The Best Ways to Share Inspiration


Tristan Sweat, Content Manager

Great speakers are memorable because they find ways to drive home key messages through stories that resonate with us all. Hopefully, you’ve attended a conference with speakers who motivated, encouraged, and inspired you either personally or professionally. But what do you do after the event? How can you share that excitement and implement the challenges set forth when you return to work?

This week, LeanLogistics hosted ClientConnect ‘16 at the Loews Hotel in downtown Chicago. The two-day seminar provided motivational speakers, discussions with supply chain experts, technology work sessions, and good ole’ fashion networking with shippers, carriers, software users, and analysts.

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What the Speakers Shared

Josh Linkner: Josh Linkner, a very successful entrepreneur and the founder of e-Prize, shared five tips to innovative thinking. He encouraged attendees to think about ways to defy tradition. Forward thinking involves evaluating status quo and seeking out new ways to accomplish the same task…faster, smarter, and with greater results.

Dr. Larry Burns: Larry Burns advises organizations on the future of mobility, logistics, manufacturing, energy, and innovation. He is currently assisting engineers at Google as they work through the challenges of a driverless car. One of his key takeaways was to dedicate a lot of time to deeply understand a problem before you try to find the solution.

Seth Mattison: When it comes to predicting workforce trends Seth Mattison is the expert. He helps executives understand communication barriers that can develop between generations—and how to overcome them. He believes flexibility is the key to bridging the communication gap, and he encouraged everyone to follow the three Cs: courage to embrace change, curiosity about what’s new, and commitment to building a better workforce.

All three speakers made a significant impact on attendees at ClientConnect ’16. We’ve already received fantastic feedback from clients including this response: “This was my 1st conference and I learned so much from these 2 days. I can’t wait to go back to my office and share this information.”

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The Best Ways to Share Inspiration at Work

So what are the best ways to keep the momentum from a great conference moving forward when you return to work? Here are a few tips to share inspiration with coworkers.

  1.  Write a company blog post — Share your experience by writing a fun blog post about it on your company’s intranet. Be sure to include tips, pictures, and if possible, the speaker’s slide deck.
  2. Host a Lunch and Learn — Schedule a room around the lunch hour to share a short presentation about what you learned. Save time for a Q and A session.
  3. Set up an Inspiration Wall — Find a centrally located wall in the office where everyone can share their favorite inspirational quotes.
  4. Company Challenge — Host a company-wide challenge. Pick one challenge from a seminar speaker you heard from and share it with the whole company. Set a deadline for everyone to report back on their progress or success.

We hope everyone who attended ClientConnect ‘16 left inspired, full of new knowledge, and ready to tackle all of their transportation hurdles with vigor. Thank you to everyone who attended. We look forward to igniting inspiration again next year.

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Five Tips to Network Like a Pro at ClientConnect

Stacie Vroman Client Services Manager LeanLogistics

Stacie Vroman
Client Services Manager

In this day and age, technology makes us feel more connected, but the type of connections you build over social media are not the same as talking to someone face to face. That’s why I am excited about LeanLogistics’ ClientConnect in Chicago in just two weeks. I know I will get to talk to my customers on a personal level and have the opportunity to hear them explain what is going on in their business and how I might be able to find solutions to problems they are facing.

Building a strong network is so vital in the supply chain industry where change is a constant. An issue your company is facing may have already been tackled by an industry peer and your professional connections could help bring about a solution faster. ClientConnect provides the opportunity to network with our operational experts as well as other customers.

All networking events are designed to be fun, but it’s also helpful if you have a game plan in mind to get the maximum benefit out of your time at the event.

Here are a few tips to keep in mind to network like a pro.

  1. Review the Attendance List — Look over the attendance list to see who will be at the event and create a list of three people you want to strike up a conversation with. Identify people who are not in your normal network or industry.
  1. Prepare Questions — Have a few general questions in mind you can ask someone new to keep the conversation moving forward.  Example: How long have you been a client of LeanLogistics?
  1. Move Around the Room — While it can be fun to reconnect with people you already know, make sure you are moving around the room. Introduce yourself to someone new and share your business card.
  1. Get Social —  Join the conversations online during the event. Follow the hashtag and share your thoughts on the information presented by the keynote speakers.
  1. Follow Up —  Send a quick follow up note to help build the connection. Example: It was great meeting you at ClientConnect. Let’s stay in touch.

You can easily follow all of these tips with the help of the ClientConnect ‘16 app. It’s already available for download and has the attendance list, agenda, and networking opportunities right at your fingertips.

It also contains information on all the labs we are offering during the event. You can review the description, see who is leading the discussion, and add it to your calendar. The labs provide a hands-on approach on how to utilize and implement pertinent functionality or a process which will have an effect on improving cost or service to your business.

I am psyched for ClientConnect and I hope you are too. It is a huge benefit to our customers and provides a fun arena to grow your professional network—just one more way we are building better supply chains together.

Fleet Whiteboards, Spreadsheets, and Paper…Oh My!

Jeff Wood Product Launch Manager LeanLogistics

Jeff Wood
Product Launch Manager

When visiting the LeanLogistics headquarters you’ll see whiteboards everywhere—we use them for brainstorming, strategy sessions, and project updates. Whiteboards are  useful for a variety of purposes, but not an effective tool for managing a fleet. One of our goals during the development of LeanFleet was to give transportation managers the opportunity to replace their whiteboards with consoles.

Managing the planning and execution of a private fleet at a high level requires access to near real-time data regarding the positioning of assets and the availability of resources. During the development phase of LeanFleet, we made several on-site customer visits to observe their daily workflow. We noticed manual processes causing limited visibility to the supply chain.

Whiteboards —Some transportation teams used whiteboards to assist in tracking driver and asset locations for pick up, delivery, and backhaul.

Spreadsheets — Manual processes were in place to keep track of driver assignments, days off, and driver and asset availability.

Paper Information — Drivers were handed paper information with their load and stop details.

Manual entry accounts for an immense amount of time and labor and enhances the opportunity for human error. LeanFleet erases the need for a whiteboard by providing real-time information about fleet assets electronically, including a function that automates the selection of drivers based on a variety of factors including proximity, hours of service, and calendar events. Once the information is in LeanTMS, it can be retrieved at any time from any location providing visibility outside of the office.  We also saw an opportunity to allow companies to leverage their telematics investment to send dispatch information directly to the driver’s truck.

One Platform, Single Workflow

Some of our customers were experiencing a different set of obstacles as they tried to maintain a blended transportation strategy. Shippers using fleet assets as well as common carriers had to navigate through several different systems for everything from planning to settlement. Now, they can handle all planning and execution on one platform in a single workflow.

We have stayed in close contact with our customers who allowed us to observe their workflows as we developed LeanFleet. They were involved in reviewing prototypes and beta testing that provided valuable feedback that we incorporated into the product along the way.

Planners are excited about the visibility that will allow for better management of their fleet resources. Dispatchers enjoy the opportunity to eliminate spreadsheets and communicate directly with drivers via messaging. Drivers have responded well to having their assignment information relayed directly to the telematics system in their truck. Managers have experienced the value of having one system when reviewing reports and analytics to find ways to save money in their supply chain.

What’s your workflow say about your transportation strategy? Do you have a bottleneck we can help straighten out? Our developers love a challenge. Let us know how we can partner with you to build a better supply chain together.

How to control transportation costs in the aquaculture industry

Aquaculture Blog imageNorway is the world’s second largest seafood exporter and the equivalent of 37 million seafood meals produced by Norway is consumed worldwide each day. In 2015, Norway exported NOK 74.5 billion (€7.86 billion) worth of seafood – 8% more than in 2014. 67% of exports go to the EU.

The unpredictability of harvesting live fish puts great pressure on the supply chain. Knowing customer demand but not completely knowing supply volume creates uncertainty as to whether the demand can be satisfied. And this leads to unknown transportation volumes.

This, together with short lead times to reach customer sites, can result in the shipper either having a surplus or shortage of transportation capacity which then leads to increased costs as the real capacity is determined.

LeanLogistics is running a half day and evening event to address this transportation challenge in the aquaculture industry. The event will be held in the luxurious five star The Thief Hotel in Oslo, Norway on 12th May 2016.

LeanLogistics has helped companies save between 5% and 15% of their transportation spend by using LeanLogistics Transportation Management Software (LeanTMS). Marine Harvest, a keynote speaker, has been a LeanLogistics customer since 2013 and has already saved up to 5% in transportation costs.

Attendees will have the opportunity to learn how to reduce transportation costs and control freight spend via automated self-invoicing using LeanLogistics’ Transportation Management System software (LeanTMS).

Attendees will also:

  • Learn how LeanLogistics helped Marine Harvest improve their supply chain
  • Hear about Norwegian transportation challenges from the Institute of Transport Logistics
  • Discover more about the Norwegian seafood industry from Sjomat Norge – the Norwegian Seafood Federation
  • Learn about recent trends and market developments from DNB Markets
  • Have the opportunity to network with peers in the aquaculture industry in a relaxed environment over lunch or dinner

Presentations will also be given by LeanLogistics senior management describing the features and benefits of the European LeanTMS solution and future product plans.

More information:  To register for the event


Fleet Management Cost Savings in Oil&Gas

Ben Norg is an Account Development representative at LeanLogistics.

Ben Norg is an Account Development representative at LeanLogistics.

I had the pleasure of attending the Canadian Energy Supply Chain Forum in Calgary, Alberta a couple of weeks ago.  With roughly 400-500 people in attendance, I’d say the event had a pretty great turnout.  There was a good mixture of attendees from Oil/Gas Companies, suppliers, and a wide variety of solutions providers.  The main focus of the forum was to explore the importance of Supply Chain as it relates to Oil/Gas operations, and the effects that supply chain can have on the bottom line (price per barrel of oil).

I gained great insight on the industry by attending some of the speaking sessions, talking to other attendees and reading through some of the provided materials.  Canadian energy companies are exploring ways to reduce costs so that they can compete with the lower-priced oil being produced in the United States.  Additionally, organizations are changing their focus from producing as much oil as possible to producing oil at the lowest cost possible.

The JuneWarren-Nickles Energy Group not only hosted this event, but they also built out a great research report that highlighted some of the projects that Oil/Gas supply chain professionals are currently looking into and why.  Whether upstream, midstream, and downstream the results were very similar.  Supply Chain professionals consider Fleet Management as their top priority for the year.  Although Fleet Management did not project

Companies identified that their main interest in Fleet Management is its ability to give them real-time data that they can use to drive efficiencies.  The goal is that through fleet management, companies will be able to better utilize their assets and optimize their fleet movements to ultimately drive savings and improve the bottom line.

LeanLogistics can help Oil & Gas companies through the use of LeanTMS and our Fleet Management Module.  LeanTMS enables companies to automate their planning, execution, settlement, and procurement processes, which results in visibility, transportation process improvements, increased efficiencies, and reduced costs.  Through the use of our LeanFleet module, companies can optimize daily planning and execution of their assets, gain visibility into vehicle routing and related costs, improve the utilization and productivity of their assets, automate consolidation and scheduling and reduce their carbon footprint.

Here’s an example.  Consider you’re managing a drill site, and you’ve got trucks hauling equipment, frac sand, water, and crude to and from a particular location, when all of a sudden, something happens causing this site to go down.  What do you do?  This is where LeanTMS comes into play.  LeanTMS gives you the visibility, execution tools, and intelligence needed to successfully address the situation.  Now you can see where your assets are. You can re-route these supplies in order to avoid a bottleneck, or you can re-route a truck with the parts needed to get the site back up and running.  We know how important it is to keep your operation running, and our goal is to give you the tools you need to proactively solve these types of issues.

LeanLogistics has proven to be a viable solution for Oil & Gas companies that are looking to improve their supply chains.  Our solution is tried and true, and what sets us apart from our competitors is that the technology can be fully implemented in weeks vs. years.  That’s the beauty of a true SaaS solution.  Fast implementation also means that you’re able to realize the ROI much faster (in months rather than years).

If you are interested in learning more about how you can increase visibility and satisfaction while lowering costs in your supply chain; you can contact LeanLogistics at


Including Risk Management in Supply Chains

We’ve all seen the news, and some of us are living through the nightmare of the 1000 year flood happening in South Carolina. The state is dealing with over a dozen reported fatalities, boil water advisories, displaced residents, dam breaches, and 70 miles of I-95 road closures.
Hurricane Joaquin didn’t just affect domestic supply chains, either. An El Faro cargo ship sank in the middle of the Caribbean, having been stranded in the hurricane’s path.
There’s more trouble ahead for South Carolina, and that is also true for our supply chains.
Disruptions happen all the time in transportation – trucks breakdown, loads shift, and road construction or accidents cause traffic delays; even seasonal increases in demand can have a negative impact on operations. Most of these minor issues are easy to correct, but are you prepared for a major disruption caused by unforeseen, large-scale events, such as natural disasters?
Your risk management team is; they have, at the very least, an Emergency Response Plan (the other ERP) and a Business Continuity Plan. It’s guaranteed to cover your workforce, and it carries insurance information to repair any damage to your facilities. They have a comprehensive list of what kinds of disruptions your company as a whole can face, and in light of that risk assessment, they’ve put in place a plan for how to maintain operations, even during the worst-case-scenario.
It is the FEMA of your organization. And your supply chain.
We, as an industry, can learn a few things from our fellows in risk management. An effective disaster recovery plan isn’t just about crunching numbers and theoretical solves. It’s about continuous improvement, and it’s about practice. That practice could be a couple hours of drawing out a scenario – massive flooding in a particular state or region, for instance, and considering how effective your written plan is. It allows you to find the kinks before they become huge problems in an actual emergency event.
As an example, your supply chain and risk management teams could meet in a room and discuss what would happen if Facility A had to shut down suddenly. Your Safety Manager is going to consider how to keep employees safe (do they need to shelter in place? If so, are there enough supplies to sustain the workforce there?). You need to consider which facilities could take on the lost production – maybe Facility B is considered too close to the affected area, and so Facility C, further out, will need to plan for an increase. How quickly can they accommodate? Do you have carriers that can take on the extra freight out of the area of Facility C? Through this practice run, you can find gaps and fill them.
We’ve covered the basics of what information helps you prepare for disruptions before.
Planning for an emergency isn’t just about the immediate needs of your supply chain, either. A true BCP can help determine the length of time for full recovery from a major event. A fire in only part of a warehouse, for instance, may cause a few months’ worth of backup. A flood covering half of a state with continued risk of dams breaking and at least a week before rivers crest? Expect to see ongoing issues for a long time. We’ve seen how a single disruption can last for an extended amount of time.
It’s too late to make policy changes for what’s happening, but these moments remind us to revisit our current plans. As the flood waters recede, you should take stock in how your company managed. How effective were your planned solutions for moving operations to a secondary site or redirecting freight? Was your team prepared and able to handle those changes smoothly? What did you miss previously, and what did you learn?
Partner with your risk management team to ask some of these questions, answer them, and plan again. Just like your supply chain, a BCP requires maintenance; your safety team is already doing it, and you should be part of that process. Don’t allow a sudden disruption to dictate your supply chain success. Think like a Safety Manager and plan ahead.

For more information about planning for disruptions, check out the following: Optimization Cheat Sheet, “Transportation and Supply Chain Resilience” (with Talking Logistics)

West Coast Port Shut Downs: What’s the Impact?


John H



John Hamelink, Senior Account Manager for LeanLogistics, discusses the West Coast port shut down and how supply chains can respond through careful planning and alternative transportation methods.

A tentative agreement was reached this past week between the International Longshore and Warehouse Union (ILWU) and the Pacific Maritime Association (PMA), thus ending the 9-month standoff between the parties operating the US West Coast ports.  This is great news, but we must temper our excitement, as most estimates are that it will take several months to have the backlog cleared at the ports before they get back to “normal” operations.  Also, the tentative contract must be ratified by both parties, which will take several weeks.  In past contract situations that involved work slowdowns, normal productivity levels were not reached immediately.  However, both the PMA and ILWU have committed to return to full productivity levels immediately.  We will know more as we go along.

Supply chains today need to be able to withstand disruptions of this sort, whether they are short-lived impacts (traffic gridlock in Chicago) or longer-standing issues like the port strike.  In order to mitigate risk, companies must have a deep understanding of the impacts caused by bottlenecks or congestion in the supply chain.

Companies should be asking themselves, “What did we learn from this?”, and “What strategies should be put in place to protect the business from being crippled going forward?”


First, let’s step back and look at the magnitude of the recent port slow down. Who was impacted and how?

  • Small imports resellers: I recently heard of an Easter basket distributer that imports baskets. It is possible that some of those baskets may still be floating on the Pacific come Easter Sunday. The financial loss is huge for such a small business.
  • Retail chains: For hard goods, soft lines, toys, and electronics being imported for sale, companies were not able to run some of the Christmas product line promotions they had planned 11 months earlier.
  • Agriculture: The impact of the port slowdown was particularly hard on the perishable growers that export their produce, as any deceleration means product loss. This isn’t just an impact for inbound deliveries to the U.S., but also for those growers and producers trying to export out of the U.S.
  • Production: Parts, parts, and more parts come from all over the world to supply manufacturers. No parts = no finished products, period.
  • Transportation: Ocean carrier Maersk Line has canceled sailings, while China Ocean Shipping (Group) Co. said it will skip at least one port. Truckers that normally haul an average of five containers a day away from the Port of Oakland, Calif., are lucky to haul one. A West Coast customs broker said that her customers are being assessed as much as $300 a day for containers that sit too long on the docks, though the containers are trapped there, and it is out of the control of the customer.

This list could go on.  The ripple effect is deep, wide, and almost no one is immune to the consequences from a disruption in the supply chain of the West Coast ports slow down.  This ripple effect is why disruptions must be anticipated and planned for.

Mitigating Risk

What should be considered going forward for dealing with the West Coast ports?  Many shippers are realizing there are alternatives that, although not in the original plan, allow their supply chain to continue to move.  Here are some of the tactics that are being used to work around the slowdown:

  • Redirect to alternate ports: Obviously, rerouting to alternate ports, such as Houston or Jacksonville, becomes the logical next step for ocean freight. Some shippers are going as far as the East coast ports.  The positives are that containers are available for transport as scheduled with minimal delays.  The negatives are the increased costs and increased transit time (up to an additional 14 days).
  • Air Freight: For those that have more time-sensitive freight, I’m seeing an increase in air freight, as many shippers are trying to increase buffer stock to shoulder them through the whiplash effect from the West Coast ports. The positives are that air transport has high availability, with the downside being the extremely high cost and lower overall shipment volume.  Ultimately, it will impact the cost to serve many customers.
  • Reshoring: In a 2013 SCM World report, 57% of respondents were planning on reshoring some, if not all, of their manufacturing. At the time, the reasons were centered on cost, risk, and market responsiveness.  For those that made good on this goal, the West Coast ports were less of an impact, but for the 43% that weren’t planning to reshore, they’re probably rethinking it now.

Final Thoughts

So, is it over? Can we expect to go back to business as normal? The announcement of the port strike’s resolution is definitely a step in the right direction, but it reminds me of the time the Teamsters shutdown Detroit some 50 years ago.  While the immediate result was a ratified contract with higher wages, job security, and better benefits for the union employees, the real impact began to unfold over the next several years and even decades later. The automakers were forced to develop strategies to protect themselves from future shutdowns. Detroit would no longer be the only place that made cars, and soon we saw outsourcing to new suppliers.  This affected local businesses that thrived on the auto industry, both directly and indirectly.  Ultimately, the city of Detroit was left behind the wake of business. In the end many parts of the city were left in ruin, and the city filed for bankruptcy. To survive, we need to remain agile.

Examples like the port slowdown show us that supply chains are never fully insulated to disruptions but can be adequately prepared to reduce or counteract those disruptions.  As supply chain planning becomes more sophisticated and takes into account risks like the West Coast ports, we’ll find that we’re ultimately reducing costs and building a better supply chain in the process.

Exclusive Aberdeen Report: Descriptive, Prescriptive, and Predictive Supply Chain Intelligence

Top performing companies are transforming and harnessing data adopting advanced analytical and dynamic optimization capabilities. Starting from descriptive analytics of  the current state they are moving to predictive analytics to describe the future or alternate states , and prescriptive analytics to optimize outcomes during supply chain planning and execution phases.

Over two thirds (65%) of companies now believe they need to improve their analytics. The use of optimization and data analysis to turn big data into intelligence and drive business decisions cannot be ignored any more – not if a business wants to be successful. Today’s enterprises are looking to reduce costs and improve operational performance in the context of their increasingly complex and multi-tiered global supply-demand networks. The importance is only amplified for those with global supply chains and partners.

Recent research reports suggest that contributing factors include:

1) the growing availability of business data to analyze

2) the high velocity and complexity of business decisions and rules

3) technological improvements in data collection and analysis

4) increased need to determine total cost to serve across new logistics/transport channel/lanes

All these factors have driven the need and desire for business to base decisions-on optimization of the company supply-demand network spanning both the current and future state scenarios. Today’s challenge in optimization goes beyond the current state Companies need to provide more future-looking answers and recommendations to execution decisions that cannot be addressed by historical analysis. Indeed this requires a move from current state descriptive analytics to analytical optimization that applies prescriptive and predictive intelligence during both planning and execution phases. Yet only 30% state they are capable and operationally ready to develop new strategies to address the changing customer requirements.

In the recent Aberdeen report, SUPPLY CHAIN INTELLIGENCE: DESCRIPTIVE, PRESCRIPTIVE, AND PREDICTIVE-OPTIMIZATION, researchers from the Aberdeen group provide best practices for addressing analytics within the supply chain.  The report identifies what tactics top performers utilize, how companies can integrate prescriptive analytics, and next steps to drive change with analytics in their organization.

Download the exclusive Aberdeen report today!

Is Your Supply Chain Dynamic Enough For Today’s Business Environment?

2014-12-04_10-24-50 - Mike Levans picMike Levans, Group Editorial Director for Logistics Management, drops by the LeanLogistics blog to discuss dynamic supply chains and the need for visibility


Today’s logistics and supply chain management operations play a more critical role in a company’s success than they ever have in the past. And the more dynamic your supply chain operations are, the better positioned your company will be to compete in our technology-rich, consumer-centric business environment.

In today’s omni-channel fulfillment world—where the pressure is on to deliver anything, anytime, from anywhere—it’s no wonder that a growing number of logistics professions are turning to technology to help them effectively manage and orchestrate their own dynamic supply chains.

Today, not only does supply chain management encompass the planning and management of all activities involved in sourcing, procurement, and logistics activities, but it includes coordination and collaboration with channel partners, including suppliers, intermediaries, third-party service providers, and customers.

The concept sounds simple enough in theory, right?

But add an era of permanent business volatility and ongoing uncertainty to the mix, and the modern-day supply chain becomes that much more challenging. In order to continue grabbing opportunities and leveraging market conditions, shippers need dynamic supply chains that go beyond just planning, producing, and delivering the goods on time.

As Mark Pearson, a columnist for Logistic Management recently wrote: “Moving from the ‘integrated’ to ‘dynamic’ supply chain model enables companies to view their supply chains as adaptable ecosystems of processes, people, capital assets, technology, and data. They strive for flexibility and visibility where it matters and focus their efforts on operational agility that drives profits, and not just short-term efficiencies.”

On the way to creating the dynamic supply chain, more logistics and supply chain professionals are implementing visibility tools that connect them with real-time, accurate inventory, order, and shipment information necessary for both inbound and outbound freight networks.

By integrating these solutions, shippers, customers, and business partners all benefit from real-time data, reporting, and alerts. And with supply chains becoming increasingly global in nature, the requirement for such high levels of visibility—and the technology that supports such capabilities—will only increase in the future.

So, are you ready to learn how to create a more dynamic and effective supply chain in today’s constantly changing business environment?

Be sure to attend Visibility for Dynamic Supply Chains = Best Practices for Everyone on December 18th at 2pm ET.

During this 40-minute webinar, LeanLogistics’ industry experts will discuss the critical role of visibility to dynamic supply chains and provide case study examples that detail the challenges, solutions, and results that transportation professionals can learn from.

From this insightful event, attendees will learn how the improved knowledge of service, cost, and operational efficiency all contribute to overall best practices and continuous improvement in today’s business environment.
Michael Levans, Group Editorial Director
Logistics Management
Peerless Media, LLC

November Webinars: Canadian Market Trends & Supply Chain Visibility

LeanLogistics is hosting two webinars in November, focusing on visibility trends of shippers in two very different marketplaces.  These webinars are intended to inform, identify best practices, and give real examples of supply chain market trends as it applies to visibility around real-time cost, ROI, capacity, and business process efficiencies.

Canada Webinar Landing Page Banner

November 18th, 2 pm EDT

LeanLogistics Webinar: Canadian Transportation Marketplace Trends

The Canadian transportation market faces many challenges, specific to the region, due to a vast geography, ever evolving taxation requirements, and an emphasis on asset utilization. Transportation in Canada requires a focus on local performance metrics, with association to the larger North American transportation marketplace as cross border and port issues continue to add pressure for supply chain professionals. By understanding the Canadian-specific issues at hand, shippers can use best practices to get the needed visibility into their supply chain.

In this webinar developed for the Canadian transportation marketplace, experts from LeanLogistics and Bison Transport discuss the issues and trends in Canada and how shippers can use supply chain visibility to make transportation a competitive advantage.

Key discussion points include:

  • Understanding how manual processes and lack of visibility increase risk in the supply chain
  • Financial impacts through supply chain visibility (ex. savings through mode shifts)
  • Regional and transportation mode trends in Canada

Hear from our expert speakers:
SPECIAL GUEST: – Norm Sneyd, VP of Business Development at Bison Transport

Bill Croner, Account Manager, LeanLogistics
Mike Madden, Logistics Manager, LeanLogistics






November 20th, 2 pm EDT

LeanLogistics Webinar: Supply Chain Management: How Critical is Visibility?

Today’s supply chains are becoming more and more complex as shippers try to find the right balance of cost, service, and technology.  For many, visibility into the supply chain is a constant need since data on compliance, financial performance, and basic tendering results become the test of a healthy supply chain.  Depending on the complexity of the supply chain, true visibility requires participation from partners, suppliers, and customers.

Join Ashley Furniture as they tell the story of the need for visibility to all aspects of the end to end supply chain execution and how transportation technology allowed for visibility into their own fleet performance.  Even mature supply chains can find areas of cost savings or control and Ashley Furniture will share how using best in class SaaS technology and supply chain expertise enables growth in the organization.

Key discussion points include:

  • Visibility being a critical component at each stage in the supply chain
  • Solutions that work for the corner office and for the load planner
  • Best practices for implementing technology in a mature supply chain

Hear from our expert speakers:
SPECIAL GUEST: – Jon Kuerschner, Vice President – Supply Chain Systems, Ashley Furniture

Jason Nurmi, Vice President of Technology Services, LeanLogistics