Logistics is where technology, best practices and customer satisfaction intersect, but that intersection is too often unmarked and unguarded. Randy Moore is determined to change that situation and he talked with Global Response about how his company is doing just that. Randy Moore is President of LogistiPoint, LLC, a consulting company whose primary focus and expertise is using innovative techniques, technology and experience to improve the logistical performance of its clients.
GR: Randy, how does Logistics affect customer satisfaction?
RM: I am always a little puzzled when I get that question – it seems so obvious to me that everything a company does to advertise, promote, and sell its products is wasted if the customer doesn’t receive their purchase when and how they expect it.
GR: If Logistics is that important, why doesn’t it get the attention it deserves?
RM: I think it is because Logistics is a back-room operation. And it is not that management isn’t aware of its importance, it is simply because it happens without fanfare and behind the scenes.
GR: From the perspective of your company, LogistiPoint, what is covered under the Logistics umbrella?
RM: We cover the entire spectrum of disciplines involved in the logistical segment of the supply chain. We help our clients analyze the various components of the logistical process from materials supply to product manufacture to order taking all the way through to shipment from their distribution centers.
GR: So your area of interest includes the relationship between the customer and, say, the distribution center but also the relationship between points of product origin, assembly and distribution center.
RM: That’s right, every link in the chain requires management techniques and technology specific to the task.
GR: With the emphasis on cost control these days you must be busy.
RM: We are, but cost control these days is not an isolated concern. Our clients are concerned about cost in the context of customer service. In extremely competitive environments, where customers have many choices, resources that are spent on keeping customers are well spent.
GR: So what you are after are unnecessary costs.
RM: Right, and legacy costs that once had a function but now are redundant, or costs that are actually counter-productive – hidden costs that destroy efficiency.
GR: All this implies that much of your work is analytical research into the inner workings of the Logistics process.
RM: That’s where the costs are hiding – our job is to make them transparent and then to apply new methods to avoiding them in the future.
GR: A business objective everyone is after.
RM: All our clients would agree.
GR: Thanks Randy.
RM: You’re welcome. By the way, I think there is a cheaper way to conduct these interviews than meeting on the beach in Miami.