May 17, 2020

Supply Chain Intelligence

Supply Chain intelligence
IT systems
ERP systems
Freddie Pierce
3 min
Technology in the supply chain
By Steve Rees, Wesupply In modern and constantly moving supply chains intelligence and insight have become highly sought after by customers and supplie...

By Steve Rees, Wesupply

In modern and constantly moving supply chains intelligence and insight have become highly sought after by customers and suppliers as key governors of their performance and efficiency. Intelligence is where IT systems can ‘make decisions’ about transactions in order to focus human intervention where absolutely necessary. Insight is the provision of information and trends about supply chain activity that can be used to measure success. However, building intelligence into supply chain processes and accessing critical insights about performance is, as Steve Rees of Wesupply argues, easier said than done.

ERP systems have come to be seen as something of a panacea for supply chain inefficiencies as they are at the core of automated supply chain processes.  But there are parts that even the best ERP systems cannot reach. Rees’ main premise is that ERP is largely a ‘historical’ system. It is not its primary purpose to manage and monitor transactions as they happen. This is where intelligence and insight is needed most – so that actions can be taken and problems resolved in real time. He highlights three key problems with ERP led supply chain insight and intelligence.

Erroneous transactions

Thousands of trades and transactions pass daily between many buyers and suppliers, from orders and confirmations to shipping notices, invoices and payments. The accuracy of these data exchanges needs to be governed automatically as they happen, as people within the buying and supplying community simply don’t have time to check them. Errors can lead to a number of business problems, from reduced retail sales to serious supplier cash flow problems. Back end ERP systems are not focused on finding the flies in the ointment that will have a negative effect on customer and supplier businesses.

Delayed reactions

While intelligence within systems is important in removing errors, it’s vital for the buyer and supplier to know quickly when these errors are occurring. ERP systems are good at providing long term insight and data into supplier performance over time, but here’s the rub; by that time the problems have occurred and the damage may already be done. The customer needs to nip problems in the bud quickly. The supplier needs to know if they are underperforming instantly, so that they have the chance to address simple issues before they become serious. This requires instant insight into current performance, not past performance. Supply chain relationships are an investment made by both parties and immediate understanding ensures that these relationships don’t become a costly waste for all concerned.

Common ground

Insights drawn from an ERP system have another problem in addition to being ‘old’. They also are owned by one or other party. In many cases, where both supplier and buyer have their own systems in place, there will be two versions of the truth. In other cases, where one or other party is too small to invest in an ERP system, there may be a severe imbalance in the ability to resolve problems quickly and cleanly. Settling issues and disputes can become difficult, straining relationships. It becomes far easier if just one source of information exists. This means that the data must come from the point of information exchange, where it is effectively sitting in the ‘common ground’ between the two parties. Third party EDI services provide this capability and regularly help supply chain partners to review and resolve issues from a more objective and immediate stance.

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Jul 27, 2021

UPS Posts Record Second Quarter with Revenues of $23.4bn

2 min
UPS enjoys consecutive quarters of record profits with growth across all segments, and completes divestiture of UPS Freight

Growth across each of its core segments resulted in record results for UPS in the second quarter, with group revenues climbing 14.5% year on year to $23.4bn. 

The global logistics outfit achieved consolidated operating profit of $3.3bn, up 47.3% compared to the same period in 2020. It is the second consecutive quarter of record profit, and a significant rise on Q1’s $2.9bn. 

UPS Q2 Revenues in Brief

  • Consolidated revenues: $23.4bn (+14.5% yoy)
  • Domestic: $14.4bn (+10.2%)
  • International: $4.82bn (+30%)
  • Supply Chain Solutions: $4.2bn (+14.3%)

The US company’s domestic segment performed steadily with 10.2% revenue growth to $14.4bn. But it was its international and supply chain solutions segments where UPS saw the biggest gains. Strong demand in Europe led an increase in international revenues of 30% to $4.82bn. UPS’ supply chain solutions division saw revenue growth of 14.3% to $4.2bn, driven, the company said, “by strong demand in nearly all businesses”. 

UPS’ steady growth throughout the pandemic has been led by the overarching vision of its chief executive Carol Tomé to do “better not bigger”, focussing on efficiency and high margin deliveries through its network over pure scale and volume. 

“I want to thank all UPSers for executing our strategy and delivering high service levels, which fuelled record financial results in the second quarter,” she said. “Through our better not bigger framework, we are moving our world forward by delivering what matters.”   

UPS Completes Sales of UPS Freight 

The second quarter also saw UPS complete the divestiture of UPS Freight in a deal worth $800m - with a surprise result for the division, now called TForce Freight, under new owner TFI International.

“The second quarter was historically significant for TFI International, with the closing of our UPS Freight acquisition and record performance across the board,” said Alain Bédard, chairman, President and Chief Executive Officer, TFI International. “Particularly gratifying is the performance of TForce Freight, which has exceeded our operating ratio targets far ahead of schedule, and we have only just begun our work.”

In it first two months of ownership TFI reported that adjusted operating ratio (OR) was 90.1% for TForce Freight, far outperforming its forecasted OR of 96-97%. 

“I wish to thank our entire team for their hard work and remarkable efforts, and officially welcome aboard our new TForce Freight colleagues who have seamlessly come under the TFI umbrella and are already making stronger than expected contributions,” Bédard added. 

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