There are many other PCCs that can be added to this basic SLA agreement. The more PPAs there are, the more difficult the negotiation process. It can take months to negotiate a complex SLA/KPI document, as you go back and forth with your logistics service provider, so the document becomes a « win-win » situation for both parties. After the approval of the SLA/KPI by both the customer and the logistics service provider, this document and its contents must first be checked monthly and then quarterly. Both parties will know how the partnership fits into the objectives of this SLA/KPI document. Without SLA/KPIs, it is not possible to measure the performance of both parties. Don`t be surprised if a logistics service provider doesn`t jump on an SLA/KPI and say, « Let`s keep it simple. » Always use some sort of basic SLA/KPI to protect yourself when outsourcing your logistics department. The full specification of this Service Level Agreement (SLA) is available upon request. Recently, Cerasis created a LinkedIn group called Manufacturing, Distribution, Supply Chain, Logistics, Transportation and Freight News and Networking, to bring together the worlds of these sectors, learn better from companies and connect. The group`s goal is to bring added value not only to Cerasis, but also to space thinkers through this blog and other shared content. Since the introduction of our new marketing plans, we have been very active on social networks, especially linkedIn, and we have always noticed, as well as others, the absence of a general directive on service level agreements in logistics as well as specific PCCs for the different types of logistics providers that exist, as for example.B.
those who have assets vs. Non-Assetts. those who are niche against those who are more general. One of our goals at Cerasis is to eliminate the cloud of confusion around these types of areas, and we have established a relationship with Chuck Intrieri, who is a 3PL consultant and works with those who need 3PL services to find the best solution to their needs. Over the course of more than 25 years of experience, he has identified KPIs to be included in a service level agreement. Please fill out the form below to download the white paper « The KPIs of a Logistics Service Level Agreement ». Under the form, you will find out what a service level agreement is in logistics and what should be included. Similarly, trade unions often take place between logistics service providers, i.e. the participation of at least two logistics organisations that can compete with each other. In a level agreement, these accomplices can benefit from it twice.
On the one hand, they can « result in distinctive assets that are specifically exploitable ». In this case, the strengthening of normal transport systems, their creation of storage space and the ability to provide more amazing service packages can be achieved by connecting assets. On the other hand, accomplices can « access unassailable assets that are not directly exploitable. » Know-how and data are regularly taken into account and therefore evolve. The idea of a fourth-party logistics provider (4PL) was initially characterized by Andersen Consulting (now Accenture) as an integrator that brings together the assets, equipment capabilities and innovations of its own association and various associations for the configuration, construction and operation of branch network agreements. Although an external logistics service provider (3PL) focuses on individual capacity, a 4PL aims to manage the entire procedure. Some have presented a 4PL as a general temporary worker who monitors different 3PLs, truckers, carriers, customs operators and others, and in fact assume responsibility for an entire procedure for the customer.. . .