more easily access multiple ocean carriers and gain alternative service options, for example. A reliable freight forwarder should understand the criticality of data timeliness and quality and offer digitized operations in order to help shippers avoid delays. The freight forwarder should also be able to manage visibility data from all of a client’s transportation partners. “This ability is table stakes,” notes Cochran. It helps to keep in mind that freight forwarders are like “travel agencies for products,” says Retamal. By ensuring accurate planning, freight forwarders give their clients a wide range of options and improve cost-effectiveness. While cost is important, “service, t, and value,” are critical, says Pittelli. She describes the ideal size for a freight forwarder as small enough to provide personalized service, but large enough to accommodate growth. Lastly, a freight forwarding partner should be responsive and offer direct access to management. PUTTING TECHNOLOGY TO WORK While visibility has become a starting point for ef cient operations, organizations also need technology that
Importers can work closely with freight forwarding partners to streamline customs processes and reduce costs. Providers also help ensure accurate classification of goods as well as compliance with trade and security regulations.
For instance, if port workers go on strike, companies must be prepared to pivot their supply chains. Using digital twins can help supply chain professionals mitigate risk and identify ways to be more exible and resilient. EVOLVING GLOBAL LOGISTICS Shippers should expect the ever- expanding and constantly changing regulations that govern importing and exporting to continue. To manage the global supply chain effectively in this environment, supply chain organizations and compliance and logistics operations need to be resilient and transparent. Similarly, disruptions, whether from natural events or geopolitical tensions, are likely to remain a risk. What’s the best way to prepare? “Look for ways to gain exibility and resilience by leveraging technology in your supply chain operations,” Roeloffs suggests. Equally as important, all functions across organizations should pay attention to global logistics concerns, including how to value and classify goods, comply with regulations, and take advantage of government trade programs, Ludwig says. This collaborative focus and strategic awareness boosts an organization’s ability to identify and leverage opportunities to streamline operations and increase their competitive edge. Ultimately, when it comes to global logistics, “Within the complexity, there is opportunity,” Ludwig says. n
can enable connections with various global trade partners. For instance, many containers are managed through spreadsheets, email, and phone calls, with little system-to-system connection. This lack of integration makes automation dif cult and errors more likely, says Christian Roeloffs, co-founder and CEO of Container xChange. “All stakeholder systems need to communicate,” he says. Setting up a digital twin—essentially, a digital copy of the organization’s supply chain—allows the company to run crucial “what if” scenarios, says J.C. Renshaw, senior supply chain consultant with Savills, a property advisor.
To best prepare for ongoing global supply chain disruptions, forward-thinking shippers use technology to gain visibility, flexibility, and resilience across their supply chain operations.
152 Inbound Logistics • July 2023
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