The new year is a great time to consider change – and, difficult as it may be in the beginning, companies that depend on logistics and supply chain technologies need change in a big way.
That’s my perspective, for what it’s worth. Give me a few more paragraphs to explain and let me know if you disagree or agree – and why. As I launch into this column for EFT, I’ll be counting on hearing from you. Nothing formal – just drop me a note or comment here. I promise I’ll read it. I may or may not agree, but who knows, the conversation might turn into something we can share with the EFT audience at large. That can only be a good thing. We need some new approaches in logistics, particularly as it bears on transportation.
Let me suggest that 2016 should –must – be the year when companies look more closely at the way theyintegrate logistics and supply chain technologies and processes. The future isn’t coming. It’s already here. Butfrom my perspective many organizations are still stuck in the past with respect to logistics and supply chain technology and issues. The result is far too much complexity, time, errors and cost.
Continuous improvement isn’t just a buzzword. It’s a company-saving concept, and it needs to become the mantra of any company that depends on logistics and supply chain technology – which, by my way of thinking, means every company in the known universe to one degree or another. We must confront “because we’ve always done it that way” and reject “but it still works fine.” Good enough is no longer good enough.
Everything must be in play.
A couple examples among many: Almost no one looks at the transportation industry from the perspective of thesmall carriers, yet they make up 97 percent of the transportation pie. The only possible beneficiaries of this traditional thinking are the big dogs. I have nothing against big companies. I’m all for capitalism. But a level playing field is better for cost control, for end consumers and for the industry as a whole.
So, yes, we’ll be talking about innovation, technology, leveling the playing field, the benefits of regulation (assuming there are any) and how to stimulate and maintain the changes in supply chains, transportation and logistics so many companies desperately need.
Details? We’ll get into that in future columns. I’m happy to provide my opinions. I’ve got plenty. But the fun, and the improvement/disruption, comes from the occasionally fractious exchange of differing views. I like to think myself as an outsider and disrupter. I didn’t come to the industry from the traditional transportation executive’s place which I believe gives me an open perspective on how things should be, not how they simply are. What I know for certain is that with the help of knowledgeable and innovative teammates, we think we’re helping push the industry in the right direction: More automation, less cost and a far more level playing field for all stakeholders.
Dawn Strobel is the Co-Founder and President of Go By Truck, Inc. founded in 2012, (launched in 2014).
Bringing fifteen years of technology, manufacturing and executive management experience to her role with the company, Go By Truck has seen month over growth since its opening. Strobel is a consultant to The Hamels Foundation and an avid supporter of the Green Beret Foundation. To learn more about Dawn Strobel, follow her on LinkedIn or visit www.gobytruck.com/aboutUs.