Omnichannel distribution is a multichannel approach taken by companies to give customers a way to purchase and receive orders from several sales channels with one-touch seamless integration. Omnichannel solutions provide seamless integration across all channels to provide a superior customer service experience. For example, giving consumers the flexibility to ship items from e-commerce sites to their homes or stores, which then creates supply chains that have strategic value, improving sales, and encouraging repeat purchases among consumers. Below are three beneficial omnichannel marketplace strategies in distribution and fulfillment.
In the omnichannel sphere, shipments from store locations are sometimes required to protect the quality of the customer experience. But every item that is shipped from a retail location depletes that store’s inventory and places additional strain on brick-and-mortar operations.
Omnichannel success begins by creating a unique view of stock across all stores and distribution centers. To satisfy customer needs, retailers must quickly deliver merchandise to customers—regardless of where those customers make their purchases.
Omnichannel return experiences require retailers to support returns at any location. So, regardless of where the order originated, you need a logistics strategy that allows your customers to return the merchandise at retail locations as well as distribution centers.
FOR IMMEDIATE RELEASE
CINCINNATI, OHIO -Taylor Logistics Inc. has awarded Pinnacle Data Technologies Inc., Norcross, Georgia, their 2019 Warehouse Partner of the Year award. Taylor established the “Warehouse Partner of the Year” program to honor companies that demonstrate a dedication to providing exceptional service and willingness to accommodate Taylor’s continued growth.
With the help of Pinnacle data’s president, Scott Phillips, Taylor was able to accomplish several warehousing projects throughout 2019. Including a total change in Taylor’s system by converting their WMS to eaches and then back to cases when needed, testing custom quality control code, along with inventory and outbound import/export EDI customization and bringing on new maps with new warehousing customers. Scott and Pinnacle are very quick to implement & react to any changes.
About Pinnacle Data Technologies Inc.
Pinnacle Data Technologies is well known for its expertise in consulting and programming services for the database, warehousing, e-commerce, transportation, retail, and distribution markets. In addition, Pinnacle provides database and EDI services, including strategic program evaluation, program planning, and implementation strategy preparation, ongoing progress checks, and benefit analysis and tracking. For more information on Pinnacle Data, please visit the Pinnacle Data Website or contact Scott Phillips, President at email@example.com, or by phone at 678.792.7792.
About Taylor Logistics Inc.
Taylor Logistics Inc. is the Nation’s Most Progressive Family Owned logistics company. From their founding in 1850 to today, Taylor is currently in sixth and seventh-generation ownership. Their primary service portfolio consists of warehousing, both contract and public, freight brokerage, intermodal/drayage, and technology services. Taylor has stood to exceed customer expectations by diligently working harder, smarter, and longer than any logistics company while ethically serving their employees, their carrier base, the environment, and the motoring public. They pride themselves on a value system comprised of ethics, safety, teamwork, quality, and relationships. Everything Taylor does is designed to deliver the best in class performance. For more information about Taylor Logistics Inc., their facilities, and logistics services, please email firstname.lastname@example.org or by phone at 513.771.150.
Kitting is a standard value-added service offered by most third-party logistics companies. However, kitting is most commonly used in the e-commerce space; therefore, those outside the industry most likely are unfamiliar with kitting. Our team created this guide to help you better understand fulfillment kitting services, best practices, and how it applies to your supply chain.
What is kitting?
Defined, kitting is a service that combines various single items into one unit for sale, such as a subscription box containing multiple items. It is a beneficial eCommerce merchandising tool because it enables e-retailers to do more with the items in their inventory. Elaborate kits can include up to 20 different products, with the capabilities of a great warehouse management system it can accurately manage your inventory, as products morph from units to kits. Here are some different types of products that are typically kitted and assembled:
Subscription Box Programs
Benefits of Kitting?
Kitting services provide companies with many benefits such as a reduced number of purchase orders, decreased management costs, better utilization of space, and more rapid response to customer orders. The following items are additional benefits to kitting fulfillment services:
It can save you overhead costs
Allows you to focus on your core business
You don’t need to hire an in-house staff
Reduces shipping mistakes
Over the past couple of weeks, our operations, IT, and superuser teams have been working vigorously to transition five distribution centers into e-commerce centers. This was a massive undertaking for our team because; e-commerce granted customers can break open cases, which was an entirely new process for us. Unlike a traditional brick in mortar stores that orders everything in cases, e-commerce customers like Amazon order everything in eaches, which means that we had to completely update every item in all five warehouses to handle both eaches and cases. Due to the different variables, our team also had to update all the quantities, volumes, weight, etc. to reflect the each or case. On October 12th, after a bunch of testing from our warehouse management system partner Zethcon our warehouses went live as e-commerce centers.
Systematically with this new change, our team was able to achieve:
Sending the ASNs to all customers no matter in which way they ordered in the UOMs that they want BOLs & packing lists are in the customer ordered UOM.
We are able to send a UPS tracking number with the order number to the customers that placed an order online.
We are able to pick all orders no matter the UOM and have it make sense to the picker.
Not for resale sticker communication to the picker when applicable for parcel orders.
Worldship integration with Zethcon’s WMS Synapse and more.
Our superuser team Scott Dowers & Nina Wilson exceeded all expectations by trial and error testing as well as SOP creation. Without help from their training program, the transition would not have gone so smoothly. Our EDI provider, Pinnacle, was also enormous as we had to re-write every single map. Not to mention, our operations Managers Randy Newman & Shaun Fehr, created packout lines that are running extremely efficiently.
One of our DC’s was able to ship out 175 parcel orders right after the implementation. Another special shout out to Jeffrey Godfrey & Jerod Brewer, who is leading the way for this implementation. Mitchell Blake & Tina Myers are fixing IC issues right on the spot, and with these changes, we see fewer and fewer errors. An outstanding effort from everyone on Team Taylor to get such a significant accomplishment completed across the entire network.
We would like to Congratulate the September 2019 monthly winners from our team in Bellevue, NE. These awards are based off of productivity and QA points. To learn more about our warehousing awards click here.
Most Improved– Emmett Williams
Receiving– Justin Rundel
Loading– Emmett Williams
Putaway– Eddy Rosete
Picking– Nate Juhl & Shawn Emmons
Congrats to all the Winners!
The E-commerce Warehouse of Today
Traditional forms of warehousing are not able to keep up with the ever-shifting retail landscape. Today’s consumers can review, compare, and purchase items faster than ever. New retail trends have led many consumers to expect low-priced — yet astonishingly fast — processing, shipping, and handling. To achieve this new level of speed for customers, warehouses today look much different than they have in previous years. For instance, the size of the warehouses has increased significantly over the years. E-commerce has required businesses to not only stock a more extensive selection of items but also have additional space available for the technology and equipment facilitating the various high-speed processes taking place. Warehouses today also require much taller interiors to allow for vertical integration of storage, conveyor systems, and so on.
A New Way of Picking Orders
Warehouses used to be able to ship vast quantities of items to other businesses for sale. However, the model has shifted drastically as the new point-of-sale is in consumers’ palms — in the form of mobile phones, tablets, and other devices — rather than brick-and-mortar locations. For warehouse management, this means trends in purchasing are more challenging to predict, and now warehouses must stock more items. Furthermore, those employees and robots working in the warehouse must be able to efficiently pick and package individual items rather than load the entire pallet.
Manage All Order Types Under One Roof
There is no longer this notion of splitting up different order channels amongst various distribution centers (DC). In the past orders from different retailers came from one DC, all while online orders came from another center. There was even separation from small parcel shippers that operated using less-than-truckload to those who were shipping out entire palettes. Now with the use of a sophisticated warehouse management system, all the different functions of an e-commerce operation can be handled under one roof. Thus improving customer’s efficiency as well as overall cost.
At Taylor, it is our mission to exceed customer expectations by diligently working harder, smarter and longer than any logistics company while ethically serving our employees, our carrier base, the environment, and the motoring public. As a service provider, our most crucial goal is to provide the highest level of service for our customers and our customer’s customers. With thousands of other logistics company in a very competitive industry, customer service is the nucleus for how we conduct our business.
The foundation for excellent customer service is relationships. One of the most valuable relationships as a third party logistics company is the relationship we build with our carrier base. Without a go-to contact base comprised of best in class carriers, it would be impossible to meet delivery schedules, keep up with customers volume, and stick to rate benchmarks. We also leverage our transportation management system (TMS) to optimize carrier loads and reduce costs across truckload and less than truckload.
Carrier relationships are not only important on the brokerage side, but it is also crucial at our distribution centers. Our warehouse managers use data to improve loading dock visibility, coordinate live and staged trailers, and manage docking time to enhance the efficiency of our carriers and shippers.
Another essential aspect of developing a successful carrier relationship is communication and feedback. Open discussion based on facts builds trust, integrity, and respect. Understanding and respecting the value that each party brings to the relationship makes the relationship grow even stronger. In a great partnership, carriers will have the opportunity to run their business more smoothly, and shippers will have the power of data to achieve higher levels of efficiency in their operations all while reducing costs.
The automotive industry has a very complex supply chain consisting of ever-changing variables in a fast-paced environment. At Taylor Logistics in order for our automotive customers to avoid pricey in-house solutions that are difficult to manage we’ve customized our business to better suit the industry’s needs.
We help manage international loads, sorting, warehousing, overflow, and inventory reporting services so you can focus on your core business. Not only does Taylor have expectational warehouse services, but our complex service portfolio can also handle intermodal containers, TL/LTL shipments and railcar services to support inbound and outbound movement of all goods and parts. All of our services are tailored to assist in a seamless transition to the finished product.
At Taylor Logistics, upgrades come standard. Here’s quick look at our warehousing services:
- Transferring international loads to palletized loads
- Transferring crated products to tray
- Dry Van services
- Dump and Destroy
- Cross Dock Services
To learn more about our warehousing options and services talk with a Taylor Representative today.
When storing another companies’ products in your warehouse it is crucial that your operations team has a system for sanitation and workplace organization. At Taylor we utilize the practice of 5S which stems from concept of lean management.
Here are the steps of 5S:
- Set in Order
This requires all equipment and tools have appropriate areas within the warehouse. It’s important to sift through materials, keeping only the necessary items needed to daily complete tasks.
5S: Set in Order
It’s important to make sure all items have a designated location. Organize all workplace items in a logical way so they make tasks easier for employees. It’s also important to make sure each item has a specific spot to ensure that the team doesn’t put an item in the wrong place it also allows for managers to tell if something is missing.
After items are sorted and set in order it is time to clean. A clean and orderly warehouse ensures purpose-driven work place all team members. Look for potential safety hazards and hard to read labeling. Storage bins can be used for smaller items to prevent any loss.
Create a set of standards for processes and organization. For every item create rules for how and when they will be used. These standards can involve schedules, charts, lists, etc.
This step focuses on taking all of the previous steps of 5S and transforming them into ongoing habits to ensure continuous improvement. Sustaining a lean warehouse involves constant evaluation and discipline. The goal, after all, is to be as efficient as possible.
Working in a warehouse at times can be repetitive, demanding, and labor-intensive. How do you keep warehouse staff engaged and motivated in such an environment? One of the most important resources is a motivated team. How staff are treated and how they value the company has direct impact on our overall success and competitive advantage. With our warehouse team being such a critical part of the company Operations Manager Randy Newman in Bellevue, Nebraska came up with a creative and innovative way to keep our staff motivated.
Who doesn’t love a little friendly competition? Internal rivalry is an effective way to ignite motivation as well as boost performance and productivity. To avoid stress and hostility, great managers must know effective ways to help competition benefit the workplace. Randy has successfully implemented a friendly competition that has our warehouse staff excited and motivated for work each day. He came up with a monthly awards system that are given out to warehouse staff. Awards such as monthly picking winner, receiving winner, putaway winner, loading winner, and most improved. These awards are based off of three different criteria accuracy, efficiency, and teamwork. It’s not all about who gets the job done fist but who does it with these three things in mind. It’s human nature to thrive on success. We simply love it when we meet a target because it’s proof of our hard work and achievements. All awards are complete with bragging rights along with a WWE style belt that can be worn for the shift or simply held for a picture to be added to our warehouse board.
Since the implementation of Randy’s award system, we have had a great response from both warehouse staff and management. Healthy contest has made the team stronger than ever. Even though the awards are given out individually it’s teamwork that makes them possible. All in all, the awards have encouraged team members to use the competition as an opportunity for personal growth, to learn from each month’s winners, and to be more motivated. It’s creative ideas like Randy’s that are what makes Taylor’s workplace an environment for all to succeed.
Since transitioning to our new warehouse on International Boulevard in Cincinnati, Ohio our operation managers have decided to implement new principals into our daily practice. At our old facility all employees, visitors, and contractors were required to wear the standard yellow safety vest. Having everyone in the same colored vest made it hard for managers and employees to distinguish team Taylor from contractors on the warehouse floor. Grant Taylor General Manager of Contract Warehousing had an amazing idea to order different colored vests and create categories for the various different colors. Taylor employees in yellow, contractors and visitors in orange, and all management in a tri-colored vests. This way everyone can spot who is who on the warehouse floor.
Since the implementation of the different vest categories we have had great response from warehouse operators and our warehouse management. Clay Revis Taylor’s World Park Warehouse Manager states “ It’s more of a safety thing than anything, there are several projects happening on the warehouse floor. It’s nice to look out and see where the contractors are” . At Taylor we are always looking for ways to improve our processes and by doing so we follow a procedure called 5s. 5s is an organization technique to create and maintain an intuitive workspace. Given the name 5s there are five essential categories sort, set in order, shine, standardize, and sustain. The implementation of the safety vests falls under the 4th S which is “standardize” set standards for a consistently organized workplace. As we continue to refine practices we will be using the 5s model to help guide us to a safer and more profitable warehouse.
Is it possible to utilize your warehouse space by over 100%? A Taylor warehouse location in Monroe, Ohio has over 13,000 locations, capacity and pallets with nearly 570 staged inventory. This warehouse is solely dedicated to one customer with two different types of products (cans and bags). During the February facility utilization report printed on 2/13 Operations Manager Shaun Fehr found a shocking figure that the space utilization was 101.15%.
How is this possible? Due to the high demand of the customers products it was a high priority for our operations team to figure out how to add more inventory with limited space. They came to the conclusion to put two pallets into locations that would normally just have one pallet. The below chart shows capacity as 13,158 and total palettes as 13,309 with this new configuration we are able to store 151 more pallets of product.
We continue to refine our practices in order to produce seamless and efficient work for our customers. It is important to us to focus on reducing cost and increase service throughout the DC network for our business partners.