Robert Curtis

Much is being said about the not entirely unexpected shutdown of Pitney Bowes (PB) Global eCommerce (GEC) unit, including their fulfillment operation in Kentucky and the consolidator network that hands off to the US Postal Service for final delivery. Days before the announcement of the consolidator network shutdown, PB announced a blanket 25% increase on these services with an effective date of 8/28. Citing the USPS's recent changes to the published, non-negotiated Parcel Select pricing and entry-level discounts, the reason for the rate hike seemed disingenuous to those protected in the short-term by existing Negotiated Service Agreements with the USPS. The fact that they would not live to see the application of the increase suggests that perhaps the changes at the USPS were meant to serve as a convenient scapegoat for their demise. Whatever the reason, PB publicly announced the exit stating they were "committed to ensuring that this process is as seamless as possible for GEC employees, customers, partners and vendors". This was followed by communication to customers that final pickups were in two business days. I hope that better consideration was given to the GEC employees, all good people, than was given to the customers through this chaotic series of announcements. Fortunately, at DCL Logistics, we have a diverse carrier portfolio, ever-increasing, so we were able to easily mitigate this potential business disruption to our customers. Some 3PL's and brands I am sure are not so fortunate. All that aside, I do not feel that the changes at the USPS are to blame for the demise of this segment of Pitney Bowes business. I do feel there will be significant impacts down the road. The Parcel Select and Parcel Select Lightweight services, coupled with deep entry level discounts, have been the workhorse of eCommerce. Removing discounts for DDU level entry will, in the short-term, drive new entry further upstream at the USPS, but is the USPS able to handle that upstream volume? The Postmaster General and ever-growing army of Ground Advantage sales folks think so, but not everyone at the USPS agrees. At the Postal Forum in June, a non-public facing group of processing center managers were conducting meetings. They were not on the floor of the exhibit hall, but they were out in the evenings. I talked to several, and they all said the same thing. They are not able to manage that volume if it moves upstream. One went as far to say that he felt that the USPS was having an identity crisis as to its role in the industry. These are not the only recent changes at the USPS that crashed, some resulting in a congressional review which delayed further rollouts. In addition to the readiness / service impact, there is the cost. The elimination of ounce-based pricing for under a pound shipments, and the changes to the entry level discounts, will fundamentally alter the landscape. New hybrid allegiances will form, and a new workhorse may be born.

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What supply chain managers say: 🗣️ “I don’t need real-time visibility — I just need to know when it arrives.” What’s true: ✅ Real-time alerts reduce customer complaints by 70%. ✅ Proactive updates prevent "Where's my order?" calls. ✅ Visibility into delays reduces last-mile inefficiencies. ✅ Transparency builds customer trust (hello, Amazon effect!). 👉 Tracking isn’t just nice to have — it’s a non-negotiable.

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Continuation from Part 1. Peak Season prep is critical as we know. Elements 1-4 were sent Wednesday. 5. Carrier and Partner Relationships   - Carrier Contracts: Negotiate early with carriers for better rates and guaranteed capacity during peak times.   - 3PL Partners: If you work with other 3PLs, ensure they are prepared for peak demand and have the necessary resources to support your operations.   - Last-Mile Delivery: Strengthen partnerships with last-mile delivery providers to ensure smooth and timely delivery during peak demand.  6. Communication and Collaboration   - Client Coordination Maintain constant communication with clients to manage expectations, provide updates on stock and order status, and address potential issues early.   - Supplier and Carrier Communication: Ensure strong lines of communication with suppliers and carriers to stay informed about potential delays, shortages, or changes in capacity.   - Real-Time Visibility: Offer clients real-time visibility into orders, inventory levels, and shipment tracking to build trust and reduce inquiries.  7. Contingency Planning   - Backup Plans: Develop contingency plans for unforeseen issues like system failures, carrier delays, or supply chain disruptions. (i.e. East Coast Port issues)   - Risk Management: Identify potential risks during peak season and develop mitigation strategies, such as alternative suppliers, backup carriers, or flexible staffing.   - Disaster Recovery: Ensure disaster recovery protocols are in place for handling IT or infrastructure breakdowns.  8. Customer Service Readiness   - Customer Support Scaling: Ensure your customer service teams are adequately staffed to handle the increase in inquiries, complaints, or issues.   - Clear Communication Channels: Provide multiple communication channels (e.g., phone, chat, email) for customers to reach out, and have quick response times in place.   - Returns Management: Prepare for increased returns processing, particularly in sectors like e-commerce, and ensure your reverse logistics processes are efficient. 9. Compliance and Regulatory Preparedness   - Customs and Duties: Ensure you’re prepared for any customs issues when handling cross-border shipments, including dealing with peak-season delays at ports.   - Carrier Compliance: Ensure that your carriers meet all safety and regulatory standards, particularly during peak volume, when the risk of mishandling increases.   10. Data Analytics and Reporting   - Performance Metrics: Track (KPIs) such as order accuracy, delivery time, and warehouse efficiency to ensure peak performance.   - Data-Driven Decisions: Use real-time data and historical analytics to make informed decisions about inventory, staffing, and capacity.   - Continuous Improvement: Post-peak, analyze the season’s performance to identify bottlenecks and areas for improvement for the following year. Welcome your thoughts! #peakseason #3PL #holidayseason #sekologistics #supplychain

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Number of the Day 2.79 Million U.S. loaded container imports in October, in 20-foot equivalent units, up 5.8% from the same month last year for the smallest annual increase in a year and down 3.3% from September’s import volume, according to S&P Market Intelligence.

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Reuter’s Supply Chain USA conference is quickly approaching. I want to encourage all my contacts to book some time to meet with Schneider’s leadership team at the event. This year’s conference focuses heavily on disruption, a topic we’ve all become familiar with over the last few years. Our logistics team will be available to meet with attendees throughout the event to chat about: - How your supply chain has been impacted by disruptions. - The different strategies you can use to overcome those challenges. Reserve your time to meet with our team here: http://sndr.pro/4P

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Reminder, there is no "hurry" in "Hurricane." If you're worried about your supply chain in inclement weather, it's always a great idea to have reasonable expectations for your suppliers and/or transport teams. Transcend Logix Consulting can help you set up and determine turnaround/recovery time based on historical data and experience.

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Companies looking for efficiencies win. I was especially intrigued with Williams-Sonoma reducing the number of multiple deliveries to the same address. Having the right inventory mix helps eliminate the need for multiple shipments. #inventorymanagement #SKUrationalization #networkanalysis

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"Supply Chain Management: Where Murphy's Law Meets Logistics" "Anything that can go wrong, will go wrong... and it'll happen during peak season. Your shipment will get delayed... by a day, a week, or a month. The supplier will forget... to send the invoice, the PO, or the product. The warehouse will run out... of space, labels, or forklift batteries. The customer will change... their mind, their address, or their expectations. But despite all the chaos, we supply chain managers keep calm, carry on, and: Drink coffee (lots of it) Cuss (silently, of course) Cry (in private) Celebrate (small wins) To all my fellow supply chain warriors, keep smiling, and remember: Supply chain management: where a smooth day is just a myth. #SupplyChainLife #LogisticsLaughter #MurphysLaw #SupplyChainHumor #OperationsManagement #ManagerMeme #DailyStruggle #SupplyChainManagement #LogisticsManagement #ProcurementAndSupplyChain #DailyStruggle #WorkLifeBalance

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Warehousing friends, couple questions. If you do crossdocking, what are some questions you ask the customer or carrier when they call and say they need some pallets rebuilt that have fallen over inside the truck? Obviously, you want to minimize the risk of being stuck with these pallets if the carrier drops them off and never returns. Also, pricing, what should something like this cost? I get a lot of calls here for cross dock work and always turn it down but I'm thinking about taking the work for extra revenue.

How not to plan. People often ask me if my WMS can alert them if an item is running low on stock. I respond… “No, why would you want that?” I don’t want stock alerts when stock is running low, in the same way I don’t want my phone to beep at me every time an email arrives. It’s annoying and I’ll deal with it later at the scheduled time. People who ask me this question don’t have an ordered purchasing process and their inventory is out of control. They are continually surprised when stock runs out and so an alert seems like a good idea. Awareness of a stock out or potential shortage within your purchasing process is something you want. Stock outs, shortages and overstocks will still happen with the best purchase planning system in the world because demand is not fully predictable, so you need to respond, but you don’t need to be reactive the moment something unexpected happens. If you’re struggling with inventory planning or warehouse management and want to talk to someone, I’m here to help and you can book a call with me by clicking the link on profile. #inventory #warehouse

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https://lnkd.in/gNw68kXv Facts on US Food imports. Why Donald J Trump was blowing hot air on tariffs. Here is the USDA report regarding food imports by code. Is he going to raise food prices by 20%+? Not an effing chance - Dems rolled over like they didn't want Kamala to be President. Not One commercial talking about the impact of Tariffs on Food Prices Hey DEMs way to Rollover and play dead. Powerful Dems WANTED Trump. Total Food Imports 189 Billion × .20 =37.8 Billion in tariff increases. then add on costs. 20% on food would have been 100 Billion in increased food cost. NOT 1 ADVERTISEMENT about impacts of Trump Tariffs on Trade Do the Dems have the guts to hold his feet to the fire. Not a chance.

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Reuter’s Supply Chain USA conference is quickly approaching. I want to encourage all my contacts to book some time to meet with Schneider’s leadership team at the event. This year’s conference focuses heavily on disruption, a topic we’ve all become familiar with over the last few years. Our logistics team will be available to meet with attendees throughout the event to chat about: - How your supply chain has been impacted by disruptions. - The different strategies you can use to overcome those challenges. Reserve your time to meet with our team here: http://sndr.pro/4P

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