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Data, analytics and intelligence are now at the forefront of supply chain operations, and companies that are deriving operational value out of supply chain data are gaining a competitive advantage.

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For retailers, keeping shelves stocked with the right products at the right time is crucial for maintaining customer satisfaction and maximizing sales. Disruptions in the supply chain — whether from delayed shipments, inefficient transportation or mismanaged inventory — can lead to empty shelves, missed sales and frustrated customers.

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E-commerce, growth in the omnichannel and a proliferation of products mean that today's consumers are more demanding than ever. Not only are they looking for a wider variety of product choices, but they also expect those products to be in stock, whether they're shopping online or at their local grocery store.

What's more, technology means consumers have an increased number of purchasing options and can take advantage of an always-on shopping experience for items ranging from socks to macaroni and cheese.

All of this is placing added pressure on shippers and their supply chain partners. Logistics providers are working to ensure success by utilizing route optimization, incentivized scheduling, and real-time electronic tracking and communication. As a result, the $1.45 trillion logistics industry is experiencing growth.

Omnichannel Fulfillment

Within the omnichannel sector, Penske helps customers plan, design and run fulfillment centers.

We use sophisticated supply chain modeling tools and our engineering know-how to design complex transportation networks. We're able to optimize routing to reduce cycle times and improve customer service so that, ultimately, we can drive down costs for our customers.

Managing the Warehouse

Today's supply chain partners are moving products from the manufacturer to the end user faster than ever. What happens within the walls of a warehouse is a crucial component of speeding deliveries, managing inventories and controlling costs.

Because consumers have more choices than ever, logistics and warehouse providers need to deal with an increasing number of SKUs while also being able to pick and pack them quickly and track where they are going.

Dave Bushee, senior vice president of logistics technology for Penske Logistics, said the key to success can be communicating with customers to understand when and how SKUs are changing and how to best manage them. "We work with our customers to manage SKUs, and it is one of the most difficult tasks that many manufacturers and retailers have," he said.

Bushee said Penske works diligently with customers to identify new SKUs, which ideally will be done well ahead of when the new merchandise arrives in the warehouse. "We try to work with our customer to identify SKUs, capture the relevant information and make recommendations. Then we do the necessary work to receive it, slot it, pick it and ship it in the appropriate manner."

Slotting Product Properly

Once Penske knows new SKUs are coming, the warehouse team works to determine the best way to store the product. "You want to use the least amount of labor to move that product from receipt to the pick," Bushee said. "You're constantly trying to be efficient and maximize the number of picks that an associate can do within a facility."

Penske engineers assess how much the warehouse will hold and how the product will be picked — either by the case or individually. The process can sometimes be done in as little as a day.

Examining the Velocity

For all products within the warehouse, particularly perishable grocery items, Bushee said velocity matters, as do packaging dimensions. Once the product is in the warehouse, Penske examines data on how often the SKUs are moving. "You're constantly looking at the velocity of the SKUs and then re-engineering your warehouse to match that," Bushee said.

Tracking Each SKU

Warehouse management systems provide the opportunity to track a product from receipt to pick, which is becoming increasingly important, particularly to grocers, Bushee said. Through its warehouse management systems, Penske can track products down to the SKU, which can be useful in the event of a recall.

"It is a configuration within the WMS, and you can determine how you want to track it," Bushee said. "The parameters are dictated by our customer."

Adjusting on the Fly

The proliferation of SKUs and the rapid pace at which they can change also adds to the need for warehouses to be nimble. Bushee said it is common to adjust the slotting location within the warehouse based on the season, upcoming promotions or ahead of supply chain disruptions. "We work with our customers to ensure we can handle the volume and to make sure product gets where it needs to go," Bushee said.

Food safety is a top priority for food and beverage manufacturers and their logistics providers. Federal regulations require those involved in the transportation and distribution industries to meet specific food-safety standards.

Penske Logistics not only meets those regulations but also goes above and beyond to deliver proven results that keep our customers safe.

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The supply chain provides significant opportunities to improve a company’s sustainability efforts. The Environmental Protection Agency (EPA) estimates that more than 75% of an organization’s greenhouse gas (GHG) emissions stem from its supply chains, underscoring the significant opportunities for improvement.

Corporate responsibility, customer expectations and regulatory requirements have shippers examining their direct and indirect emissions, especially as they relate to logistics and transportation.

Types of Scope Emissions

There are three categories of GHG emissions: Scope 1, Scope 2 and Scope 3. Each scope represents a different source of emissions, ranging from emissions created as part of a direct operation to emissions from services and suppliers.

Scope 1 Emissions: Direct Emissions From Controlled Operations

Scope 1 emissions are direct GHG emissions from sources that a company owns or controls. For shippers, this includes emissions from company-owned vehicles and equipment. Emissions from warehouse operations, such as gas-powered forklifts, are also part of Scope 1.

Scope 2 Emissions: Indirect Emissions From Purchased Energy

Scope 2 emissions are indirect, deriving from an organization’s purchase of electricity. While these emissions happen at the energy provider’s site, they are tied to the company’s operations because they depend on the energy.

Scope 3 Emissions: Indirect Emissions From Upstream and Downstream Activities

Scope 3 emissions encompass all other indirect emissions in the company’s upstream and downstream value chain. This includes emissions associated with suppliers, transportation providers and end users. Scope 3 is often the largest and most complex to manage. However, because Scope 3 sources may represent most of an organization’s GHG emissions, they often provide the strongest emissions reduction opportunities.

Emissions Reporting

Many companies are proactively providing information about their emissions even without government requirements. The Governance and Accountability Institute found that in 2023, sustainability reporting hit record levels as U.S. public companies prepared for mandated disclosure. In 2023, 99% of the S&P 500 companies published sustainability reports or disclosures, up from 20% in 2011.

The EPA has created a GHG inventory development process to help companies quantify and track emissions. The four steps include:

  1. Reviewing accounting standards and methods, determining organizational and operational boundaries, and choosing a base year
  2. Collecting data and quantifying GHG emissions
  3. Developing a GHG Inventory Management Plan to formalize data collection procedures
  4. Setting a GHG emission reduction target and tracking and reporting progress

The demand for increased transparency around emissions is expected to create new responsibilities for a company’s chief financial officer. As companies quantify their carbon output, CFOs, sitting at the intersection of strategy, reporting and resource allocation, are in an ideal position to ensure that carbon management initiatives align with their company’s strategic and compliance needs.

According to McKinsey and Company, businesses can reduce costs associated with decarbonization by zeroing in on their most important emissions drivers and investing in more accurate and granular data to inform discussions with suppliers.

Opportunities To Reduce Scope 3 GHG Emissions

Shippers are increasingly adjusting their supply chains to better align with their environmental goals, and a survey from EY found that eight of 10 supply chain executives are investigating sustainable transportation practices.

There are several strategies companies can use to reduce supply chain emissions, which include the following:

Improve Routing

Optimizing transportation routes can reduce fuel use, but optimization goes beyond finding the most direct route between two points. There may be opportunities to reduce mileage by adjusting delivery windows, consolidating orders across days of the week, determining the optimal sequence of stops on multi-stop routes or changing the trailer size.

Optimize the Network

Focusing on the entire network, including the planning and design of manufacturing, warehousing or distribution facilities, as well as transportation routes, can create significant sustainability gains. Network design should consider site selection, mode selection, routing, utilization and more to shrink the carbon footprint of freight operations and reduce waste.

Utilize Backhauls

Eliminating empty miles by utilizing backhauls ensures all miles are productive, which maximizes fuel use and capacity and ultimately results in fewer trucks on the road.

Increase Visibility

Having visibility into inventory and transportation can help companies make tactical, data-driven decisions quickly, increasing efficiency. Examples include sourcing inventory from the ideal location to eliminate unnecessary miles or getting ahead of supply chain disruptions before they become more significant issues that lead to increased miles or expedited air freight.

Consolidate Shipments

A shared network provides an alternative to less-than-truckload (LTL) shipments coupled with dedicated transportation that combines freight loads from multiple shippers going to a shared geographic area. Shared dedicated transportation networks can boost efficiency and sustainability by reducing miles and minimizing freight handling.

Use Energy-Efficient Warehouses

An energy-efficient warehouse can cut operational costs while improving sustainability. Using LED lighting, motion-activated lights and temperature controls can all decrease energy consumption and emissions. There may also be opportunities to use renewable energy within a warehouse.

Choose Suppliers Wisely

The EPA’s Supply Chain Guidance advises companies to strategically choose which suppliers to engage. The EPA has also developed several voluntary programs that companies can use when selecting partners. For example, SmartWay assists companies in advancing supply chain sustainability by measuring, benchmarking and improving freight transportation efficiency, empowering companies to make strategic and sustainable choices.

Contact us to learn more about how Penske can help you track, quantify and reduce emissions in your supply chain.

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