SOURCE Magazine Fall 2022 November 2022 | Page 12

10 SOURCE | Fall 2022

Transportation ’ s Data Transformation

Cliff Dolbeare , Business Process Consultant cdolbeare @ growmark . com
You ’ re only as good as your last load .
From a customer ’ s perspective , any disruption in getting purchased product delivered on time is a mark against GROWMARK . With that in mind , it makes sense why , even before he assumed his role as Vice President , Supply Chain and Logistics , Rod Wells had been looking for ways to improve GROWMARK ’ s transportation operations . And it makes even more sense why earlier this year he worked with both FS companies and GROWMARK wholesale divisions to better understand our customers ’ needs and better plan for them .
“ We want to make sure we have adequate capacity to serve the needs of our customers based on what they have bought or are going to buy from us ,” explains Wells . “ One of our early takeaways was the need for including team members focused on both the tactical and strategic elements of transportation .”
The result was the creation of two new roles . The first is focused on developing the relationship with external carriers and matching available transportation to meet customer demand — the Director of Planning and Development . The second role is to align GROWMARK ’ s dispatch team under a single point of leadership and ensure we are getting product from origin to destination on time and in full — the Director of Dispatch Operations and Analysis .
A commonality to both roles is an emphasis on utilizing data . And Wells found two individuals with a desire to use metrics to drive continuous improvement across their teams .
Ethan Hopkins began his role as Director , Dispatch Operations and Analysis on May 1 , the same day Bradley Schmidt began his role as Director , Planning and Development . And according to Wells , the teams have hit the ground running .
“ Overall , I believe our performance during the spring of 2022 was good , but volume was less than we experienced in 2021 ,” says Wells . “ But we ’ re already beginning to adjust seasonally to understand what worked , what didn ’ t , so we can go back , make changes , and improve .”
Understanding what worked really starts with understanding what customers value . Since coming into their roles , Schmidt and Hopkins have hit the ground running , each , in their own ways , focused on connecting their teams with GROWMARK ’ s customers .
“ Transportation had really become viewed as an unavoidable means to an end ,” Schmidt says . “ We really see a tremendous opportunity through process improvement , predictive analysis , and talent acquisition to turn GROWMARK Logistics into a competitive advantage for our customers and members .”
“ Many interactions within dispatch had become call-center like ,” agrees Hopkins . “ We want to be customer centric in a way that makes us a valuable part of their operation and not an inconvenient necessity .”
Beyond taking their teams to meet with FS company personnel face-to-face , the two are also using new and existing tools to improve efficiency . By implementing SAP Transportation Management ’ s Route Optimizer , the dispatch team can more efficiently schedule deliveries . And new tools the team is implementing , like Samsara , will provide live information on trailer locations and dwell times at facilities and terminals across the System .
However , the greatest potential value Schmidt and Hopkin ’ s team can provide
Brad Schmidt discusses dwell times , as shown on Samsara ’ s interface , with Ethan Hopkins and Rod Wells .