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DAT IQ: The Metrics that Matter with Samuel Parker

The Logistics of Logistics

Samuel Parker and Joe Lynch discuss DAT iQ: the metrics that matter. Samuel is Director of Product Marketing at DAT Freight & Analytics ‘ Shipper segment. About Samuel Parker Samuel is the Associate Director for DAT Freight & Analytics’ Shipper segment. He lives in Denver, Colorado with his wife and son.

Metrics 199
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?Best Practices to Improve OTR Transportation

GlobalTranz

Managing OTR transportation through disruption is a complex process. We’re sharing seven best practices to improve OTR transportation management, enabling shippers to stay competitive in the face of disruption. Analytics provides visibility into your transportation network and operations. Across OTR Transportation Modes.

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Give Analytics A Chance

Supply Chain Shaman

We cannot change things overnight, but there are some steps that we can take through the use of advanced analytics. Manage Make, Source, and Deliver Together. Invest in analytics to sense and translate demand. Change internal metrics to a balanced scorecard and force the functions to work better together. What to do?

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Give Analytics A Chance

Supply Chain Shaman

We cannot change things overnight, but there are some steps that we can take through the use of advanced analytics. Manage Make, Source, and Deliver Together. Invest in analytics to sense and translate demand. Change internal metrics to a balanced scorecard and force the functions to work better together. What to do?

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Navigate Shipping Landscape with Proactive Analytics

Talking Logistics

Relying on proactive rather than reactive analytics, and the ability to make specific actionable callouts from these data sets, will be key to navigating the ever-changing shipping landscape both now and in the future. Although very informative in their own right, retrospective analytics cannot undo the past. Enter proactive analytics.

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Track the Supply Chain Metrics that Really Matter

Precoro

To monitor supply chain performance, stakeholders of successful companies typically define supply chain metrics that are relevant to the given business and track these KPIs regularly. By setting benchmarks for metrics, analysts can recognize unsettling trends and take preventive measures on time.

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When the Rubber Hits the Road

Supply Chain Shaman

Last week, after booking an additional $1B in unexpected supplier costs in the third quarter, the CFO led the company’s focus on restructuring to “support efficient and reliable sourcing of components and internal development of key technologies and capabilities.” These capabilities do not exist at Ford. Conclusion.