IS THE SUPPLY CHAIN WHEN YOU NEED IT?

According to most pundits on TV, and in the news journals, just about everywhere for that matter, all you hear is that there is a recession coming. OK, so there’s a recession coming, how bad it will be is anyone’s guess. The important question for people involved with the Supply Chain, is “what will it mean to my Logistics infrastructure?”

I’ll share some thoughts on the answer to that question.

Let’s set-the-table so to speak, and list conditions as they now stand in the current logistics environment.

First, warehouse space is very tight all over in general. If you consider just the Richmond, Virginia market, its occupancy rate approaches more than 98%. The percentages may vary by market but in general, space is extremely tight. Even new warehouse space that is coming on-line over the next 18 months is already spoken for. When talking to our clients they say their inventory levels are extremely high. For some of them that’s a good thing in that it allows them to respond to demand faster than their competitors. However, on the downside, it also ties up a lot of cash. Lead times for product are starting to shorten but are still longer than normal. All this adds up to higher levels of space utilization.

In addition to space constraints the costs inside the box have escalated. Labor costs soared due to the lack of available workers. Money talks, and warehousemen will migrate to the money. If your competition is paying 10 cents more an hour, you’re seriously at risk of losing workers. When you lose a worker, then you not only have to replace them with another one, but you also must train and then do your best to retain them as well.  That takes both time and money.

As a 3PL demand for our services have never been higher. Warehouse space and labor is in short supply, but we focus on solutions for our clients and short term it will be challenging but our tools, experience and network tell us that solutions as time goes by are available. A deep understanding of your clients, a clear mission and open communication can lead to success.  The more insight and lead time you give us,  the more a 3PL can help you. Our consulting services may provide unique solutions that only a 3PL can offer.

Second, transportation supply. Trucking capacity was extremely tight and increasingly more expensive during the first half of 2022. That started to change during the second half of the year. Instead of carriers having too much business to handle and never providing capacity when we called them, they are now calling us trying to find loads. The tide has turned. Trucks are in greater supply. That’s a good sign. Service levels are improving, rates are stabilizing and, in some cases, starting to come down.

The big three factors in trucking costs are equipment, labor, and fuel. The first two, labor and equipment, are still at historical highs. Fuel prices have moderated. Since fuel is a major factor in freight costs, that is a good thing. However, new trailers have gone from ~30k each to ~55K each and lead times to get them are still over a year long. Labor is requiring more in wages. You don’t give back what you’ve already given. Please remember that there is still a shortage of truck drivers in the USA. That means the carriers must attract drivers using higher wages, benefits and better working conditions to keep and manage their workforces. We see that continuing in 2023.

The forces affecting Logistics costs and supply chain performance are counterbalancing each other. Space is tighter than normal, but transport is more readily available. A recession is looming. Meaning what? High costs for storage and handling, stable costs for transportation, moderate service level improvements.

It’s important to remember two things about this. One, the environment is fluid and can change dramatically if something unexpected happens as in a  “Black Swan event”. Whatever I tell you today, is a best guess based on what I know …. today. Second, no matter what happens, if you plan and try to insulate yourself from supply chain and logistics shocks, you’ll be better off than if you don’t and do nothing.

What should you do to manage your logistics to plan for the next 12 months? Here are some suggestions:

  1. I would highly recommend that you find a 3PL that understands the markets for Transportation and Warehousing. Then take the time to develop a good working relationship with them (the 3PL). Use the 3PL’s market knowledge to your advantage. Remember that 3PL’s typically deal with a variety of clients, transport providers, and warehouses. This allows them to provide insight into where markets for transport and warehousing are directionally moving. They probably see these movements a lot sooner than you will and can provide early warning capabilities to you. 3PL’s, if they’re tied into their clients, can get a glimpse from a lot of different directions in different markets, as to what is influencing clients supply chains. The 3PL’s see how the clients handle these influencers, and basically can tell you what is working and what isn’t. This information is invaluable and if shared, can allow you to make better decisions regarding your own supply chain. Based on our experience sharing good intel about the supply chain with clients is beneficial to all parties.3PL
  2. Take advantage of the transportation marketplace by Bidding your business. If you do this utilizing a 3PL, it will afford you an opportunity to get the benefit of their market tools as well as their experience negotiating with carriers. This can provide another competitive advantage to your business as opposed to doing it yourself. If you bid your business and get client specific pricing that holds for a year, then you can make better long term pricing decisions.
  3. If you have storage needs, the market says space is at a premium. Make sure you fully understand your needs in terms of timeframe, space, handling, flow-thru etc. The better your information is the better or more realistic your cost of doing business will be. Don’t be afraid to lock in space for a longer term than usual. Unless you have a crystal ball that no one else has, it is in your best interest to lock in your costs for the long term so you can plan better. This will ensure your warehousing needs are met for a longer period of time. Moving from one space to another is expensive. Also, a 3PL can help here in a couple of ways. 3PL’s can expand with your space requirements. If they understand your type of business, they can help you navigate the supply chain as a partner and provide synergies that you can’t find and use on your own.

If I were to boil the answers down to a few, I would tell you to plan for and attack your logistics issues rather than let them attack you. Even in a dynamic environment such as now, planning will help you a lot in managing logistics. In addition, partner with a 3PL to help you provide resources and expertise to meet the demands of the logistics marketplace. If you do this, you’ll be happy that you did.

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If I were making decisions regarding my Company’s Logistics functions and my Supply Chain, what would I do now?

The current logistics environment and the status of the Supply Chain are very confusing right now….for everyone. One minute capacity to move shipments is scarce and expensive, the next moment its loose (available) and less expensive. Container rates are thru the roof, then they’re not. Warehousing space is unobtainable, a lot more expensive, and the options are fewer and far between.

Let’s first look at some of the key drivers affecting the Supply Chain and the Logistics community.

  1. Cost of Capital

When money gets more expensive and harder to get investment goes down. This means carriers begin to extend their equipment life cycles, cut back on new equipment investment, and generally hold off on growth plans. The net-net of this is that your access to capacity, warehousing and such becomes harder and more expensive.

  1. Labor Resources

Logistics as an industry is a touch and feel type of environment. Most of Logistics Labor  consists of drivers and warehouse workers and both must be physically on the job to perform their work. In addition, even pre-pandemic, both were in short supply. Now that demand for these roles has increased back to pre-pandemic levels, they are still a scarce resource. This translates in two ways. First it causes upward pressure on labor rates to keep workers from leaving. Second, it puts downward pressure on Logistics Providers ability to grow their operations to meet demand.

  1. Inventory Levels

Due to the pandemic, increases in demand and the length of the supply cycle inventory levels were increased dramatically. All the inventory had to go somewhere so it sucked up available warehouse space, containers, and trailers. Turns out the demand for goods tapered faster than anticipated and now inventories are too high and sitting too long. This means that space is at a premium, containers and trailers used to store product are not achieving good utilization rates and combined, these factors raise costs and lower service levels throughout the supply chain.

To encapsulate the main two sides of the equation, Supply is too few and Demand is too high. The Supply Chain functions most effectively when these two factors are closely balanced. Conversely. If they get out of balance,  life in the Supply Chain is “difficult”. Like the last 2 years.

What I would do if I were you…run and hide. No, seriously I’d wait it out. I’d use the information I have at hand to build a plan on what you want to achieve with your supply chain and how you think that can be accomplished. The market is in transition right now. Rates are moderating, truck capacity is loosening, international volumes are dropping as are international container rates. However, a potential railroad strike is looming which could at the very least result in rail delays, which in turn become truck and container delays.

Now let’s talk about relationships. As a 3PL we (Riverside Logistics) get to see and interact with a lot of different supply chains handling a lot of different products and running on different criteria for execution. This means we have a pretty good thumb on the pulse of the supply chain. The overall Supply Chain can swing one way or the other, dramatically, and quickly. You must be nimble and have options available to you to handle these machinations. One very capable way to prepare for Supply Chain shock is to partner with a 3PL and to build a relationship of trust with that 3PL. When you do that, you get the benefit of their expertise as well as insight into the logistics markets. This can be a powerful tool for you to use when competing in the marketplace. 3PL’s usually have access to a substantial portfolio of carriers and modes. They know how and when to use them to execute competitively. That’s their business. They also in many cases have knowledge and capability in the warehousing space. They can tell you what market occupancy rates are like in the markets they play in and can help you find and manage space that meets your needs in the markets they serve.

So, lets recap. Right now, there are a substantial number of headwinds and tailwinds impacting the Supply Chain. To sort them all out will take some time. It behooves a company to sit back and let the leaves fall out of the trees a little more so you can see what’s coming next. It is also a good idea to try and build a strong working relationship with a 3PL to let them assist you by applying their expertise in the logistics markets.

It’s a little scary in the supply chain right now. If you try and “Time The Market” you’ll probably fail. Just like with the stock market, timing is not a good idea. Taking a long view is a better strategy and one that should pay dividends in the long run. Hope this advice helps set you on a path that provides your company with a good competitive posture in todays supply chain.

 

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