Transportation VerticalToolKit06

TRANSPORTATION
AND LOGISTICS
VERTICAL TOOL KIT
PART I:
TRANSPORTATION
AND LOGISTICS AT
A GLANCE
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
OVERVIEW
OVERVIEW
MARKET VALUE
The Transportation and Logistics industry includes companies that are involved in the
planning, implementing, and controlling of effective, efficient transportation and storage of
goods, people, and related information from one physical location to another. The industry
segments included in this toolkit under the umbrella of Transportation and Logistics are
transeportation of cargo and passengers via air, road, train and water, postal, courier, express
and parcel, non-storefront retailers, logistics management, warehousing and wholesale
distribution
Retailers and manufacturers are highly dependent on the Transportation and Logistics
industry for production and distribution.
Successful businesses meet customer expectations by delivering the right products/people on

time and damage-free, while operating efficiently, cost-effectively, safely, and within regulatory
boundaries.
KEY INSIGHTS
KEY CONCEPTS
MAJOR TRANSPORTATION AND
LOGISTICS FUNCTIONS
MAJOR SOFTWARE SYSTEMS
TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
REGULATORY ISSUES
MARKET DICTIONARY
TRANSPORTATION AND LOGISTICS
RESOURCES
MARKET VALUE

In 2013 the total volume of Global Trade was over $20 Trillion, the ration of Trade to GDP
increased from 39% in 1990 to 59% in 2011
In 2013, worldwide transportation industry revenues were $4.5 trillion, $950.6 billion of which
were in the U.S.
IT spending for the worldwide transportation industry is projected to be $130 billion in 2014,
growing at a compound annual growth rate (CAGR) of 3.7% to nearly $151 billion by 2018.
Major initiatives include intelligent transportation management solutions and mobility-related
enhancements.
Total logistics activities make up 15 to 20% of finish product cost (source: International
Warehosue Logistcs Association)
As the U.S. and Europe struggle with weakened economies and declining consumption
growth, multinational corporations are looking to emerging markets (particularly Asia) for
market expansion and profitability growth opportunities, due to its expanding middle class and
increased urbanization.
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PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
OVERVIEW
PART III:
DECISION MAKER
INSIGHT

TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
PART VI:
DISCOVERY
QUESTIONS
The Middle East is developing into a global logistics hub, driven by oil revenues, a
construction boom, and an emerging manufacturing base. The government of the United Arab
Emirates is placing a high priority on infrastructure investment.
In Australia, the transportation and logistics industry generates roughly $201 billion in annual
revenues. Information and Communications Technology (ICT) spend within the transportation
and logistics industry was $1.6 billion in 2012 and is expected to grow at a 2.8% CAGR to $1.7
billion by 2015. Mobility solutions dominate ICT spending.
KEY CONCEPTS
LOGISTICS FUNCTIONS
PART V:
CONVERSATION
STARTERS
MARKET VALUE
KEY INSIGHTS
PART IV:
SOLUTION
SNAPSHOT
KEY INSIGHTS

Transportation and logistics operations are no longer viewed as cost centers, but rather as
strategic activities that can differentiate a business from its competition.
The ability for a logistics company to provide complete arrival, departure, shipment information
and to capture signatures electronically is now a core requirement for most suppliers,
manufacturers, retailers, and customers.
The growth of e-commerce in retail is changing warehousing and distribution operations, as

more shipments are going directly to consumers than ever before, and demand for sameday or next-day delivery service is rising. This creates the need for e-fulfillment centers and
restructured delivery networks. For instance, many retailers are positioning warehouses with
high sales volume goods in close proximity to retail outlets in order to guarantee next-day or
same-day deliveries, or building massive e-fulfillment centers near interstate highways. These
changes drive the need for technology that can improve inventory accuracy and operational
efficiency, such as RFID technology, fleet management, and warehouse management and
optimization tools.
Major shifts are beginning to take place in the industry, such as Amazon.coms restructuring
of its delivery network in order to increase control over its fulfillment infrastructure while
reducing transportation costs, with a goal of achieving same-day or next-day delivery windows
for nearly every order. Orders will be routed through Amazons 55 fulfillment centers, with
inventory positioned to support local deliveries. Amazon is creating a private fleet to deliver
orders to the 40 most populous markets in the U.S., and will use regional parcel delivery
carriers to service an intermediate (by population) segment and the U.S. Postal Service to
service the remaining markets. This shift is driving other retailers to re-think and re-vamp their
REGULATORY ISSUES
MARKET DICTIONARY
RESOURCES
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
delivery networks, presenting new opportunities for technology vendors to help streamline
inventory and delivery operations.
OVERVIEW
MARKET VALUE
KEY INSIGHTS
KEY CONCEPTS
KEY CONCEPTS
Transportation and Logistics is a broad sector that touches many other industries in the supply
chain.

LOGISTICS FUNCTIONS
The supply chain is a set of organizations directly linked by one or more of the upstream or
downstream flow of products, services, finances, or information from a source to a customer.
Supply chain organizations include suppliers, manufacturers, wholesale distributors, retailers,
and transportation and logistics providers.
Transportation is the physical movement or flow of goods or passengers via water, rail, motor
carrier, or air. Factors such as speed of transport and security requirements affect the cost
associated with each transportation mode.
Warehousing and storage is the setting aside of raw materials, semi-finished goods, or
finished goods in a facility for various amounts of time. Warehousing and storage interrupts
the flow of the supply chain and may increase the cost of a product.
Distribution refers to the process of getting products to the correct end user on time.
Logistics is a set of activities focused on planning, implementing, controlling, and monitoring

the efficient, cost-effective flow and storage of goods, people, and related information
between two points. The purpose of logistics is to ensure that the correct goods/merchandise/
people are always where they need to be, when they need to be there, and in the right
condition.
Logistics in a supply chain context is concerned with the movement of supplies, semi-finished
items, and manufactured products between the point of origin and the point of consumption
anywhere along the supply chain (e.g., supplier to manufacturer, manufacturer to warehouse,
warehouse to retailer, warehouse to consumer, etc.).
Passenger logistics is concerned with the movement of people and baggage from the point of
departure to the point of arrival.

TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
REGULATORY ISSUES
MARKET DICTIONARY
RESOURCES
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
OVERVIEW
PART III:
DECISION MAKER
INSIGHT
Transportation and logistics is a key driver of the overall profitability of a firm because it
directly impacts both the supply chain cost and the customer experience. Well-managed
transportation and logistics can be used to achieve a variety of supply chain objectives
ranging from low cost to high responsiveness. As a result, companies in the same industry
often select very different distribution networks.
The term logistics is often used to refer collectively to all logistics, warehousing, and
transportation activities across the supply chain. (For the purposes of this document, we refer
to these activities as Transportation and Logistics.).

TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
PART VI:
DISCOVERY
QUESTIONS
Logistics can be viewed as the planning and implementation portion of the supply chain,
whereas warehousing, distribution, and transportation together constitute the physical portion
of the supply chain.
KEY CONCEPTS
LOGISTICS FUNCTIONS
PART V:
CONVERSATION
STARTERS
MARKET VALUE
KEY INSIGHTS
PART IV:
SOLUTION
SNAPSHOT
MAJOR TRANSPORTATION AND LOGISTICS FUNCTIONS
REGULATORY ISSUES
In a supply chain context, transportation and logistics spans all activities concerned with the flow
of a product in its various stages (e.g., raw materials, finished goods) between nodes in the supply
chain, including suppliers, manufacturers, warehouses and distribution centers, retailers, and
customers. Major functions include:
MARKET DICTIONARY
Order processing
Warehousing
Packaging
Transport

RESOURCES
Order Processing

Orders form the basis for information flow in a logistics system, enabling goods to be tracked
throughout the supply chain.
An order precedes the goods, accompanies the goods, and follows the goods.
Advance information flow (e.g., expected delivery date, storage/transport needs) is sent to
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
OVERVIEW
MARKET VALUE
KEY INSIGHTS
KEY CONCEPTS
LOGISTICS FUNCTIONS
TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
REGULATORY ISSUES
MARKET DICTIONARY
RESOURCES
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
all parties involved in the flow of goods to facilitate planning and scheduling.
Accompanying information flow (e.g., hazardous contents) provides operational information
necessary for the proper handling, storage, and transport of goods, and enables real-time
tracking throughout the supply chain.
Follow-up information flow is communicated after completion of the flow of goods or a
checkpoint along the way. Examples include an invoice sent to a customer a few days
after delivery, and information sent to the dispatching site regarding when a package
passed through a point in the transport chain.
Order processing tasks include order transmission, preparation, routing, picking, shipping, and
invoicing.
Warehousing

Warehouses are hubs in a logistics network that are responsible for the efficient storage,
supply, and rerouting of goods.
There are several ways to classify the different types of warehouses:

Supply warehouses
Are part of a production operation. They store raw materials, supplies, and other
resources needed for production as well as semi-finished goods and seasonal finished
goods.
Distribution Warehouses
Warehouses performing distribution services on behalf of their customers. This
generally requires that products be received and tracked by lot or sub-lot, with or
without tracking numbers, such as pallet tags or serial numbers. Shipping is usually
by the pallet or bulk unit. Handling and storage charges generally relate to the item
with accessorial charges being billed by the transaction. On-going storage charges
are generally billed ahead on the first of each month. Distribution warehouses,
or Distribution Centers (DCs) store finished goods before shipping to retailers or
customers. Retail DCs are often located within a days drive of large retailers stores in
order to streamline restock of store inventory. Many large retailers operate a central DC
and several regional and local DCs. Smaller retailers typically contract with wholesale
distributors to buy from them the products they store or represent. The E-Commerce/
Internet Fulfillment Center is a type of DC at which orders are picked, packed, and
shipped directly to consumers. This is a growth area for Zebra in the Transportation and
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PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
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PART III:
DECISION MAKER
INSIGHT
OVERVIEW
MARKET VALUE
KEY INSIGHTS
KEY CONCEPTS

LOGISTICS FUNCTIONS
TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
REGULATORY ISSUES
MARKET DICTIONARY

RESOURCES
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
Logistics market.
Fulfillment/ Consolidation Warehouses
Warehouses where products are generally received in large quantities and shipped out
in a large number of smaller mixed shipments. Such pick and pack operations require
special inventory management and picking procedures. Location tracking is essential.
Billing methods are generally similar to distribution warehouses.
Warehouses Providing Value Added Services
Warehouses providing a wide range of value added services. This requires the
warehouse to apply labor and, in some cases, special equipment to the customers
products, such as repackaging, further processing, or labeling. This not only changes
the product but requires additional billings. Such services are generally performed
along with other warehouse functions.
Cross Docking and Trans-loading Warehouses
Warehouses that provide cross dock and trans-loading services. Container or railcar
tracking is generally important. These services often require temporary storage with
charges adjusted for free days or a grace period.
Break Bulk Warehouses
Warehouses that receive product in bulk, often by railcar, and then repackage the
product based on customer requirements. In the case of containers with imported
products, this generally requires the inspection and relabeling of product. Generally,
special billing rules apply.
Storage Warehouses
Warehouses which store product for periodic delivery to a manufacturer or distribution
center. This is often associated with providing just in time delivery of the product to the
consignee. This could be imported raw materials or items used in the manufacturing
process, such as cans or sub-assemblies. Items are generally tracked by lot, with the
lot often being specified for delivery. Handling, storage and accessorial charges are
similar to distribution warehouses.
Refrigerated Warehouses
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
OVERVIEW
MARKET VALUE
KEY INSIGHTS
KEY CONCEPTS
LOGISTICS FUNCTIONS

TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
REGULATORY ISSUES
MARKET DICTIONARY
RESOURCES
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
Refrigerated warehouses often require more detailed tracking of product and special
billing procedures. Handling charges often involve a table of decreasing charges based
on volume. Often each transaction is subject to a minimum charge. And, storage
charges are generally billed based on anniversary dates.
In most warehouses, incoming goods from vendors are stored on racks, shelves or pallets.
When an order comes in, workers pick the appropriate goods, pack them, and ship them out
to customers or retailers.
The functions of the Warehouse are grouped on inbound, inventory and outbound, the main
processes are receiving/inspection, reverse logistics/returns, storage (or put-away), inventory,
picking, packing, and shipping.
Receiving: accepting merchandise at the loading dock and checking to ensure the right
merchandise was received and in the expected condition
Reverse logistics/returns: receiving returns accessing key information to allow efficient
transfer to subsequent processes
Storage/put-away: transferring received merchandise into bins for storage
Inventory: keeping track of the quantity and location of merchandise
Picking: pulling merchandise once an order has been placed and moving merchandise to
shipping
Shipping: loading merchandise onto trucks or other transport vehicles to be delivered to
the customer
Inventory management in a warehousing context focuses on determining the optimal level
of stock to maintain at any given time in order to ensure customer commitments can be met
without tying up too much capital in high inventory levels.
Packaging

Optimal packaging fulfills several logistics functions, including protection, handling, storage,
transport, and information.
Bar code labels or RFID tags are commonly used on packaging to identify contents and any
special handling (e.g., fragile, perishable) in order to facilitate automatic product recognition
during automated transportation and logistics processes.
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
OVERVIEW
MARKET VALUE
PART III:
DECISION MAKER
INSIGHT

LOGISTICS FUNCTIONS
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
Transport

External transport involves moving goods between locations (suppliers, warehouses,

manufacturers, wholesale distributors, retailers, or customers) in a transport network. Internal
transport involves moving goods within a production facility or warehouse.
External transport consists of the cargo, transport mode, and transport process.
Modes of transport include ground (truck, rail, pipeline), air, and water.
Intermodal transport is the movement of freight stored in special containers, known as

intermodal containers, by more than one mode of transportation.
KEY INSIGHTS
KEY CONCEPTS
PART IV:
SOLUTION
SNAPSHOT

TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
There are several major software systems that are commonly used by larger companies in the
Transportation and Logistics industry. Label printers, RFID printers/encoders, real time location
solutions, enterprise mobility and data capture solutions typically interface with one or more of
these systems.
REGULATORY ISSUES
MARKET DICTIONARY
RESOURCES
Order Management System (OMS)
Facilitates order entry and processing

Warehouse Management System (WMS)
Supports the day-to-day operations involved in controlling the movement of material inside
a warehouse
Enables centralized management of warehouse tasks, such as tracking inventory levels
and storage locations
May be a standalone system or part of an enterprise resource planning (ERP) system
Warehouse Control System (WCS)
Acts as a traffic cop in a warehouse/distribution center, directing activities among
subsystems (e.g., conveyor system, sorters, palletizer)
Interfaces with WMS, exchanging data to facilitate optimal control of operations
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PART VI:
DISCOVERY
QUESTIONS
Transportation Management System (TMS)
Coordinates transportation logistics activities such as advanced shipping notification, load

optimization, route planning and optimization, freight audit and payment, and order visibility
Interfaces between OMS and WMS
Traditionally focused on truck transportation, but expanding to ocean and air
Yard Management System (YMS)
Manages the flow of trucks and trailers in the yard of a manufacturing plant or warehouse/
distribution center
Provides real-time information on the location of vehicles
Coordinates the activity of yard workers in moving vehicles from staging to docks in order
to improve efficiency
Asset Management Systems
KEY INSIGHTS

LOGISTICS FUNCTIONS
TYPES OF BUSINESSES
PART V:
CONVERSATION
STARTERS
MARKET VALUE
KEY CONCEPTS
PART IV:
SOLUTION
SNAPSHOT
Manages the location, movement, state and usage of different type of assets: IT assets,
tools, returnable transport, in-transit equipment, materials handling assets, manufacturing
asset, and personnel/ staff
Provides real time information on the location of assets
KEY PERFORMANCE
INDICATORS (KPIs)
REGULATORY ISSUES
MARKET DICTIONARY
RESOURCES
TYPES OF BUSINESSES
Transportation and logistics companies are typically viewed as service providers that are hired
by manufacturers, retailers, and consumers to provide transportation, transshipping, storage, and
other logistics services. Many manufacturers and retailers purchase and manage their own fleet
of transportation assets themselves.

Freight transportation carriers: transport, transship, and store goods

Trucking companies, which are characterized by the type of services offered, including:
Truckload (TL) service freight from one customer is loaded into a semi-trailer or
container and transported to a delivery terminal
Less-Than-Truckload (LTL) service small shipments from multiple customers are
consolidated and transported to a delivery or hub terminal
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Asset based 3PLs are companies that provide logistics services, such as transportation,
warehousing, cross-docking, inventory management, packaging, and freight forwarding,
for use by customers.
Non-asset based 3PLs provide logistics expertise such as negotiating contracts with
carriers and optimizing warehousing and distribution operations. For example, Freight
Forwarder s, Non-Vessel Operating Common Carriers (NVOCCs), and Intermodal
Marketing Companies (IMCs) contract with carriers to arrange for the shipments of goods
from a manufacturer or producer to a customer or other point of distribution.
Passenger transportation carriers (airlines, bus/rail, ship/ferry/cruise operators)
Courier, Express, and Postal Carriers facilitate the transport of documents and packages.
MARKET VALUE
KEY INSIGHTS
KEY CONCEPTS
LOGISTICS FUNCTIONS
KEY PERFORMANCE
INDICATORS (KPIs)
REGULATORY ISSUES
MARKET DICTIONARY
RESOURCES
PART V:
CONVERSATION
STARTERS
Parcel service transport of small packages or freight from multiple customers. A

package is considered parcel if it weights less than 35 pounds and it is not a flat
envelope.
Railroad carriers, which may offer one or more services, including:
Container services (transport containers to or from ships or trucks)
Piggyback services (transport freight trucks or trailers)
Shipping carriers, including bulk carriers (for transport of unpackaged bulk cargo),
container ships, roll-on/roll-off carriers (for transport of wheeled cargo, such as
automobiles), tankers, and gas carriers
Air freight carriers, including dedicated cargo operators, passenger operators carrying
freight as a secondary service, and specialized operators (e.g., for heavy load freight
transport)
Third Party Logistics (3PL) or Contract Logistics companies (e.g., C. H. Robinson Worldwide)
OVERVIEW
TYPES OF BUSINESSES
PART IV:
SOLUTION
SNAPSHOT
KEY PERFORMANCE INDICATORS (KPIS)

Transportation and logistics companies closely track productivity, efficiency, cost, safety, security,
and customer service measures. Typical performance indicators include both internal metrics
(e.g., productivity, efficiency, resource utilization) and external metrics (e.g., service reliability,
effectivity). Some specific KPIs include:
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PART I:
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Order processing costs

Warehousing costs (includes capital costs, equipment, payroll)
Inventory management costs
Transport costs
Distribution cost as a % of sales
Warehousing KPIs
KEY CONCEPTS

TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
MARKET DICTIONARY
RESOURCES
PART VI:
DISCOVERY
QUESTIONS
Share of logistics costs as a percent of revenue (costs/revenue) for various logistics functions:
KEY INSIGHTS
REGULATORY ISSUES
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MARKET VALUE

LOGISTICS FUNCTIONS
PART IV:
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SNAPSHOT
Order-picking accuracy
Inventory-to-sales ratio
Inventory turnover
Delivery in full, on time (DIFOT)
Average storage-location costs (average warehouse costs/occupied storage locations)
Average stock-movement costs (average warehouse costs/stock movements
Engineered Labor Standards (ELS) are used in well-run DCs to rate employee performance of tasks (e.g., an employee is working at 50%, 90%, 110% of the average employee)
Transport KPIs
Load factor (average load/total vehicle freight capacity)

Pickup and delivery (P&D) productivity (pounds/man hour)
Dock productivity (pounds/man hour)
Fuel efficiency (miles/kilometer per gallon/liter)
Reliability or on-time delivery (number of deliveries received on-time/total number of deliveries)
Damage rate (number of damaged shipments/total shipments)
Delivery quality (number of complaints/total number of deliveries)
Delivery flexibility (number of fulfilled special requests/number of special requests)
Equipment availability (percent of requests that can be satisfied with available equipment
at the time of request)
Turndown ratio (number of shipments declined/total shipments offered) or delivery readi11
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LOGISTICS FUNCTIONS
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PART VI:
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ness (number of requisitions filled ex warehouse/total number of requisitions)

Yard Management KPIs
REGULATORY ISSUES
Compliance with government and industry standards may require additional tasks and reporting
as well as adjustments to route planning for transportation carriers.

Hours-of-Service (HOS) regulations in the U.S., Canada, Australia, and nations in the
European Union (EU) specify the allowable number of consecutive driving hours, downtime
between shifts, and other factors, and require logging and reporting on driving hours.
Authorized government inspectors may review drivers logbooks or electronic logging systems
at any time.
Mandates for electronic on-board recorders (EOBRs) in the U.S. and European Union
U.S. Department of Transportation (DOT)
TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
PART V:
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Moves per driver (from yard position to dock door)

Length of time trailer is sitting in yard
KEY INSIGHTS
KEY CONCEPTS
PART IV:
SOLUTION
SNAPSHOT
MARKET DICTIONARY
RESOURCES
Compliance, Safety, and Accountability (CSA) regulation is a safety measure and equipment maintenance reporting initiative of the intended to reduce accidents.
The U.S. Food Safety Modernization Act will require companies to provide proof that food
has been transported at the proper temperature throughout the supply chain. However, the
Food and Drug Administration (FDA) has not yet completed a timeline for implementation.
Pharmaceutical Traceability and the Drug Supply Chain Security Act - The Drug Supply
Chain Security Act (DSCSA, or Title II of the Drug Quality and Security Act) was enacted
on November 27, 2013 - replaces a 50-state patchwork of pedigree requirements with one
federal traceability solution for prescription medicines, and raises licensure standards across
the U.S. The law will transform how the domestic supply chain operates to the benefit of
healthcare providers and pharmacists and their patients. In 2015, enhanced product tracing
requirements begin, which over 10 years, will lead to the establishment of a single system of
federal electronic, unit-level traceability requirements across the entire supply chain. National
distributor licensure standards also have been strengthened. Instituting strong, consistent
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distributor licensing standards is a critical component in ensuring that the supply chain
remains safe and secure.
OVERVIEW
MARKET VALUE
PART IV:
SOLUTION
SNAPSHOT
U.S. Environmental Protection Agency (EPA): A number of states in the U.S. have anti-idling
regulations and laws with various fines.
MARKET DICTIONARY
Bulk Break Cargo
Goods that must be loaded individually, as opposed to in containers, and is usually delivered by
truck or rail to a warehouse where it is stored prior to loading onto a ship. Also known as general
cargo. The volume of bulk break cargo has been declining since the 1960s, as container shipping
has increased.
Broker
A third-party company that works with shippers and carriers to arrange for the transportation of
goods.
Consignee
The party to whom a freight shipment is delivered.
Contract carrier
A carrier offering its services under contract to one or a limited number of shippers
Contract logistics
The complete outsourcing of the distribution and transportation function.
Cross-docking
A practice in which pre-picked materials are unloaded from an incoming truck, semi-trailer, or rail
car, batched together, and transferred directly to an outbound truck, semi-trailer or rail car with
little or no storage in between (usually less than 24 hours). In a pre-distribution cross-docking
operation, incoming goods already have a customer assigned, so workers simply need to transfer
tagged and bagged goods to outbound trailers. In post-distribution cross-docking, workers at a
companys cross-dock allocate incoming goods to various store branches.
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PART I:
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CHALLENGES AND
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LOGISTICS FUNCTIONS
TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
REGULATORY ISSUES
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PART VI:
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Dedicated logistics
A third-party logistics provider or carrier offering dedicated or contracted services in a specific
region.
Drayage
The transport of freight over a short distance, typically as one leg of a longer move. Points of
origin and destination are often in the same urban area. The term drayage is also used for the fee
charged for such transport.
External transport
The movement of goods between locations (suppliers, warehouses, manufacturers, retailers, or
customers) in a transport network.
Ex Warehouse
An agreement between parties in which a seller assumes the risk and expense of transporting
goods to a warehouse, at which point the expense and risk are transferred to the buyer, who is
then responsible for transporting the goods from the warehouse.
Freight forwarder
A company that arranges to pick up or deliver freight on behalf of a shipper or consignee.
Intermodal Freight Transport (or Intermodal)
The transportation of freight in special containers (known as intermodal containers, or simply
containers) via multiple modes of transport, such as ship, rail, and truck. Freight is transferred
from one mode of transportation to another without any additional handling, resulting in faster
transport, less damage, and increased security over bulk break or general cargo.
Internal transport
The movement of goods within a production facility or warehouse.
Less-than-truckload (LTL)
The transportation of smaller quantities of freight or cargo from multiple customers on the same
semi-trailer or intermodal container.
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OVERVIEW
MARKET VALUE
KEY INSIGHTS
KEY CONCEPTS
LOGISTICS FUNCTIONS
TYPES OF BUSINESSES
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
Local cartage
A motor carrier whose service area is a local region or metropolitan area.
Long-haul
Refers to a trucking company or a load that is transported over longer distances.
Omnichannel Retailing
Multichannel retailing conducted in such a way as to provide a seamless customer experience
through any and all channels. For instance, an order placed online and delivered directly to the
customer can be returned to a brick-and-mortar store.
Private fleet
A fleet of trucks owned and operated by a company (e.g., manufacturer, distributor, or retailer) for
the purpose of delivering the companys products.
REGULATORY ISSUES
Reverse Logistics
All activities related to the moving of goods from the point of consumption to the point of origin
for the purpose of reusing or properly disposing of products and materials. Examples of the use
of reverse logistics are to process defective or leased products returned to a manufacturer or to
reuse items such as printer cartridges.
MARKET DICTIONARY
Shipping
The act of using a commercial carrier to move or transport goods.
KEY PERFORMANCE
INDICATORS (KPIs)

RESOURCES
Short-haul
Refers to a shipment that is transported over short distances and is usually carrier by regional
carriers or local cartage companies.
Truckload (or Full Truckload, FTL)
Refers to the transportation of large amounts of freight or cargo, generally filling an entire semitrailer or intermodal container, and usually from or to a single customer.
15
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OVERVIEW
TRANSPORTATION AND LOGISTICS RESOURCES
MARKET VALUE
Transport Intelligence (Ti) (www.transportintelligence.com)
Journal of Commerce Magazine (www.joc.com)
Supply Chain Brain (www.supplychainbrain.com)
Logistics Management (www.logisticsmgmt.com)
Inbound Logistics (www.inboundlogistics.com)
Modern Materials Handling (www.mmh.com)
Global Logistics Media (www.globallogisticsmedia.com)
KEY INSIGHTS
KEY CONCEPTS
LOGISTICS FUNCTIONS
TYPES OF BUSINESSES
KEY PERFORMANCE
INDICATORS (KPIs)
REGULATORY ISSUES
Logistics Asia (www.logisticsasia.asia)

Logistics India (www.logisticsmediaindia.co.in)
Logistics UK (www.logisticsmediaUK.co.uk)
Logistics New Zealand (www.logisticsnewzealand.co.nz)
Logistics Australia (www.logisticsmediaustralia.co.au)
Logistics United Arab Emirates (uae.globallogisticsmedia.com)
MARKET DICTIONARY
RESOURCES
16
PART VI:
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QUESTIONS
PART II:
CHALLENGES
AND TRENDS
17
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GLOBAL CHALLENGES
GLOBAL CHALLENGES
REGIONAL CHALLENGES
Achieving the right balance of efficiency, accuracy, and cost management is the top-level
challenge for transportation and logistics businesses. Specific business challenges include:
KEY TRENDS
REGIONAL TRENDS
FUTURE TRENDS: IoT FORRESTER
RESEARCH
Lowering carbon emissions and enhancing energy efficiencies
Megacities, traffic congestion and regulations on truck idling time places constraints on
shipping schedules; speed and timing of deliveries are critical (especially for fresh-dated or
co-dated products)
Maintaining profitability despite rising costs (assets, labor, taxes, fuel, insurance) and tight
economic conditions
Ensuring safe passage of freight and passengers in the wake of terrorism and piracy threats
Ageing workforce and difficulty attracting workers with the necessary skills due in part to a
less-than-ideal image of the industry (e.g., jobs associated with unpleasant working conditions
and unappealing career paths)
E-commerce demanding more supply chain efficiency to comply with service level
agreements.
Improving customer service and satisfaction in the face of aggressive competition; public
perception drive supply chain decisions
Operational challenges:
Enabling real-time freight visibility

Low asset utilization
High labor turnover (100-115% per year in trucking)
High cost structure (fuel, labor, assets)
Mis-ships
Issues with data integrity
Billing and collections delays
Regulatory compliance issues (e.g., truck idling)
Poor asset tracking capabilities
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Inability to track drivers and costly assets

Ineffective utilization of vehicle and drivers
Inability to meet customer requirements due to vehicle breakdowns and maintenance
GLOBAL CHALLENGES
REGIONAL CHALLENGES
KEY TRENDS
REGIONAL TRENDS
RESEARCH
REGIONAL CHALLENGES

North America
Compliance with environmental, regulatory, and security regulations

Low unemployment, hHigh labor turnover and poor productivity.
Europe/Africa
Bureaucracy, poor infrastructure, and lack of logistics expertise are hampering growth in
Russia, which holds promise as a hub between Asia and Europe.
Africas underdeveloped transportation infrastructure, inadequate security, and long dwell
times of import containers (due to red tape at customs, collusion, and other factors) weaken the business case for investment.
A shortage of skilled employees is suppressing economic growth.
Latin America and Caribbean Region
Megacities traffic.
High cost structure; fuel and assets
Logistics costs are high in Brazil, due to regional differences in infrastructure, high harbor
fees, difficulty developing the Amazon region, and an underdeveloped rail network.
Asia-Pacific and Middle East
India has an underdeveloped transportation infrastructure, particularly highways.
India will need 25 million workers in the transportation and logistics sector by 2022, an
increase of over 17 million workers since 2011 levels, posing a tremendous challenge in
finding and training workers with the required skills
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GLOBAL CHALLENGES
KEY TRENDS
REGIONAL CHALLENGES
KEY TRENDS
Globalization and high population growth rates are contributing to the increase in the flow of
goods and people.
The growth of e-commerce in retail is changing warehousing and shipping operations, as

more shipments are going directly to consumers than ever before.
New manufacturing technologies like additive manufacturing (3D printers), densification

of products and robotics are supporting a positive business case for factory of the future
investments.
Transportation management is going global, as Transportation Management Systems expand

from primarily truck transport to cover air and ocean transport as well.
Customer expectations for limited (or no) stockouts, rapid fulfillment, accurate delivery status,
real-time visibility into inventory levels and delivery/transit information are rising.
Intermodal transportation, especially the rail component, is on an upward trend as more truck
drivers retire, fewer new drivers enter the industry, and trucking costs rise due to hours-ofservice rules and mandatory (in some countries) electronic on-board recorders.
Radio Frequency Identification (RFID) and analytics are playing a big part in helping
warehousing and distribution centers increase efficiencies and effectiveness.
REGIONAL TRENDS
RESEARCH
RFID is used for inventory control, scanning pallets or products as they enter a warehouse, and scanning products as they are delivered to customers. Helps ensure accuracy
of orders and reduces losses due to theft or out-of-date fresh products.
Big Data analytics is used to collect data generated by warehouse systems (e.g., conveyor
systems, picking systems, robotics) and generate actionable insights that can be presented in real-time to warehouse manager via mobile computer, so manager can take steps
immediately to fix problems and improve operations.
20
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GLOBAL CHALLENGES
REGIONAL TRENDS
REGIONAL CHALLENGES
North America
Major retailers (e.g., The Home Depot) are investing in facilities and operations in order to
enable one-day or same-day delivery, sometimes within a specific time window (e.g., 15
minutes).
E-commerce growing at a CAGR of 17% in the next 3 years, web only retailers growing at
over 20%. Non-store front retailers (e.g., Amazon) investing in distribution centers to be
closer to their customers in order to enable fast delivery.
Traditional retailers are building very large (1+ million square feet) E-Commerce/Internet
Fulfillment Centers as e-commerce grows from 8% of retail sales in 2013 to a projected
30% by 2025. In 2013, both Urban Outfitters and Nordstroms built fulfillment centers in
Pennsylvania.
Brick-and-mortar stores are being used as mini-distribution or fulfillment centers, as retailers strive to reduce customer lead time in fulfilling online orders, eventually offering sameday delivery.
Shippers are becoming modal agnostic, selecting capacity based on what makes economic sense.
Undercapacity is an issue in trucking (driver shortage), while overcapacity is an issue in
air, ocean, and rail transport.
Public transportation ridership is up significantly and continuing to trend upward due to
high fuel prices, traffic congestion, and the high costs of owning a car.
Europe/Africa
KEY TRENDS
REGIONAL TRENDS
RESEARCH
Europe is experiencing growth in high-speed passenger rail services.

Transportation and warehousing are becoming more efficient in Europe due to uniform
regulations advanced by the European Union.
Companies in western Europe are increasingly outsourcing logistics services.
Africa is viewed as a growth market, as developing nations expand their economies. Port
projects and other infrastructure improvements (funded in part by China, as it seeks to
increase imports of the raw materials it lacks) are under development as of 2014.
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Latin America and Caribbean Region
Brazil and other emerging nations are taking steps to modernize their transportation infrastructure (e.g., Brazil sold three of its aging airports to private investors, who are committed to modernizing them in time for the 2016 Summer Olympics).
An expansion project is underway to double the capacity of the Panama Canal by 2015,
allowing larger and more ships to pass through.
Logistics providers taking an important role supporting manufacturers in their distribution
function; Brazil, Mexico, Argentina and Colombia.
Asia-Pacific and Middle East
REGIONAL CHALLENGES
KEY TRENDS
REGIONAL TRENDS
RESEARCH
PART IV:
SOLUTION
SNAPSHOT
Chinas economy is shifting toward domestic consumption as the middle class expands; ECommerce sales in China were up 78.5% in 2013 and are projected to grow 64% in 2014.
China is investing heavily in road, rail, and air transportation infrastructure, and has installed a modern expressway network outside major cities.
The Australian transportation and logistics market is growing, with freight but profitability is
declining due to rising labor and fuel costs.
The government of Dubai is engaging in a strategic initiative to develop a major free trade
zone in the emirate.
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GLOBAL CHALLENGES
FUTURE TRENDS: IoT FORRESTER RESEARCH
REGIONAL CHALLENGES
KEY TRENDS
There is a growing trend toward improving customer service and away from focusing primarily
on cost-cutting and improving efficiencies.
Suppliers and retailers will take steps to improve inventory visibility and speed delivery in
order to meet the expectations that major retailers are setting with customers (e.g., real-time
order tracking and same-day or next-day delivery).
Greater investment will be made in security to prevent cyber attacks in order to preserve data
integrity and privacy.
Low-cost sensors, such as those used in smartphones and tablets, will be integrated into
production and logistics processes, creating smart logistics infrastructures. Applications
such as pick-by-vision, wearable RFID scanning, and 3D image documentation of freight
condition during delivery will be developed.
Additive manufacturing and 3D printers will enable new business models for custom
manufacturing; medical devices, dentures, machine parts, decoration, increasing the flow and
traceability of small packages.
Europe/Africa (EA)
REGIONAL TRENDS
RESEARCH
Expect future growth opportunities in Africa, as retailers expand operations and rising
wages in China are projected to spur growth in manufacturing in many African nations,
creating the need for transportation and logistics activities.
As a means to further refine our business strategy around the Internet of Things (IoT), Zebra
contracted Forrester Research, a premiere analyst firm, to conduct nearly 600 online interviews
with decision-makers across the world, of which 117 were from the transportation sector.
The main objectives of the study were to understand the markets activity level, perceptions,
expectations, and barriers to adoption of IoT. For the purpose of the study, the following definition
of IoT was used:
Smart interconnected devices that businesses use to get more visibility into the identification,
location, and condition of products, assets, transactions, or people to drive more effective and
timely business decisions or to improve customer interactions.
23
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GLOBAL CHALLENGES
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KEY TRENDS
REGIONAL TRENDS
PART III:
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PART IV:
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SNAPSHOT
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PART VI:
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For most transportation firms surveyed, they associated this definition with solutions leveraging
technologies such as Wi-Fi, Sensors, NFC, RTLS, GPS, Passive RFID and Barcodes, amongst
others.
The demographics of this audience included Manager, Director and VP-level individuals that are
involved in or influence the decision-making process for IoT, with the bulk of respondents from the
European and Asia-Pacific regions. The average company size was about 6,400 employees and
the majority of respondents were in IT related positions.

RESEARCH
Despite concerns about privacy/security, implementation/integration, risk of mitigation/installation,

cost and IT Governance, IoT activity and adoption within the transportation sector is rapidly
increasing. For example, 96% of respondents in transportation feel that the IoT is the technology
initiative of the decade, and 98% stated that they were ready to make the necessary changes to
implement solutions. IoT adoption is also high, with 62% of respondents stating that they already
have implementations in place and another 29% are planning to deploy solutions within the next
year. All respondents stated that they had discussed implementing IoT.
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GLOBAL CHALLENGES
REGIONAL CHALLENGES
KEY TRENDS
REGIONAL TRENDS
RESEARCH
For the actual IoT implementations, most firms indicated a strong preference to partner with
(or have partnered with) hardware (i.e.: Zebra), networking and security firms, as well as utilize
IoT platforms that are secure, easy to use, scalable and provide robust functionality. Most
respondents had several strategic objectives for IoT implementations, including improving their
customers experience, creating new revenue streams, providing competitive differentiation,
promoting workforce collaboration and process automation & control (see chart above).
Respondents also expect to be able to leverage IoT solutions that will provide operational and
actionable location and condition data on containers, objects and personnel (see chart below).
Transportation companies will use IoT so that they can use to ensure compliance (i.e.: industry,
government, customer), empower process and cost optimization (i.e.: achieve cost and process
efficiencies), enhance their supply chains (i.e.: optimization and increased visibility) and mitigate
loss & risk (i.e.: improve loss prevention, enhance risk management).
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GLOBAL CHALLENGES
REGIONAL CHALLENGES
KEY TRENDS
REGIONAL TRENDS
RESEARCH
Zebra is well positioned to capitalize on the IoT opportunity in transportation for the following
reasons, amongst others.

Our company is a premiere brand and share leader in several core technologies/solutions
supporting most IoT implementations (i.e.: RTLS, Barcodes, Mobile computing, Enterprise
Asset Intelligence, RFID, etc.)
Zebra has extensive experience with and a proven track record of success with many of
the key IoT solutions and objectives. In many instances, were the share leader.
We have an extensive partner network capable of supporting most deployments and our
products/solutions are compatible with many related technologies
Our Zatar platform can satisfy the aforementioned requirements as well as enable simplified
and facilitated implementation.
26
PART III:
DECISION MAKER
INSIGHT
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DECISION MAKERS AND

INFLUENCERS
TYPICAL TRANSPORTATION AND
LOGISTICS GOALS
KEY DECISION DRIVERS
STRATEGIC INITIATIVES
TOP TIPS FOR SUCCESS
HELPING YOUR PROSPECT
WORK SMARTER
PART IV:
SOLUTION
SNAPSHOT
PART III:
DECISION MAKER
INSIGHT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
In the transportation and logistics industry, the size of the company determines who the decision
makers are for technology purchases. For small companies, the president or owner makes
decisions about technology sales. For large companies (e.g., Con-way, Old Dominion), the VP
of Operations is the key decision maker, and CIO and CFO make also participate in decision
making. For some large companies, the entire senior management team may get involved in the
selection and deployment process. Warehousing and distribution companies have a more formal
management structure than that of trucking and freight forwarding companies.
DECISION MAKERS AND INFLUENCERS

President/CEO/Owner
Decision maker at smaller trucking companies (50-100 trucks)

Focused on how IT can improve operational efficiency and service levels, reduce costs,
increase sales
VP Operations/Supply Chain Management/Logistics
Decision maker at larger trucking companies and at warehousing and distribution companies
Concerned with functionality, productivity, ease of use, speed of IT implementation (cant
afford to shut down warehouse/delivery operations for a day or more during system implementation)
Key metrics include operational efficiency, accuracy, costs, and service levels
CIO
Strong influencer in warehousing and distribution companies

Owns the warehouse management system that enterprise mobility solutions connect to
Focused on building infrastructure to support business functions
Concerned with implementing technology to ensure a competitive advantage without disrupting business operations, making IT as agile as the business demands, and reducing
implementation time in order to deliver value faster
Key metrics include cost management, execution on time and on budget
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LOGISTICS GOALS
WORK SMARTER
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PART V:
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STARTERS
CFO and other C-level executives at large companies may be influencers

CFO concerned with ROI
TYPICAL TRANSPORTATION AND LOGISTICS GOALS

Maximize operational efficiencies
Reduce costs (e.g., fuel, labor, freight rates, claims)
Reduce fuel consumption (green initiatives)
Decrease errors and mitigate risks
Improve order and shipment accuracy
Speed delivery
Enhance customer service
Ensure regulatory and environmental compliance
Increase fleet utilization and extend asset lifetime
Improve driver efficiency

End-to-end supply chain visibility
Operational efficiency and accuracy
Worker productivity
Space optimization
Cost containment
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PART I:
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DECISION MAKERS AND

INFLUENCERS
PART IV:
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SNAPSHOT
PART III:
DECISION MAKER
INSIGHT
PART V:
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STARTERS
PART VI:
DISCOVERY
QUESTIONS
STRATEGIC INITIATIVES IN WAREHOUSING AND DISTRIBUTION

In 2013, survey participants indicated the following plans for expansion and investment:

LOGISTICS GOALS
26% said that management views warehousing and distribution as an asset that can drive
business growth.
35% plan to increase the number of warehouses and distribution centers they operate by
2018.
Reasons cited for expansion include lower transportation costs, shorter delivery times, new
suppliers and trading partner locations, and heightened omnichannel pressures.
66% plan to increasingly automate processes by equipping staff with new technology
solutions.

WORK SMARTER
Picking and replenishment solutions are moving towards multimodal over the next five years.
There is a shift away from paper-based processes (71% decrease) and toward handheld
mobile computers and tablets (100% increase) for cycle counting and inventory validation by
2018.
Bar code utilization is expected to increase from 67% of items received at warehouses in 2013
to 84% of items received by 2018.
Source: Motorola Solutions 2014 Future of Warehousing Survey. 328 respondents included IT
and operations professionals in manufacturing, retail, wholesale, and 3PL markets in firms with at
least $15 million in annual revenues.

Understand strategies around omnichannel retailing so that you can understand the timing
needs in the transportation and logistics industry.
Understand the impact of government and industry regulations on your prospects business.
Start by reviewing country-specific federal agency websites (e.g., for the U.S., the Department
of Transportation, Food and Drug Administration, Homeland Security, Environmental
Protection Agency).
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PART VI:
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Recognize that transportation and logistics is a 24x7 operation and technology deployments
must be planned so as not to disrupt operations.
Recognize that safety is an important goal for transportation and logistics companies and
demonstrate how your solution can enhance worker safety.
Tie your solutions to specific metrics (KPIs) that are important to stakeholders.

HELPING YOUR PROSPECT WORK SMARTER

Here are some ways in which technology can help:
Improve efficiency in yard management: Real time location systems (RTLS), mobile
devices and automation technologies equipped with yard management applications can cut
idling and wasteful driving patterns, reduce errors that save fuel and materials, and improve
asset utilization so that you can do more with fewer vehicles.
Transform warehouse management: Mobile communications and computing, voice-directed

picking, RTLS dynamic staging, color enabled labels and electronic data capture technology
enable you to respond quickly to customer demands, increase inventory turns, optimize
space, improve line-level accuracy, and simplify compliance with regulatory and industry
requirements.
Improve fleet utilization: Mobile technology and fleet management applications enable
you to monitor and manage idle time, fuel consumption, truck diagnostics, cargo capacity,
travel routes, and driver behavior. Among the benefits are reduced fuel consumption and
greenhouse gas emissions, improved driver and route efficiencies, and reduced costs.
Improve productivity: RFID tags and systems streamline receiving and inventory. Wireless
broadband networks provide the foundation for automating manual tasks and collecting and
analyzing warehouse system data to provide decision support to mobile workers on the
warehouse floor so that they can rectify problems and make informed decisions faster.

WORK SMARTER
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Enhance customer service
Process and deliver orders faster

Deliver orders at the right time (e.g., perishables to restaurant during off-peak hours)
Improve accuracy of order fulfillment
Enable automated order status retrieval in real-time
Facilitate convenient returns process
Improve efficiencies and drive down operating costs
Streamline work flow throughout warehouse facilities and use existing space more efficiently
Reduce receiving time and inventory replenishment time
Reduce errors in order picking
Automate warehouse processes
Optimize transportation asset utilization
Streamline scheduling and dispatch functions
Reduce idle time throughout delivery routes
Reduce fleet operating costs
Improve cargo security
Comply with government mandates (such as the Container Security Initiative of the U.S.
Customs and Border Patrol)
Enable real-time tracking and status reporting of cargo
Enhance visibility of assets and inventory

LOGISTICS GOALS
PART IV:
SOLUTION
SNAPSHOT
PART III:
DECISION MAKER
INSIGHT

WORK SMARTER
Deliver real-time processes for supply chain visibility to meet shippers demands
Expand mobile cargo locator, track, trace, and status reporting systems for containers and
packages
Facilitate vehicle tracking
32
PART IV:
SOLUTION
SNAPSHOT
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THE ZEBRA KNOWS TRANSPORTATION & LOGISTICS

Zebra knows that the T&L industry can only evolve by implementing greater visibility into processes and supply chains. Zebras extensive
portfolio of marking and printing technologies, including barcode, RFID, RTLS, Voice, GPS and sensoring help provide this. Zebras
technologies not only tell you where your smallest shipments are, but also what state theyre inare they hot enough? Cold enough? Humid
enough? All in service of completing orders as fast as possible.
SOLUTION AREA
APPLICATIONS/OFFERINGS
PAIN POINTS
ENTERPRISE COMPONENTS
ZEBRA COMPONENTS
CUSTOMER BENEFITS
Hardware: MC67, MC95xx,

TC70, ET1, WAP, LS3xxx,
FXxxxx, MC9200, MC31xx,
VC70, VH10, 8585, WAP
Hardware: Industrial
printers: Xi4,ZTxxx
(RFID)
Inventory accuracy
Labor productivity
Efficiently speed up
picking, stacking and
put away
Cycle time
Reduced costs
WAREHOUSE, STORAGE, DEPOTS (INSIDE FOUR WALLS)

Warehouse
& Materials
Management
Inbound
In-bound Receiving
Reverse Logistics
Sortation
Put-away
Inventory
Cycle Counts
Physical Inventory
Replenishment
Receiving, Returns, Inventory Operation that is

and Shipping Label printing
paper-based
(bar code or RFID)
Data delays, all
Rack lD label printing
batch processing
(barcode or RFID)
Inventory
Location Solutions
discrepancies
Warehouse Dynamic Staging
Poor accuracy
Location Solution Asset
Large inventory
Management Solution (w/
carrying costs
WMS)
Poor customer
Voice Picking
service
Cross Dock
Inventory latency
Software: TeKspeechPro,
Desktop: Gxxxx,
ZD500 (RFID)
Partner WMS
Mobile: Qlnxxx
WLAN
Supplies: labels and

ribbon
Service: MLM
Increased labor
Software: Partner WMS

& DM, Link-OS Profile
Mgr & Device Mgr,
Enterprise Connector,
Zebra Designer,
Netbridge
Service: Zebra Care
repair
Slot Moves
Outbound
Pallet/Cases/Each
Picking
Complete Solution:
Location Solutions (LS)
Warehouse Dynamic
Staging (VSS SW,
RTLS Dart, WLan,
MC95xx,Xi4/ZTxxx
(RFID), Services), LS
Asset Management
(VSS SW, RTLS
Dart, WLan, MC95xx,
Services)
Staging & Shipping
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SOLUTION AREA
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PAIN POINTS
PART V:
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PART IV:
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SNAPSHOT
ZEBRA COMPONENTS
Hardware: MC9500, TC55,

TC70/75, ET1, WAP, LS3xxx,
FXxxxx, MC9200
Hardware:
PART VI:
DISCOVERY
QUESTIONS
CUSTOMER BENEFITS
TRANSPORTATION & DELIVERY SYSTEMS (OUTSIDE FOUR WALLS)

Fleet Operations
Delivery Operations (POD)

Route Accounting/DSD
(Wholesale Distributors)
Fleet Routing/Scheduling
Mobile dispatch
Cargo/Container/Trailer
Tracking
Telematics
Proof of activity
and delivery
Not able to track
driver and costly
assets tracking/
rotation
Underutilization
of limited drivers
& vehicles
Fleet Maintenance
Costly idle and

dwell time
Consumables (Tire, Fuel)

Management
Lack of visibility
Pre-Post Trip Inspection

Regulatory & Compliance/
Hours of Service (HoS)
Safety Monitoring &
Inspections
Software: Partner WMS

WLAN
Service: MLM
Paperwork
wastes
Compliance
to regulatory
standards
35
Stops Per Driver Per

Day
Mobile printers:
Fuel Costs
RWxxx, iMZxxx, ZQ110
Equipment Up Time
Supplies: receipt paper, Unplanned Down-time
Eliminate Paperwork &
Software: Zebra
Data Entry Errors
Designer,
Customer Satisfaction
Service: Zebra Care
repair
PART I:
T&L AT A
GLANCE
SOLUTION AREA
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PAIN POINTS
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
ZEBRA COMPONENTS
CUSTOMER BENEFITS
Hardware: MC67, MC9500,

ET1, WAP4, LS3xxx,
FXxxxx, MC9000-R,
Complete Solution:
Location Solutions
(LS) Yard Management
System (VSS SW,
RTLS Wherenet,
MC95xx,Gxxxx/
Qlnxxx,ZD500 (RFID),
Services), LS Asset
Management (VSS
SW, RTLS Wherenet
MC95xx,Gxxxx/
Qlnxxx,ZD500 (RFID),
Services)
Yard productivity
Visibility of trailers &
inventory in the yard
Decrease gate check
-in/out times
GPS location of each
asset in yard
Terminal Operations
YARD /TERMINAL OPERATIONS (INSIDE DESIGNATED AREA)

Yard Management
Location Solutions Yard

Management
Wireless Yard
Long lines of
trucks waiting in
line to enter the
yard and staging
area
Excessive
amount of leased
trailers, unable
to account for
location of all
assets
WLAN
Service: MLM other
services
Limited visibility
to inventory
within trailer
while in the yard
Supplies: receipt paper

and ribbon
Software: Zebra
Designer,
Manual process,
paper-based
system
Service: Zebra Care

repair
Inefficient and
under achieving
yard switchers
36
PART I:
T&L AT A
GLANCE
SOLUTION AREA
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PAIN POINTS
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
ZEBRA COMPONENTS
CUSTOMER BENEFITS
Hardware: MC67, MC95\,

ET1, WAP4, LS3xxx, FXxxxx,
MC9200,
WLAN
Service: MLM other services
printers: Xi4,ZTxxx
Termnal productivity
Visibility of vehicles &
inventory
Decrease check -in/out
times
GPS location of
assets
YARD /TERMINAL OPERATIONS (INSIDE DESIGNATED AREA)

Terminal Operations
Cross docking/sortation
Dispatch
Loading/unloading
Costly idle and

dwell time
Lack of visibility of
labor and goods
Paperwork wastes
time
Compliance
to regulatory
standards
Desktop: Gxxxx,
ZD500
Mobile: Qlnxxx
Supplies: labels and
ribbon
Software: Link-OS
Profile Mgr & Device
Mgr, Enterprise
Connector, Zebra
Designer, Netbridge
Service: Zebra Care
repair
Asset & Facility

Management
Location Solutions Yard

Management
Wireless Yard
Untimely
warehouse/DC
maintenance
and shutdown
Compliance
required for
external assets
Hardware: TC70/75, TC55,

ET1, MC65/67
Hardware: QLn420,
P4T, ZT400
Software: Partner EAM
Software: Profile
Manager, Zatar, Zebra
Designer Pro
Service: MLM

Supplies: PolyO 3100T
Timely
preventive
maintenance
Service: ZebraCare
Complete Solution: LS
Asset Management
(VSS SW, RTLS
Dart, WLan, MC95xx,
,Gxxxx/Qlnxxx,ZD500
(RFID), Services),
Manual forms
and cumbersome
processes
Lost assets
Excessive or
repetitive asset
acquisition
37
Decrease Costs/
CAPX; through asset
reduction or labor
efficiencies
Increased Productivity;
for labor and asset
utilization
Improved Service;
when customer service
is tied to asset uptime
Improved Compliance;
with accepted /
required regulations/
standards
PART I:
T&L AT A
GLANCE
SOLUTION AREA
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
PAIN POINTS
ZEBRA COMPONENTS
CUSTOMER BENEFITS
Lack of
visibility into job
completion
SB1, MC40, TC70, ET1
Hardware:
Workforce connect
Card printers: ZXP3
WLAN
Supplies: cards and

ribbon
Staff Productivity
Customer satisfaction
Communications
and replace disruptive
overhead paging
Communication costs
EMPLOYEE PRODUCTIVITY & IDENTIFICATION

Workforce
Management
Employee Time / Attendance

Tracking
Mobile Video Training
Task Management - Job
Tracking
Labor Management -
Personnel
Identification
Personnel and Visitor ID

Access Control
Inaccurate time
and attendance
data capture
Services: Device and asset

management, MWLAN
Poor decision
making for
projects /
maintenance/
repairs
Maintaining
warehouse, DC
or Yard security
Employee
access
Software: Zebra
Designer,
Service: Zebra Care
repair
TC70; SB1
Hardware:
WLAN
Card printers: ZXP3

Supplies: cards and
ribbon
Software: Zebra
Designer,
Service: Zebra Care
repair
38
Secure work
environment
Accurate time cards
Wrong persons
entering secure areas
PART I:
T&L AT A
GLANCE
SOLUTION AREA
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
PAIN POINTS
ZEBRA COMPONENTS
CUSTOMER BENEFITS
Inefficient paperbased prone to

inaccuracy
MC67, TC55, TC70/75, ET1,

KIOSK-CONCIERGE
printers:,ZTxxx
Labor costs associated
with ticket agents
Incremental revenue
through mobile
purchases
Decrease gate check
-in/out times and long
lines
Loyalty programs
Security compliance
PASSENGER/CUSTOMER SERVICES
Check-in, Boarding &
Immigration
Frequent Traveler Solutions Digital Loyalty & Rewards

Mobile Boarding Pass /
Q-Busting
Gate Kiosk
Passenger Tracking/
Locationing
Customer Self-Service
Biometrics
Desktop: Gxxxx,
ZD500
Increased
security risks
Mobile: Qlnxxx
Increase in long
lines
Kiosk: KR403
Supplies: tags, receipt
paper
Increase
personnel
required to staff
entry points
Software: Link-OS
Mgr, Enterprise
Connector, Zebra
Designer, Netbridge
Service: Zebra Care
repair
39
PART I:
T&L AT A
GLANCE
SOLUTION AREA
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
PAIN POINTS
ZEBRA COMPONENTS
CUSTOMER BENEFITS
60% of bags are

mislaid because
the airplane
connection times
are too short
or an aircraft is
delayed reducing
the connection
time
MC9500, MC9000-R, RFID

ANTENNAS ETC,
printers:,ZTxxx (RFID)
Lost baggage claims
Savings to airlines =
$100 / found bag
Plane turn-around time
Baggage tag read
rates
Baggage
Baggage Tracking
Baggage Tagging
Desktop: Gxxxx,
ZD500
Mobile: Qlnxxx
Supplies: labels, tags
(RFID), receipt paper
Software: Link-OS
Mgr, Enterprise
Connector, Zebra
Designer, Netbridge
Not having
enough ground
staff to take
the bags off
the plane to
load them onto
connecting
flights in time
Service: Zebra Care

repair
Barcodes on the
baggage tags not
read properly
People are not
properly checked
through to their
final destination
Missing
messages
from alternate
airport regarding
transfer baggage
40
PART I:
T&L AT A
GLANCE
SOLUTION AREA
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART V:
CONVERSATION
STARTERS
PART IV:
SOLUTION
SNAPSHOT
PAIN POINTS
ZEBRA COMPONENTS

inaccuracy
MC67, TC70/75
Hardware:
PART VI:
DISCOVERY
QUESTIONS
CUSTOMER BENEFITS
Sales/Ticketing
Mobile POS
Mobile Coupons & Offers
Mobile Ticketing
Mobile Seat Assignment
Increased
security risks
Increase in long
lines
Quality of Service
Mobile Cabin/Vessel/Coach
Audits
Mobile Satisfaction Survey

inaccuracy
MC67, TC70/75
Inability to
capture customer
feedback
41
Labor costs associated
Mobile: ZQ110, Qlnxxx
with ticket agents
Supplies: receipt paper, Incremental revenue
through mobile
tags
purchases
Software: Link-OS
Decrease gate check
-in/out times and long
Mgr, Enterprise
lines
Connector, Zebra
Loyalty programs
Designer, Netbridge
Security compliance
Service: Zebra Care
repair
Customer data to
make business
decisions
PART V:
CONVERSATION
STARTERS
42
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
Here is an easy process to help you talk to

transportation and logistics prospects about
their most important issues. Although some are
targeted toward specific situations, you should
choose the option that feels right to you.
STEP 1
TAILORING YOUR
GREETING
STEP 2
CHOOSE A TOPIC
Hello, <Prospect Name>, my name is <Name> and I represent <Company Name>, a Zebra Business
Partner. I am a specialist who helps transportation and logistics companies achieve greater operational
efficiencies and sustained customer loyalty through enterprise mobility technology
CUSTOMER EXPERIENCE
In person or on the phone:
<Prospect Name>, coordinating and managing vehicles, employees, and technical systems across an
entire passenger transportation system is a major logistics challenge. Equipping your transit employees
with reliable mobile voice and data communications systems and applications that give dispatchers a
real-time view of your entire line network can enable you to better control operations, regulate dynamic
passenger information, and ultimately provide more reliable transit service to your customers.
<Prospect Name>, proper baggage handling is a major contributor to ensuring passenger safety
and enhancing customer satisfaction. Equipping your passenger terminal with an easy-to-use RFID
solution enables you to transport screened baggage safely to the right place at the right time. As an
added benefit, youll have real-time visibility into the location of each bag from the time a smart label is
applied to the moment the bag leaves the terminal. 100% baggage tracking accuracy, end-to-end asset
visibility, enhanced passenger safety and satisfaction, and reduced operating costs all add up to a better
experience for your customers and enhanced profitability for your business.
Over voice mail:
<Prospect Name>, helping your retail customers keep up with ever-increasing consumer demands is
the key to maintaining their business. Using mobility and data capture solutions in your warehouse and
transportation operations, youll be ready to deliver faster, more accurate service on behalf of your retail
43
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
EMPOWER INFORMATION TECHNOLOGY (IT)
customers so that they can fulfill their customers expectations of

accurate, damage-free orders delivered on time.

<Prospect Name>, reliable mobile communications within your
warehouse is critical for smooth, efficient operations. Seamless
wireless connectivity both inside and outside enables drivers
and other workers to ensure that drop off, pick up, and other
information is communicated accurately and efficiently so that truck
turnaround time is minimized and workers are as productive as
possible. Wireless broadband network solutions also enable video
surveillance for tracking and monitoring truck and freight movement,
enhancing the safety and security of shipments.
FACILITY AND FLEET OPERATIONS

<Prospect Name>, providing your drivers and dispatchers with
the ability to communicate consistently and without interference
can really help your business. Reliable, easy-to-use mobile radios
can keep your drivers connected wherever they are working, so
that dispatchers can quickly reprioritize and reroute trucks when
needed, improving productivity and reducing wasted trips and fuel
consumption.
<Prospect Name>, laying the foundation for advanced warehouse

control solutions can give you the edge you need to earn new
business in a competitive environment. With a robust, secure,
reliable wireless infrastructure, you can collect and analyze
operational data from conveyors, labor picking systems, robots,
and more and deliver actionable insights to your mobile warehouse
managers. By arming them with real-time information about
whats happening in the warehouse, you enable them to take
corrective action immediately when needed. With a solid network
infrastructure, you can coordinate activity across your warehouse
systems and optimize efficiencies and productivity.
<Prospect Name>, receiving and handling incoming shipments

at your warehouse is one of those processes that requires a
lot of coordination to ensure that the materials received match
the shippers records and are properly stored and entered into
inventory. Mismatches, delays, or manual processing can run up
labor costs and may adversely impact other warehouse processes,
such as order processing. With an automated RFID-based
inventory management solution, you can reduce the time and costs
associated with receiving and processing incoming shipments, and
ensure the accuracy of downstream activities.
Over voice mail:
<Prospect Name>, one of the best ways to optimize fleet utilization
and reduce maintenance costs is to automatically capture vehicle
performance data and use it to plan maintenance activities. Youll
minimize fleet downtime and reduce maintenance costs by ensuring
fixes are done only when needed rather than on a predetermined
schedule.
Over voice mail:

<Prospect Name>, the best way to optimize efficiencies when
transporting or moving goods in a warehouse is to set up a reliable,
robust wireless communication infrastructure, so that you bring your
operations to the point of activity while minimizing interruptions in
the flow of goods.
44
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
STEP 3
CLOSING
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS

<Prospect Name>, what are some of the challenges your department is facing today that you wish
technology could help you address?
Over voice mail:
<Prospect Name>, I will give you a call tomorrow at <time> to see if we can get together to discuss some
of challenges you are facing. Or, you can reach me at <phone number>. Thanks very much.
45
PART VI:
DISCOVERY
QUESTIONS
46
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
Where is your business heading over the next three to five years, what growth do you expect?
How do you plan to support the expected growth? Open new warehouses or distribution centers and/or invest in process optimization
technologies?
Are your companys customers demanding higher levels of service? If so, in what specific areas?
How long does it take your company to turn an order around from the time it is received to the time it is shipped?
Does your business currently have a stand-alone Warehouse Management System?
How does your company track inventory? Does the current system allowing your company to maintain high location level inventory accuracy?
Are your safety stock and inventory costs higher than they should be for your business?
How accurate is your companys inventory system?
How do your companys workers locate inventory? How quickly? With what level of accuracy?
How does your company performs the picking function?
What is the average time from order placement to shipment?
How do errors in orders, shipping, or other transactions affect your business? What are the costs and customer satisfaction impacts of late
shipments?
How well does your business track and trace containers and small packages?
How does your business ensure shipping accuracy?
Is fuel consumption and fleet efficiency an area of concern for your business?
How does your business coordinate advanced shipping notifications?
How well does your business optimize loads? transportation routes?
47
PART I:
T&L AT A
GLANCE
PART II:
CHALLENGES AND
TRENDS
PART III:
DECISION MAKER
INSIGHT
PART IV:
SOLUTION
SNAPSHOT
PART V:
CONVERSATION
STARTERS
PART VI:
DISCOVERY
QUESTIONS
How does your business handle freight audits and payments?

Do pre-trip inspections get recorded? Are they accurate? Do they automatically feed into a fleet management system? What corrective actions
do you have in place to address inaccuracies in any of your inspection points?
Do your companys drivers maintain a manual Hours-of-Service log book?
How would your customers rate your facility on on-time delivery?
Does your company do daily yard checks in order to track what and how many trailers are in the yard?
Does your company track the hours and productivity of the drivers that move trailers in the yard?
Is your company satisfied with current asset utilization?
48
forecast-enterprise-it-spending-transportation>.
Low-cost Sensor Technology A DHL perspective on implications and use cases
for the logistics industry. DHL. DHL Customer Solutions & Innovation. Dec. 2013.
Web. 8 July 2014. <http://www.dhl.com/content/dam/downloads/g0/about_us/
innovation/CSI_Studie_Low_Sensor.PDF>
BIBLIOGRAPHY
Africa gearing up: Future prospects in Africa for the transportation & logistics
industry. PwC, 2013. Web. 8 July 2014. <http://www.pwc.com/gx/en/
transportation-logistics/publications/africa-infrastructure-investment/assets/africagearing-up.pdf>.
McCrea, Bridget. Supply Chain and Logistics Technology: 8 trends driving TMS
adoption. Logistics Management. Peerless Media LLC, 1 Nov. 2013. Web. 8
July 2014. <http://www.logisticsmgmt.com/article/supply_chain_and_logistics_
technology_8_trends_driving_tms_adoption>.
Asia Supply Chain Insights. Supply Chain Asia. Supply Chain Asia, 10 Dec. 2013.
Web. 8 July 2014. <http://www.supplychainasia.org/knowledge/scm/item/6616asia-supply-chain-insights>.
Motorola Solutions Study Finds 66 Percent of Warehouses Plan to Expand

Technology Investments by 20. DailyFinance.com. AOL Inc., 19 Aug. 2013. Web.
8 July 2014. <http://www.dailyfinance.com/2013/08/19/motorola-solutions-studyfinds-66-percent-of-wareh/>.
Boyd, John H. Warehousing Three trends to watch. CSCMPs Supply Chain

Quarterly. CSCMPs Supply Chain Quarterly, 3 Sept. 2013. Web. 8 July 2014.
<http://www.supplychainquarterly.com/topics/Warehousing/20130904-threetrends-to-watch/>.
Norall, Steve. Non-Asset Based Logistics vs. Asset Based Logistics: Whats the
Difference?. Cerasis. Cerasis Inc., 21 Aug. 2013. Web. 8 July 2014. <http://cerasis.
com/2013/08/21/non-asset-based-logistics/>.
Dang, Annie. ICT drives transport and logistics growth. Logistics & Materials
Handling. Cirrus Media, 15 June 2012. Web. 8 July 2014. <http://www.
logisticsmagazine.com.au/news/ict-drives-transport-and-logistics-growth>.
OReilly, Joseph. GlobalFebruary 2014. Inbound Logistics. Thomas Publishing

Company, 1 Feb. 2014. Web. 8 July 2014. <http://www.inboundlogistics.com/cms/
article/global-february-2014/>.
Discover Logistics Logbook. DHL discover logistics. Deutsche Post AG, n.d.
Web. 8 July 2014. <http://www.dhl-discoverlogistics.com/cms/en>.
Roberson, Cathy. The Middle East - A Rising Star in Global Logistics. Transport
Intelligence. Transport Intelligence, 10 June 2014. Web. 8 July 2014. <http://www.
transportintelligence.com/blog/2720>.
Ditton, Emilie. Document at a Glance: Australia Transport and Logistics

ICT 2013-2016 Forecast and Analysis. IDC: Analyze the Future. IDC
Corporate USA, 1 July 2013. Web. 8 July 2014. <http://www.idc.com/getdoc.
jsp?containerId=AU8036602V>.
Sichelman, Lew. The New Industrial: E-commerce Fulfillment Centers. Urban

Land Magazine. Urban Land Institute (ULI), 11 Nov. 2013. Web. 8 July 2014. <http://
urbanland.uli.org/news/the-new-industrial-e-commerce-fullfillment-centers/>.
Holcomb, Ph.D., Mary C., and Karl Manrodt, Ph.D.. 22nd Annual Study of Logistics
and Transportation Trends: Masters co-create value. Logistics Management.
Peerless Media LLC, 1 Sept. 2013. Web. 8 July 2014. <http://www.logisticsmgmt.
com/article/22nd_annual_study_of_logistics_and_transportation_trends_masters_
co_create>.
Solomon, Mark. Amazon plans to revamp its U.S. shipping network. CSCMPs
Supply Chain Quarterly. CSCMPs Supply Chain Quarterly, 21 May 2014. Web. 8
July 2014. <http://www.supplychainquarterly.com/news/20140521-amazon-plansto-revamp-its-us-shipping-network/>.
Introduction to the Transportation, Supply Chain & Logistics Industry. Plunkett

Research, Ltd., 2014. Web. 8 July 2014. <http://www.plunkettresearch.com/
transportation-supply-chain-logistics-market-research/industry-trends>.
The Logistics and Transportation Industry in the United States. SelectUSA. U.S.
Department of Commerce, n.d. Web. 8 July 2014. <http://selectusa.commerce.gov/
industry-snapshots/logistics-and-transportation-industry-united-states>.
Liu, Venecia K., and Rika Narisawa. Forecast: Enterprise IT Spending for the
Transportation Market, Worldwide, 2012-2018, 1Q14 Update. Gartner. Gartner,
Inc., 10 Apr. 2014. Web. 8 July 2014. <https://www.gartner.com/doc/2706317/
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www.pwc.com/gx/en/transportation-logistics/tl2030/>.
49
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Transportation and Logistics Insights 2014: The road ahead. Ferrier Hodgson.
Ferrier Hodgson, Jan. 2014. Web. 8 July 2014. <http://www.ferrierhodgson.com/~/
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50

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TRANSPORTATION

Successful businesses meet customer expectations by delivering the right products/people on

MAJOR SOFTWARE SYSTEMS

The growth of e-commerce in retail is changing warehousing and distribution operations, as

MAJOR TRANSPORTATION AND

Logistics is a set of activities focused on planning, implementing, controlling, and monitoring

MAJOR SOFTWARE SYSTEMS

MAJOR SOFTWARE SYSTEMS

MAJOR TRANSPORTATION AND LOGISTICS FUNCTIONS

TRANSPORTATION AND LOGISTICS

There are several ways to classify the different types of warehouses:

MAJOR TRANSPORTATION AND

TRANSPORTATION AND LOGISTICS

MAJOR SOFTWARE SYSTEMS

MAJOR TRANSPORTATION AND

External transport involves moving goods between locations (suppliers, warehouses,

Intermodal transport is the movement of freight stored in special containers, known as

MAJOR SOFTWARE SYSTEMS

MAJOR SOFTWARE SYSTEMS

Order Management System (OMS)

Facilitates order entry and processing

Transportation Management System (TMS)

Coordinates transportation logistics activities such as advanced shipping notification, load

MAJOR TRANSPORTATION AND

Freight transportation carriers: transport, transship, and store goods

Parcel service transport of small packages or freight from multiple customers. A

KEY PERFORMANCE INDICATORS (KPIS)

Order processing costs

MAJOR SOFTWARE SYSTEMS

MAJOR TRANSPORTATION AND

Load factor (average load/total vehicle freight capacity)

MAJOR TRANSPORTATION AND

ness (number of requisitions filled ex warehouse/total number of requisitions)

U.S. Department of Transportation (DOT)

Moves per driver (from yard position to dock door)

TRANSPORTATION AND LOGISTICS

TRANSPORTATION AND LOGISTICS RESOURCES

Transport Intelligence (Ti) (www.transportintelligence.com)

Journal of Commerce Magazine (www.joc.com)

Supply Chain Brain (www.supplychainbrain.com)

Logistics Management (www.logisticsmgmt.com)

Inbound Logistics (www.inboundlogistics.com)

Modern Materials Handling (www.mmh.com)

Global Logistics Media (www.globallogisticsmedia.com)

Logistics Asia (www.logisticsasia.asia)

Lowering carbon emissions and enhancing energy efficiencies

Enabling real-time freight visibility

Inability to track drivers and costly assets

Compliance with environmental, regulatory, and security regulations

The growth of e-commerce in retail is changing warehousing and shipping operations, as

New manufacturing technologies like additive manufacturing (3D printers), densification

Transportation management is going global, as Transportation Management Systems expand

Europe is experiencing growth in high-speed passenger rail services.

Latin America and Caribbean Region

FUTURE TRENDS: IoT FORRESTER RESEARCH

FUTURE TRENDS: IoT FORRESTER

Despite concerns about privacy/security, implementation/integration, risk of mitigation/installation,

DECISION MAKERS AND

DECISION MAKERS AND INFLUENCERS

Decision maker at smaller trucking companies (50-100 trucks)

KEY DECISION DRIVERS

Strong influencer in warehousing and distribution companies

DECISION MAKERS AND

CFO and other C-level executives at large companies may be influencers