DP&C SmartFleet streamlined payments to transportation providers and administration associated with hourly payments to transportation providers associated with delivering material and services to construction projects.
Transportation services provided by vendors that was compensated on an hourly, as opposed to per delivery, basis created compensation accuracy issues and a somewhat cumbersome and un-timely administrative process.
The former process was driven by paper tickets (hourly tickets), issued at the material source / pick up location or construction origin site. The start and end times were issued by the origin site dispatcher or site supervisor. The process was to record the start / end time on paper tickets.
The validation of the start and end times was inaccurate and untimely resulting in inaccurate transportation expense associated with the construction project. It also created non-value added administrative time collating and collecting paper, hourly tickets. The information from the hourly ticket is a core component for transportation costing to the project and ultimately, project profit.
DP&C’s SmartFleet application, which is integrated with Tilcon’s JWS dispatch and scale system, provided a user interface for the site dispatchers and supervisors to record the start and end times for each vehicle, each day , on each construction job.
The start and end time information initiated through the user interface creates a proof of delivery for each vehicle assigned to the specific construction job. The start / end information is validated against the JWS dispatch and scale system to confirm the information on the electronic hourly ticket per vehicle, per day —–for each construction job.
The information from the electronic proof of delivery is automatically integrated and delivered back to the vendor and distributed to Tilcon’s document storage system for future reference.
Validated payment to transportation vendors for hourly services provided
More accurate costing associated with construction work
More management time to analyze costs with less redundant data input and paper document collection and collating
DPC Provided real time visibility for transportation & shipping operations to drive faster , more informed management decisions. DP&C is able to link disconnected operations and activities under one TMS operating system by integrating information from manual processes and existing DSI ERP (Data Specialists Inc.) application to enhance supply chain performance . DSI is one of the most used ERP applications in the dairy & food product manufacturing and distribution industry.
Resource management and allocation to execute delivery of existing sales orders is managed through manually spread sheets that mitigates operating visibility.
Validations to tie together system , process and resource activity is cumbersome and time consuming Delivery Chain of custody for food products is not readily availability and cannot be easily validated Operating improvement is not easily measured for current and future state due to the lack of timely, visible information
Connect separate processes , manual systems and information from existing ERP application into a seamless enterprise to drive efficient management decision making
Implement the DP&C SmartFleet TMS application to provide systemic and real time visibility for transportation to the transportation operation.
Integrate the sales order management process to and from the existing DSI ERP application to electronically match demand (sales orders) and supply (resources —–drivers , tractors , trailers) to provide an efficient and visible chain of custody for transportation operations.
Manage the order to cash process seamlessly through the DPC SmartFleet application and integration with DSI ERP to mitigate redundant data input , increase the validation of information , create a platform for efficient supply chain expansion.
Implement temperature chain of custody for food deliveries under the FSIS requirements (USDA —-Food Safety & Inspection Service) Provide system and process efficiency to mitigate redundant administration associated with manual tracking of delivery systems (bossies & dollies) , payroll management , sales order invoicing
Tie together the sales order management and hours of service management requirement into one application and management process
Successfully linked sales order and resource management together to improve the visibility of information and delivery performance Mitigated redundant data administration in the sales order management area by directly linking proof of delivery information to DSI for customer invoicing
Eliminated the redundant administrative effort to track delivery systems (bossies and dollies) and provided more visibility to chain of custody to improve overall asset management , reducing annual shrink
Ties together all the elements associated with the weekly payroll process and provided system validation to reduce redundant administration One transportation system from which to grow and improve operating results
Provides real time visibility of resource execution versus sales order assigned.