freight
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| target group | Basic statement | cost relevance |
|---|---|---|
| Mail order companies, manufacturing industry | Exact knowledge of the market is essential due to the opaque and strongly fluctuating prices. Regardless of the size of the company, cost savings can be achieved by bundling freight and supplier volumes. | high if the bundling is done consistently and sustainably. |
From the buyer's point of view, the freight and transport sector is primarily determined by rising costs (online trade, toll costs, fuel, rest period regulations,...). The topic of freight is often one of the grown structures in companies that often remain unchecked. Independent associations provide members with corresponding key figures on benchmark platforms.
There, companies can compare themselves anonymously with other companies and thus receive up-to-date estimates of the cost structure of their freight costs.
SMEs can also increase the volume advantages if they concentrate their freight volume accordingly. This volume bundling should also relate to the supplier structure, which should get by with as few participants as possible. Annual bonus scales can then be agreed with the provider, or a high volume of transport can become effective as a volume discount. Of course, the easiest way to achieve this is to concentrate on volume with one or a few providers.
Freight/transport checklist
- acquire market knowledge
- Use industry-wide benchmarks
- Achieve economies of scale through volume concentration of freight
- Achieve economies of scale by bundling the supplier structure
- Contractually record volume discounts and bonus scales
case studies
- A dairy was able to bring three service providers into the running with an invitation to tender for the freight contracts for an existing freight pattern. The existing supplier submitted the best offer, which saved 6 percent.
- A service provider in the transport sector has been working with a service provider for many years. Goods to be transported were products on pallets. A call for tenders led to further cooperation, in which prices were reduced and freight was combined. A framework agreement with the better conditions was also drawn up. This enabled savings of over 18 percent.
- A dangerous goods manufacturer was able to save around 10 percent when importing through a tender because the routing was changed.
- A die casting manufacturer had annual freight costs of almost 2 million euros from almost 70 suppliers. The number of suppliers was reduced to just under 20 by means of an invitation to tender and freight was combined from individual deliveries to round trips. This reduced costs by almost 27 percent.
- A telecommunications provider worked with five different providers and had costs of almost 100k euros. Mainly, however, only two providers were used, one for Europe and one for worldwide shipping. A service catalog was drawn up for the tender, which included fast pick-up, tracking, scheduled deliveries and pallet deliveries with disposable material. Three providers were able to meet these conditions, including the provider of worldwide shipping. This also had the best structure for Europe-wide shipping and offered IT support. A contract with a fixed term and fixed surcharges for the fuel was agreed with him and the effort was reduced by the shipping software. The savings amount to more than 23 percent
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