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Proactive Supply Chain Management
Prior to the recession and downturn in global trade, importers would not have given much consideration to issues such as vessel space and equipment availability. During times of uncertainty we have made it a priority to maintain dialogue with our customers to advise how slow steaming and extended transit times may affect existing and future orders.
Recent gaps between vessel supply and cargo demand has resulted in a rationalisation programme including delaying delivery, idling new tonnage, early scrapping of older tonnage and off-hiring of chartered vessels.
The removal of vessels, increased transit times and concerns for the environmental impact of fast steaming have contributed to the disruption of lead-time templates. With the satisfaction of customer demand at stake, especially when speed to market gives a distinct advantage for importers and retailers, we have had to rethink how we manage our supply chains.
Emphasis has been placed on prioritising existing orders as altered lead-times has resulted in extra pressure to find space in warehouses after schedule and to rearrange the delivery of goods. With orders yet to be shipped we saw an increase in demand for already tightly controlled vessel space, so we re-issued forecasts to shipping lines in preparation for the sudden increase in demand.
We feel that by being proactive and efficiently prioritising orders, our customers’ needs will be met as we approach the impending peak season. We promise to always inform our customers of any impending issues which may occur in this ever changing industry.
Article written on
Thursday, August 5th, 2010 and is filed under
General .
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