TAKEAWAYS
Often overlooked as merely an extension of transportation and warehousing, dock and yard operations are critical components of supply chain efficiency—and the sector is currently undergoing significant transformation. Companies that focus on these elements as distinct functions from their transportation and warehouse networks can gain a leg up in competition, finds the 2025 State of Yard and Dock Management Report from C3 Solutions. Many supply chain organizations still rely on manual processes for managing dock and yard operations, the report indicates. But as their importance gains favor, companies now seek real-time visibility for these areas. Here are some top findings on the state of the dock and yard management sector: • Manual inefficiencies remain a top challenge: 39.1% of respondents identify manual processes as a significant barrier to efficiency. • Yard congestion disrupts operations: 36.3% of businesses struggle with congestion, leading to bottlenecks and delays. • Labor shortages persist: 35% report difficulties in maintaining adequate staffing levels, exacerbated by rising labor costs. • Lack of real-time visibility: 31% of respondents state that the absence of real-time data slows reaction time and exception management. • Limited automation increases costs: 27.5% indicate that their yards rely heavily on manual processes, leading to higher operational expenses. • Late carrier arrivals require flexible response: 60% reschedule appointments and notify stakeholders, while 48.5% build buffer times into schedules. DOCK AND YARD OPS LEVEL UP
3 STRATEGIES FOR MANAGING DISRUPTIONS
Chief supply chain officers (CSCOs) have plenty of things keeping them up at night right now as supply chains face major simultaneous disruptions. Instead of counting sheep, Ken Chadwick, vice president, advisory, in Gartner’s Supply Chain practice, offers three high-impact strategic actions that CSCOs can implement to help prepare for a period of prolonged uncertainty. Shared at the recent Gartner Supply Chain Symposium/Xpo in Orlando, this trifecta, according to Chadwick, can help leaders prioritize in order to deliver value. They are: 1 Navigate risk and uncertainty by investing aggressively in advanced visibility and building an iterative scenario-planning capability. Chadwick emphasizes that while CSCOs recognize the value of advanced visibility and scenario planning, many fall short of fully executing these capabilities due to obstacles such as data challenges and incomplete tech stacks. 2 Orchestrate dynamic supply chain outcomes through diversifying networks and taking ownership of commercial outcomes. Scenario planning enables CSCOs to drive growth through flexible network design and analytics-driven insights, while also taking ownership of commercial outcomes beyond short-term cost and portfolio concerns. 3 Accelerate innovation by matching ambitions with capabilities, while enabling and inspiring teams to lead the transition. To accelerate innovation and extract value from technologies like AI, Chadwick advises aligning investments with an organization’s risk profile and culture, making both tactical and transformative bets, and supporting adoption through dedicated change leadership.
May 2025 • Inbound Logistics 15
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