Logistics Viewpoints

A complete analysis of logistics trends, technologies, and services

Robotic Process Automation Can Be Used to Automate Supply Chain Solutions

Transportation Management Systems | By •

I recently saw a presentation on how Ryder, a leading logistics service provider (LSP), uses robotic process automation (RPA) to reduce the labor associated with producing transportation plans. The presentation was at JDA’s Icon conference. The presentation was given by Mark Wiebe, a Group Director, and Leslie Mandrell, a Group Logistics Manager.

Robotic Process Automation
Robotic Process Automation Can be Used to Improve the Functioning of Supply Chain Software Solutions

Robotic process automation is software that is used to automate high volume, repeatable tasks. Over time enterprise systems develop better automation and users can do their job more effectively. But companies using legacy systems may have opportunities to use an external RPA solution to automate the work inside the legacy system. RPA’s do this by performing the same computer keystrokes and opening the same modules humans do. Or in some cases, the robots write data right into the application database.

More commonly, an RPA solution is used to automate an end to end process that requires the use of multiple systems, internal and external websites, and portals.

Ryder is using RPA to automate highly manual tasks associated with planning optimization in their legacy transportation management system (TMS). It is also used to examine carrier websites for appointment scheduling. There are application programming interfaces between their RPA and the TMS.

Ryder is one of the largest providers of managed transportation services. They have 6.7 billion in freight under management based on supporting 42 clients and optimizing 14 million loads per year. Doing managed trans well requires the use of a robust transportation management system. Ryder uses JDA.  But their TMS is several versions behind the current version. They are looking to upgrade the solution, but in the meantime the RPA provides significant time savings for the planners and analysts that use this system.

Ryder selected a solution from Kofax. The system was easy enough to use that business users, rather than developers, learned to create the rules that automate the processes. There is a design studio where the bots are created. Many of the bots have a logic that says, “if you see this, do this.” The bots reside in a management console. Users can create a schedule to trigger bot tasks. Or, bots can be manually initiated.

Ryder started the implementation in November 2017 and launched their first bot in January 2018. Only two people were dedicated to the implementation. New bots can be built in about two weeks. In short, implementing the RPA was quicker than upgrading their TMS.

The RPA implementation has also had good payback. They now have 133 bots running that execute 1300 daily tasks. The automation has allowed them to redeploy 6.5 transportation analysts. Optimization runs that use to take 1.5 hours can now be done in half an hour. And the consistency is better. The bots don’t make data entry mistakes.

There are several places that RPA is used in the planning cycle, but one example is for automating client specific business rules not contained in the optimization engine. For example, a client specific rule might be “when shipping to this client, don’t use the standard carriers in the route guide but use these carriers that have higher insurance coverage.” Another example, a bot can examine the loads and determine which loads must ship sooner and must be optimized immediately, and which loads can be pulled out of the optimization queue for optimization at a later time. When you have more time to optimize a load, it increases the chances of saving money though load consolidation.

In the supply chain realm, when we think of digital technologies, Robotic process automation is not top of mind. But for those looking to automate highly manual tasks with a high degree of accuracy and consistency, this can be a good technology to explore.

Are 3PLs Better Able to Leverage TMS Solutions than Shippers?

Logistics Service Providers | By •

We have a new generation of transportation management systems (TMS) based upon more powerful in-memory technologies. What this has created are more advanced transportation simulation capabilities. The way this works is that a user would have dual instances of the TMS. They would have an operational TMS that continues to plan, manage, and execute transportation moves. They would also have a simulation/test environment that can take months of actual historical shipment data (forecast data can also be used), loads massive amount of data into the tool (this is truly a Big Data application), and answers the question, “What would have happened if we had done this instead of what we actually did?”

I believe this is the most underutilized TMS functionality in modern TMS solutions. So I was glad to come across a company actually using this feature set. I talked to Steve Sensing, the President of Global Supply Chain Solutions at Ryder Systems, and he described how Ryder is using this.

Steve Sensing jpg

Steve Sensing

Ryder’s Supply Chain Solutions (SCS) division is the unit that provides managed transportation as well as integrated supply chain services. SCS purchases and executes nearly $5.0 billion in freight spend for their customers. From a modal perspective, they plan and execute across all modes with a particular focus on truckload, LTL and parcel. The range of services includes transportation optimization and planning, execution, carrier procurement/rate negotiation, and freight bill audit. They also use their visibility into their customer’s moves to provide capacity management services, essentially helping customers discover backhaul opportunities. Their transportation optimization and execution, procurement group, and freight audit groups are located in control towers in Novi Michigan, Roanoke Texas, and Nuevo Laredo Mexico. They have over 450 employees associated with these towers.

While Ryder uses a variety of other tools for specific logistics problems, their primary TMS is JDA TMS. This is the TMS solution they use for the TMS-based simulations. Steve pointed out that one of the nice things about having a mirrored simulation environment is that you can test a new transportation policy – perhaps looking at the impact on total landed cost and service levels from the change – and if the change makes sense, it becomes very easy to flip a few changes in the TMS and make the change. In fact, it can make sense for policies to change by season, or even more frequently.

I asked Steve for an example of what kind of policies they test, Steve mentioned testing whether a pool point – a location for shipment consolidation – should be used. He also gave the example of one customer, a technology manufacturer that was getting ready for peak season deliveries to a retail client at stores over a two week period. They ran different scenarios to drive the cost per hundred weight down while hitting service targets. Those scenarios involved looking at product mix, modes, and cross docks.

I also talked to Tom Knutilla, Ryder’s Supply Chain Services divisional CIO, about this solution. He mentioned that they use TMS simulation in three types of situations. First of all, the tool is used when Ryder is in a managed transportation sales cycle. They can load a TMS with the potential customer’s historical transportation data, then load in the carrier rates that they could drive using their carrier base, and thus be able to understand the potential savings they could drive for a customer.

Secondly, if Ryder wins the business, they can use TMS simulation to validate the savings they have achieved for a customer.

Finally, Ryder can use transportation simulation to look at potential policy changes, and then ask customers if they agreed that the policy change would make sense. So, for example, if the customer can agree to a latter pick up time at a warehouse, that may create the opportunity to move some freight from parcel to less expensive less-than-truckload shipments. If policy changes will not affect service levels or require any changes in the way a customer’s operation are run, Ryder can implement cost savings changes without going through an approval process with the customer.

When shippers need to improve their transportation capabilities they have one of two primary paths they can take. They can buy and implement a TMS.  Or they can work with a 3PL. One possible reason to work with the 3PL is that they may be able to get more out of that TMS solution than a shipper that implemented a TMS would be able to achieve.

ARC has recently completed a supplier selection guide for MTS.  This guide include market share data based on a recently completed MTS global market study; the features, functions and service capabilities a shipper should be looking for from MTS providers; and ROI data on what kind of payback is common in these kinds of engagements.  If you are interested in learning more about this guide, you can contact Conrad Hanf at chanf@arcweb.com.

This Week in Logistics News (October 28 – November 1, 2013)

Just for Fun | By •

From the family room, I heard my 11-year old son crying in the kitchen being consoled by my wife. I assumed it was related to something that had happened at school that day.

I was right about the school part, but wrong about the reason.

In science class that day, the teacher was trying to get a point across to the class, and in her attempt to relate it to something the kids could understand, she said, “it’s like the tooth fairy, and none of you believe in the tooth fairy any more, right?”

I don’t remember how old my son was when he lost his first tooth, but that was the night Toothy came for the first time, not long after he fell asleep. She took his tooth from underneath the pillow, left behind a dollar bill and a handwritten note thanking him for the tooth, and then she came back to bed and kissed me goodnight.

“Do the other guys know?” my son asked in between sobs, meaning his siblings. “I don’t think so,” my wife said. “Well, I don’t want them to know, and I’m not going to tell them,” he said, and he hugged his mom, head against her heart, and the two of them remained embraced like that for some time, as I walked by the kitchen to get the other kids ready for bed.

Later that night, the Red Sox won the World Series, and my son was there with me, jumping around, and fist-pumping, and smiling like the players on the field. “Look at them, they’re like little kids,” I said pointing at the television, and my son just smiled watching the players pile on top of each other near the pitcher’s mound, “I know,” he said with glee, “I know.”

In other news this week…

Con-Way this week reported 2013 third-quarter net income of $30.6 million, up almost 21 percent from Q3 2012. The company’s Menlo Worldwide Logistics group reported revenue of $380.5 million, down 11.0 percent from Q3 2012. However, net revenue, which excludes purchased transportation, increased 8.2 percent in the quarter compared to the previous year. Commenting on Menlo’s results, Con-way’s president and CEO Douglas W. Stotlar said:

“Menlo is implementing several large new projects, which have contributed to growth in net revenue while also having an adverse impact on operating income. As these projects become fully operational, we expect their negative impact on operating income to subside. Despite the expected margin improvement from these projects, increased employee costs and IT investments [emphasis mine] may constrain Menlo’s income growth next year.”

It’s interesting how companies refer to money spent on employees as “costs” while money spent on technology are “investments.” Maybe I’m reading too much into it, but with the growing importance of finding and retaining talent in the logistics industry, we ought to change our perspective and actions with regards to the people side of supply chain management. And in fact, Menlo is investing in people, in developing supply chain and logistics talent, as another press release issued this week shows.

The financial press release also provided some perspective on the truckload market: “Con-way Truckload recorded a slight increase in revenue for the third quarter while operating income declined, reflecting a weak demand environment and cost headwinds [emphasis mine].” And with Hours of Service (HOS) starting to impact productivity and driver turnover on the rise, those headwinds are bound to pick up in the weeks ahead.

Need some justification to invest in route optimization and telematics technology? According to UPS, a reduction of just one mile each day per driver over the course of a year saves the company up to $50 million annually! Obviously, few other companies compare with UPS in terms of fleet size and scope of operations, but many fleet operators have the opportunity to save tens or hundreds of thousands of dollars per year by replacing their spreadsheets and manual operations with optimization technology.

The savings number came from a UPS press release issued this week announcing the launch of its route optimization software known as ORION, which stands for On-Road Integrated Optimization and Navigation. Here are some details from the release:

The rollout of ORION will optimize 10,000 delivery routes by the end of the year, reduce miles driven and reinforce UPS’s sustainability efforts

 

ORION consists of more than 250 million address data points. The sophisticated software combines customer’s shipping requirements with customized map data the company has compiled to provide UPS drivers with optimized routing instructions that meet service-level requirements, while reducing miles driven

 

ORION is the result of a long-term operational technology commitment, more than a decade in the making. To gather the necessary data, UPS operations research scientists began piloting telematics technologies with the installation of advanced GPS tracking equipment and vehicle sensors in 2008. The integration of these technologies allows UPS to capture data related to vehicle routes and performance and driver safety. The driver’s handheld mobile device and telematics technologies combined with custom mapping data and ORION algorithms provide more efficient routes for UPS drivers.

One of my predictions for 2013 was that we would see increased adoption of alternative fuel vehicles. And back in May, I wrote that we’re getting closer every day to reaching the tipping point for greater adoption of natural gas long-haul trucks. An article in the Wall Street Journal this week shed some light on the growing momentum. Here are some excerpts:

Operators of some of the largest U.S. truck fleets, including Lowe’s, Procter & Gamble, and United Parcel Service are accelerating a shift to natural gas fueled trucks [emphasis mine], betting on new engine technology that promises to drop the cost of shifting from diesel fuel.

Long-distance trucking companies, like Con-way, Schneider National, Swift Transportation, and Werner Enterprises are testing compressed natural gas and liquefied natural gas powered trucks as they awaiting more powerful engines and a nationwide fueling and repair infrastructure. Higher initial cost for vehicles, scant natural-gas vehicle suppliers and fuel availability have been impediments.

 

Still, trucking companies see longer term benefits. Ryder Systems, one of the largest buyers of trucks in the U.S., is quickly adding natural gas to its 50,000-truck fleet [emphasis mine], but just how fast it will grow depends on how much truck prices come down and how fast fueling stations pop up, said Scott Perry, vice president of supply management, for Miami-based Ryder. “I think 10% to 20% is realistic,” within five years. “But we still have to see about all the variables.”

As Bill Lee, Vice President at Breakthrough Fuel, said in the mega session I moderated at last week’s CSCMP Annual Global Conference, companies need to think more strategically about managing the energy that is used to move product to market. And while natural gas is a growing factor, it’s important to keep the bigger picture in mind — that the energy footprint is more diverse and dynamic than ever before, as the picture below that Bill shared with the audience exemplifies. 

Source: Presentation by Bill Lee, VP at Breakthrough Fuel
Source: Presentation by Bill Lee, VP at Breakthrough Fuel

And with that, have a happy weekend! 

Song of the Week: “If So” by Atlas Genius



Note: Menlo Worldwide Logistics and Ryder are Logistics Viewpoints sponsors.

This Week in Logistics News (October 21-25, 2013)

This Week in News | By •

“Did you come to Denver to plant mango trees?” the taxi driver asked me shortly after we left the airport. He had a thick accent, so I thought I had misunderstood his question. “Excuse me?” I said leaning forward, and so he asked me again, “Did you come to Denver to plant mango trees?”

The taxi driver was originally from the Congo, and his younger brother had come to America too, and he did well for himself. The brother bought a large parcel of land, built a large house on it, and with every child born to him and his wife, he planted a mango tree. “In a few years,” the younger man explained to his brother, “the trees will start to produce fruit, which I will sell and save the money to help pay for my children’s education in the future.”

“In that case, yes, I have come to Denver to plant mango trees,” I told the taxi driver, and he glanced back at me with a smile, and then he faced the long road ahead, and I turned my head and looked at the snow-capped mountains in the distance, and for a minute or so, we sat there in silence, strangers again.

—

Aside from Q3 financial results, it was a relatively quiet week for news.

Manhattan Associates and SAP both reported Q3FY13 financial results this week. What was the common thread between them, aside from reporting increases in total revenues? The ongoing decline in license revenue.

Manhattan Associates reported record Q3FY13 revenue of $107.8 million, up 12.5 percent from Q3FY12. License revenue, however, decreased 8.6 percent in the quarter compared to the same period a year ago. Through the first nine months of 2013, total revenue is up 9.3 percent and license revenue is down 4.2 percent.

Meanwhile, SAP reported a 23 percent increase in Q3 net profit compared to a year ago, but total revenue increased only 2 percent (due in part to currency fluctuations), while software license revenue dropped 5 percent overall, and down 13 percent in the Americas and 9 percent in Asia.

It took more than a decade, but it seems to me that growth in recurring revenues, specifically from cloud and software-as-a-service offerings, is replacing growth in license revenue as the primary measure of a software company’s health.

On the 3PL front, Ryder reported third quarter revenue of $1.63 billion, up 4 percent from the same period last year. The company’s Supply Chain Solutions business segment posted strong results, with operating revenue (revenue excluding subcontracted transportation) up 9 percent compared to Q3FY12. According to the press release, “SCS operating revenue grew as a result of new sales and higher volumes. The Company saw strong growth in industrial, consumer packaged goods/retail, and high tech industry vertical groups. In particular, dedicated services saw strong double-digit growth, driven by increased customer outsourcing activity.” Looking forward, Ryder’s Chairman and Chief Executive Officer Robert Sanchez said, “We expect our Supply Chain Solutions business to continue to grow, driven by strong new sales and customer volumes. In particular, we anticipate strong ongoing performance in dedicated services driven by both secular outsourcing trends and our sales initiatives.”

Earlier this year on Talking Logistics, I interviewed Sonney Jones from Dal-Tile Corporation and Ben Enriquez from Transplace Mexico about the collaborative transportation project that earned their team — which also included members from Whirlpool and Werner Ladder — the 2012 Council of Supply Chain Management Professionals’ (CSCMP) Supply Chain Innovation Award. Building on the success of that initiative, Transplace announced this week the expansion of its TransMATCH co-shipping service that “offers the opportunity to consolidate freight through collaboration with multiple shipper companies and increase delivery frequency to targeted customers without increasing costs.” Here are some excerpts from the press release:

Collaboration has long been a focus in the transportation industry, but the realization has been a challenge because of the manual processes and lack of scalability. Transplace has worked with its partners to provide a solution with technology for automation and reporting, allowing for scalability, visibility and velocity in the market.

 

“Transplace has helped consumer packaged goods customers in the TransMATCH program [including Clorox, Colgate-Palmolive, Del Monte Foods] find the right partners and optimize freight, providing an innovative and valuable service to retail companies,” said Transplace Operations Vice President Mark McEntire.

 

McEntire added: “The current TransMATCH program was borne out of our annual CPG Summit, where our customers review logistics needs, share visions for industry progress, and give Transplace guidance on how we can help them grow and improve their businesses. We listened to what they said, developed the technology, process and team to execute their vision, and we are now rolling it out on a broader scale.”

Are we finally reaching the tipping point on collaboration, where companies are not just talking about collaboration, but actually taking action on it? Check out my thoughts on the barriers to collaboration and how to overcome them.

And on that note, have a happy weekend!

Song of the Week: “Cab” by Train



Note: Ryder is a Talking Logistics sponsor.

Guest Commentary: Have You Black-Friday-Proofed Your Supply Chain?

Guest Commentary | By •

It’s a rite of passage for the most serious of shoppers. Black Friday. It conjures up images of long lines of intrepid bargain-hunters camped out overnight. Stampedes when the doors open. And frenzied crowds ready to drop-kick their way to door-busting prices on the year’s hottest products.

Aside from the sheer entertainment (or blood sport) value, Black Friday marks more than the start of the holiday season when retailers make most of their annual profits. It’s also one of the biggest challenges most retail supply chains face all year. Certainly, there are other key seasonal surges. Easter, Halloween and the back-to-school rush create significant challenges for supply chain managers too. But, whether it’s Black Friday or back-to-school, the secret to seasonal supply chain success is preparation.

Is your supply chain ready for the biggest shopping day of the year? The key to ramping up is being ready. You know it’s coming, so managing seasonality should be a strategic component of your SO&P planning throughout the year – beginning on New Year’s Day. Want to sidestep out-of-stock situations and empty store shelves and make the most of the post-Thanksgiving madness? Consider these six secrets to seasonal supply chain success.

1. Line up a dream team: Field a seasonal support team focused on planning for seasonal demand and capacity. Solicit input from several functional groups across your enterprise.

Takeaway: By choosing the right people to lead the team and support these initiatives, you’ll drive accountability and set the right expectations.

2. Skip the distribution center: Like many retailers, you probably source many of your products from overseas. It goes without saying that offshoring lengthens the supply chain and lead times. This is always challenging, but more so during seasonal demand periods when response time and product availability can make or break your bottom line.

Takeaway: To offset long lead times, kit or pre-load seasonal pushes at the point of origin for direct-to-store distribution. By circumventing traditional distribution centers, products are on shelves faster and there are fewer disruptions to distribution center operations.

3. Fill up your seasonal labor pool: Labor requirements at distribution centers can fluctuate wildly during peak seasons. In many cases, this means doubling your work force. As an operations leader, how do you make sure you have qualified personnel on board throughout the year – without running up labor costs during non-peak seasons?

Takeaway: Have a robust labor management program that alerts you to productivity trends for seasonal hires and lets you project labor requirements for peak periods. Maintain a stable of temporary staffing agencies you can draw on when demand spikes. Let them know early on when you expect demand to spike so you can get the resources you need when you need them.

4. Cross-train employees: When you cross-train people with multiple skill sets, you can move them around your operation based on seasonal shifts. Make sure you design job functions that support different skills sets.

Takeaway: Bring in less-trained temporary workers for less complex job functions during seasonal upticks and let cross-trained permanent employees perform job functions that call for more skills and experience.

5. Develop a seasonal slotting plan: Want to keep productivity high? Make sure you have the right design for your distribution facility. Locate faster-moving products closer to operating areas to minimize travel distance. For products with a different order velocity (depending on the season), develop a slotting plan that helps your workforce ramp up fulfillment for seasonal products.

Takeaway: If you have several seasonal events, set aside a seasonal product area you can re-slot for each season to minimize movement of non-seasonal products throughout the year.

6. Set up distribution centers for cross docking: Spikes in order quantities during seasonal periods result in more full-pallet or full-case replenishment orders. However, many operations continue to receive, put away and pick to fulfill these orders the same way they do during non-peak periods. This can result in inefficiencies, since products are stored and then picked in the exact configuration to fulfill an order soon after they’re put away.

Takeaway: Setting up distribution centers for cross docking (manually or systematically through a WMS or through a reporting process that matches inbound product receipts to outbound orders) can help you minimize time spent moving products and fill customer orders faster. 

With a little smart advance planning, you can get products to market faster, keep costs under control and deliver better customer service — for a Black Friday that gives you something to be thankful for.

Mario E. Rivera is a Director of Supply Chain Excellence at Ryder. He is a logistics and engineering professional with 10+ years of experience in supply chain engineering, optimization and solutions design and development, operations and business development. Throughout his career Mr. Rivera has been involved in designing, implementing, and supporting numerous supply chain solutions for Ryder’s customers across a variety of industry segments.

This Week in Logistics News (September 30 – October 4, 2013)

Retail | By •

Is it ironic that the U.S. government partially shut down on Tuesday, the same day I was scheduled to give a talk on collaboration? I’m thinking of sending my representatives in Congress a copy of the book Getting to We, written by my friends Kate Vitasek and Jeanette Nyden — and also inviting them and all members of Congress to participate in my upcoming conversation with Kate and Jeanette on Talking Logistics. You never know, it might help.

While the stalemate continues in Washington, things keep moving forward in the world of supply chain and logistics.

There were lots of omni-channel and e-fulfillment stories in the news this week. Manhattan Associates announced the latest release of its Omni-Channel Customer Service software that enables a retailer’s customer service representatives (CSRs) to “see customer transactions across all selling channels, allowing them to swiftly search using any piece of customer or order information, service inquiries across all touch points and convert the sale with products from any channel.”

Meanwhile, USA Today published an article highlighting how Walmart, Best Buy, and other “brick-and-mortar” retailers are moving quickly to enable ship-from-store capabilities. Here are a few excerpts that caught my attention:

“Some people talk about Amazon with their 100 distribution centers, God bless them. We have 2,600 distribution centers,” said Gap Chief Executive Glenn Murphy, referring to the apparel retailer’s network of Banana Republic, Gap and Old Navy stores.

 

Shipping online orders from Best Buy stores could generate an extra $5.8 billion in sales and $168 million in profit next year for the company, according to [estimates by Gary Balter, an analyst at Credit Suisse].

 

Already, 10% of the items ordered on Walmart.com are shipped from stores and the majority of those packages are delivered in two days or less, according to the company.

And you wonder why so many software vendors are hot and heavy over omni-channel retailing? For some added perspective on this topic, check out my conversation with Eric Morley and Will O’Brien, former supply chain executives at leading retail companies, where they share their insights and advice on the supply chain and logistics challenges associated with omni-channel fulfillment and what it will take for retailers to succeed in this new environment.

But if you ask me, here’s the press release I’m really dying to see: “Company X Launches Mobile Omni-Channel Social Networking Solution in the Cloud.” It would be the supply chain software equivalent of Taco Bell’s Chulapa Supreme.

Moving on, there was plenty of news from the 3PL front this week. C.H. Robinson announced that it has enhanced its anti-cargo theft strategy “by joining CargoNet® to provide customers with a proactive approach to strengthening security around sensitive and high value product freight.” According to the press release:

CargoNet is centered on a national database and information-sharing system managed by crime analysts and subject matter experts. By providing coordinated incident communications, recovery support, and deterrence measures, CargoNet helps its members prevent cargo theft and improve chances of recovery. CargoNet members benefit from an extensive law enforcement network of more than 120,000 officers and agents spanning more than 9,000 agencies in the United States and Canada.

Earlier this year I wondered if we were reaching the tipping point in natural gas trucking, and this week Ryder provided another data point by announcing that its fleet of 320 natural gas vehicles have surpassed 15 million miles. “We believe natural gas is the most viable alternative fuel solution for commercial trucking because it is clean, efficient, cheap, and abundant,” said Ryder Chairman and Chief Executive Officer, Robert Sanchez in the press release.

Energy is playing a more strategic role in supply chain management, and natural gas is a big part of the story. If you plan to attend the CSCMP Annual Global Conference later this month, make sure you attend the Mega Session I am moderating Wednesday morning, October 23, on Mega Trends Impacting the Supply Chain where energy will be one of the discussion topics.

Finally, an interesting article in CNNMoney about a Citi analyst based in Taiwan named Kevin Cheng who was allegedly “pressured into giving up what he knew [about Apple’s supply chain] by aggressive traders who had got wind of a rumor and wanted his take on it before the news reached the market.” There are many takeaways from this article, but here’s my main one: The financial community is finally recognizing what we’ve known all along — that a company’s supply chain strategy and performance are weaved tightly with its business plan and financial results.

And with that, have a happy weekend!

Song of the Week: “The Royal We” by Silversun Pickups



Note: C.H. Robinson, Manhattan Associates, Menlo Worldwide Logistics, and Ryder are Logistics Viewpoints sponsors.

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