화물 발생, 벤더 차지백 및 친환경 공급망 최적화

### 최신 공급망을 위한 지속 가능한 전략
* 🌱 기업이 환경에 미치는 영향, 연료 비용, 유통 방식을 줄이려고 노력하면서 **친환경 물류는 공급망 관리의 중요한 측면**으로 자리 잡고 있습니다.
* 🚗 디자인 결정은 **지속 가능한 소재와 수명 주기를 가진 제품**을 만드는 등 친환경 관행에서 중요한 역할을 합니다.
* 🏭 효율적이고 현대적이며 지속 가능한 공장을 구축하면 **에너지 소비와 폐기물을 줄이고 더 안전한 작업 공간**을 제공할 수 있습니다.
* 🚚 배송 통합 및 배송 최적화와 같은 유통 전략은 **배송 비용과 탄소 발자국을 크게 낮출 수 있습니다.**
* ♻ 소비자들이 제품을 지속 가능한 방식으로 폐기하는 방법을 알고 싶어하면서 **제품 회수의 중요성**이 커지고 있습니다. 리복과 소다스트림과 같은 기업들은 **친환경적인 관행**을 비즈니스 모델에 통합했습니다.
* 📉 지불 거절은 **리테일러 매출의 최대 13%**를 차지하는 수수료로, 공급업체가 직면하는 일반적인 문제입니다. 모범 사례를 구현하고 운송 관리 시스템(TMS)과 같은 기술을 활용하면 지불 거절을 줄이는 데 도움이 될 수 있습니다.
* 💸 운임 발생에 대한 정확한 회계 처리는 반드시 지급 시점이 아니라 **운송 비용이 발생할 때 인식**해야 하므로 필수적입니다. 하지만 평균을 기준으로 고정된 비율을 사용하면 **비즈니스가 재무 위험에 노출**될 수 있습니다.
* 🎤 "Aborn과 Company가 주최하는 공급망 비전 및 혁신 컨퍼런스인 '트랜스테크 2020'에서는 **AI, 자동화, 블록체인, 공급망의 미래 보장에 대한 논의**가 진행될 예정입니다. 이 행사에서는 물류 및 기술 분야의 연사들이 모여 공급망의 진화하는 요구 사항을 살펴볼 예정입니다."

운임 발생은 아직 청구되지 않은 운송 비용을 추적하여 재무 원장에 영향을 미치고 정확한 회계를 위해 지속적인 감독이 필요합니다.

[Music] You're listening to Consulting Logistics presented by a born and company. I am your host, Tim Duner. Thank you for joining us today. Did you all have a wonderful Thanksgiving? Did you travel with my family? We rotate every year between my parents' place and my in-laws. This year, we had Thanksgiving right down the road in Boston at my parents' place, and it was a wonderful time. In fact, I think I ate more this Thanksgiving than I have in any other previous Thanksgiving, quite a testament to my mom's cooking. Fantastic stuff. Thank you, Mom. You know what? Fortunately, it wasn't a long ride home as I was diagnosed with a legit food coma and prescribed my loosest pair of Adidas workout pants, which irony of ironies are both the best pants to work out in as well as the best pants to do absolutely nothing in. Speaking of stuffed, our mailbag. I'm loosening up the belt on that. We've got questions this week about freight accruals, vendor chargebacks, and green supply chains. But first, an announcement.

and I'm excited to bring this one to you because on October 10th, 2019, a born and company presents Transtech 2020, a supply chain vision and innovation conference. This event is the first of its kind in Boston. Join our panel of speakers from the worlds of logistics and technology as we discuss the modern needs of the supply chain and the merger between the physical and digital footprint that Freight creates. We'll be talking about AI, automation, and autonomous vehicles, blockchain, data purity, and capture, future-proofing the supply chain, market conditions, transportation management systems, and so much more. Head on over to transtech2020.com for registrants and sponsor details. You can also email me directly at t.dinner@abornandco.com. I'm organizing the event, I'd be happy to hear from you and give you details as they come through. All right, let's get right to it, let's get to the letters and learn something new. Right now, our first inquiry comes in from Brian C. in Wareham.

Massachusetts where him called the Gateway to the Cape. Brian, I have a question for you first though. Where does the Cape officially begin? Is it once you get across the bridge? And I ask you this because I was in Orleans a few years ago at the salty dog and I almost saw a couple of guys get into blows over whether or not Wareham is officially considered part of the Cape. So maybe you can write me back and settle that one once and for all. Anyway, Brian writes, Hi Tim, huge fan of the podcast. It's really helped me get through some things. Well, okay, I've been looking online for info about freight accruals but Google hasn't been much help. Can you walk me through accruals? Well, Brian, first off, glad I could help you get past whatever it was that you needed to get past. And accruals, sure, I can riff on accruals. And just a heads up, if you're jogging, driving, getting jacked at the gym, put the pencils down. All of these answers.

will be transcribed and posted as articles at a born and koat-dot-com slash blog. Or just click the links in the show notes. And with that brace yourself young Simba, here comes the information. Accounting for Freight accruals is a complicated process that shouldn't be reduced to simple percentages. It doesn't matter what vertical a business is in, if a company procures and transports Freight, there's bound to be uncertainty regarding how to account for cost of goods along with their shipping cost. One way that companies keep track of this is with the aforementioned freight accruals. Quite simply, Freight accruals are used to keep track of the costs associated with the transportation of goods that have yet to be billed by the carrier. A lot of companies will accrue for freight based on a set percentage of cost of goods sold or COGS. This allows accounting teams to deal with a crude Freight cost like an expense account. Following the accrual method of accounting, expenses are recognized when they are incurred, not necessarily when

they are paid. Be aware, though, freight accruals are the opposite of prepaid expenses. While prepaid expenses should represent assets on the balance sheet, accruals or liabilities. Here's how it works: let's say a company considers freight spend to be 10 percent of their cost of goods on a given shipment. 10% of the total COGS would be set aside. On the debit balance, decreases would be noted as credits, while increases would be noted as debts. Since freight costs were almost never stable, and the percentage used to factor them is typically based on averages, many businesses are exposing themselves to financial risk and unnecessary work on the back end of the shipment. Although freight rules may seem complex, they can be handled similar to most other business expenses. The key difference is that accounting for freight accruals requires constant updating and oversight. However, with good practices, companies are rewarded with accurate financial ledgers. There are two main drivers for the lack of transparency in the cycle of a freight shipment. Those would be one

lack of visibility dirty data outdated technology no TMS things like that that are not allowing for departmental visibility especially between accounting and the transportation department. And number two well this kind of falls on you no accounting but it really is a systemic thing. It's just poor billing practices which are things like inconsistent billing cycles lack of internal controls and again insufficient external oversight. So what can we do well the best practices such as using a TMS transportation management system can help your organization work any more effective scale to increase shipment visibility recognize revenue quicker and provide clarity on services that have been performed but not yet billed. Working with a TMS that has EDI API connectivity will help your team understand when your shipments have been received by their customers. At that point you know the title of goods has been transferred and you can safely recognize the revenue. This becomes critically important if your company needs to report financials at scheduled intervals such as monthly quarterly or annually. Furthermore knowing when a shipment has been received by a consignee can help firms

accrue for the freight. So, if a financial team knows when the goods have been delivered, they can proactively reach out to the carrier for an invoice. Knowing your assets' cost is knowing your assets' value. Since freight can account for a substantial portion of the total cost of goods, it should go without saying that freight accruals and their actuals need to be accurate. This means not just knowing the final invoice cost, but making sure those costs are as low as possible before your P.O. is even generated. An optimized freight accounting process can save significant time, money, and help ensure the accuracy of your books. Accruals are another step towards optimization as they reveal the true nature of your cash inflows and outflows. Brian, I hope that helped you out on the hows and whys of accruals. If I missed the mark, email me, let me know, answer that question about Wareham, and I do apologize in advance or in post-advanced or after the fact here or in advance before these next questions because I do have a bit of a cold.

that's coming through on the microphone. My apologies. I am doing my best to power through. Excuse me. Our next question comes in from onus G who hails from Virginia Beach, Virginia. Just mentioned that cold earnest well Virginia Beach that sounds delightful right about now especially after some of the weather we've been having. Full disclosure though I do love being near the beach and being able to see the water but you can the sand not a fan of actually sitting on the beach or laying in the Sun which you know would come to a huge shock if you saw me in person. Anyway earnest asks we're trying to reduce our chargebacks and have historically just looked at them as a cost of doing business. How our chargebacks assessed and what are a few things that we can do to reduce them. Great question ernest. I'll ride this wave and I think I can do a few or more than a few. Here's eight eight ways to reduce chargebacks in your vendor compliance program. If your vendor chargebacks are increasing you're not alone brick-and-mortar

retailers like Walmart and Target, as well as online vendors such as Amazon, continue to increase vendor chargeback fines, something that Ernest is most definitely noticing on his end. I imagine as warehouse management and EDI systems have become more sophisticated, so has the ability for retailers to identify which shipments are arriving that aren't compliant with vendor routing guides and SOPs. We talk about tech all the time and how shippers should be using tech to their advantage. Well, one of the reasons they should is because vendors most certainly are using tech to their advantage. In fact, this growing trend of fee-based chargebacks isn't limited to the Giants of retail anymore. Actually, according to Supply Chain 24/7 (supplychain247.com), these chargebacks are so common they can account for up to thirteen percent of a retailer's revenue and millions in cost to vendors. Chargebacks aren't going away. This profit-draining reality only serves to further reduce your bottom line as additional fees and fines are

added to your products landed cost, it behooves any supplier to audit their current vendor chargebacks to discover where and when they're getting hit. A properly managed vendor compliance program cannot only help to fight and overturn these chargebacks, it can work towards reducing and eliminating them entirely. So what are the eight? Here we go. Here are eight ways to reduce the chargebacks. The first one, audit. In order to avoid chargebacks, you first need to identify them by auditing your invoices. The five most common chargebacks are: late missing ASN, missing invalid GS-11, 2/8, USC 128 labels, that ticketing, order fill rates, early or late shipments. Come up with a set of internal metrics that will go towards eliminating these problem areas and isolate the most common ones that you're getting hit with. Number two, cost. How much are you being charged? What is your exposure to future fees and fines? And what's an acceptable percentage of chargebacks for your company? Before you can fix the problem, you'll need to quantify it. Work with

accounting to review cost directly related to invoice reductions. Once you know how much trouble you're in or it could potentially be in, you can start forming best practices to gain control of these areas of your supply chain. Number three: team define who is responsible for your vendor compliance program. One issue that many companies have is that there's no direct department for handling charge backs. While logistics, sales, and accounting all have a hand in invoicing at various stages, shippers that have a dedicated vendor chargeback owner perform best against their peers. Ultimately, a true cross-functional team with hands and IT finance logistics distribution transportation merchandising, etc., should be involved. Now may also be a good time to work with or consider working with 3PLs and for piell's with a team of this scope. A program managed by an outside party could help to bridge the communication between departments. Number four or four is the carrier's themselves. The number one reason for charge backs are late or early deliveries. So you, the shipper, it is imperative that you select truckers who can remain in compliance.

with the needs of your retail partners, a great trucking rate may look fantastic at first. But if goods are being delivered at the wrong time, in the wrong order, with the wrong equipment, to the wrong dock, or with labels on the wrong side, you're going to be facing a litany of avoidable chargebacks, therefore killing that great rate you thought you were getting. It's also important to make sure your carriers are following the proper procedures for full truckload and less than truckload shipments. Bad carriers cost you money and ruin retail relationships. Number five, technology vendor compliance programs and the scorecards are graded against are no longer simply about document transfer. Retailers expect their partners to use and be proficient with modern inventory management tools. After early late deliveries, improper ASN (those are advanced shipping notice) violations account for the second-most chargebacks. A properly implemented and administered EDI, which is your electric data interchange program, will automate data transfers both internally and with your customers. This will allow both you and your customers to see and know where

their inventory is at any given time, and when more should be expected. Moving on to vi relationships, while chargebacks may make up 13% of a retailer's profit, most aren't using chargebacks as a profit center. That's because their goal is to increase their own efficiency as well as that of their partners, and to keep their shell stock with hot items. Most suppliers should make the effort to reach out to their retail partners and review their practices and routing guides. Let them know that you are rewriting your SOPs and carrier instructions and want to be compliant with their standards, especially if this is a retailer you're in danger of losing. And the reason why is this opens up the dialogue and creates an opportunity to collaborate and build relationships. You may also want to consider setting up a quarterly conference call to review scorecards and discuss any changes in policy. A little communication can go a long way towards minimizing chargebacks 7 benchmark. Once you have all of your ducks in a row and you're seeing progress in eliminating chargebacks.

obverse your own internal metrics. It is now time to benchmark your program against others. Is your EDI up to snuff? How are your carriers performing versus industry? Do you have proper inventory visibility compliance? In a world filled with strict rules and best practices, a well-conducted benchmark won't just review how closely you're following these rules and if you're keeping to those best practices. It will also see how your entire vendor compliance program is performing against the industry. Our final one number eight challenge. Now that you have a system in place and have viewed your chargebacks, you might start seeing fees that simply don't even belong there. At that point, it may be time to throw the challenge flag. In order to get chargebacks reversed, you're going to have to prove that the documentation you provided was accurate, available, and served to your customer. After you've identified where your charges are coming from, begin documenting the process that results in those fees so you can present a case against them. Since fees are nearly always triggered automatically, it may take slight process correction to avoid.

them simple issues like pallets being stacked or unloaded improperly. Labels turned in instead of out or truckers forgetting to log in can all result in these fines. In addition, retailers themselves are not immune to mistakes. Mislabel scans, not logging truckers out, and misplaced inventory are all things that can lead to chargebacks, which are not your responsibility. And the better your system is, the easier it is to win these challenges and see these problem areas. Being vendor compliant is no longer just a headache; it's a necessity for all shippers, suppliers, vendors, and carriers. Improving and optimizing your own supply chain may be a byproduct of a properly managed vendor compliance program. Each retailer has its own standards that shippers need to be compliant with. What's compliant for Target simply may not be compliant for Walmart. Since there is no singular standard for vendor compliance, most vendors require solutions tailored to specific customers. So, there was a bit there earnest as I mentioned. This is again gonna be written out. You can find it at a born and koat-dot-com slash blog.

be a full article with that transcribe for you. With that said, let's move on to one more. This question comes in from Ashley K out of Baltimore, Maryland. Wonder what sides of the Flacco versus Jackson QB controversy Ashley's on. Probably neither as she's not even worried about the Ravens right now. Nope, Ashley wants to save some real birds. Her question is this: Yo Tim, your show is okay. Hmm, okay. Yeah, that's okay. Something I do. She continues on, I've even found it informative in the past. Right. These compliments are coming on. I don't know, rapidly. But you guys don't have much on the environment or the environmental impact of the supply chain. What's up with that? Well, Ashley, you're 100% correct. We've been remiss in our coverage of the environmental impact that the supply chain has. But that's gonna change right now. So let's talk about that. Let's talk about some sustainable supply chain practices. In my research, here's five ways companies are thinking green.

logistics. Prior to the last decade, the discussion about green logistics has often been segmented from traditional supply chain management. As concerns about environmental impact, fuel cost, and distribution methods have come into the purview of the public eye, the way that companies operate their supply chains is starting to change, which is a great thing. I have young kids, and I would love to have a nice, beautiful world for them to grow up in, just like you, Ashley. But let's face it, there is even a bit of a stigma attached to the term 'green supply chain' as if or synonymous with the regulatory clutter, limited options, complicated logistic strategies, and additional costs and delays. Fortunately, the methodology behind green supply chains is being rethought, and the positive impacts are going beyond corporate PR and environmental altruism. The results are finding their way to the bottom of the balance sheet. Thinking green in the context of supply chain optimization means reviewing all aspects of a product's lifecycle. As customers and companies become more conscious of green practices, the planning and management of each link of the supply

chain is open to review those areas that they're reviewing are number one. Design it doesn't matter if you're making cars or software. The drafting table is the best place to start when you're trying to make improvements. An automobile manufacturer deciding on fuel efficiency and hybrid engine systems is fairly obvious. We see any number of Tesla's or Toyota Priuses every day on the road. In October of last year, Tesla announced their short-haul electric semi. And most of these autonomous vehicles that we're talking about are all electric long-haul short-haul trucks. But what we may not always consider are the less obvious decisions, right? So in 2012, American software company and makers of popular products such as Photoshop and Acrobat, Adobe, completely redesigned their packaging to be environmentally sensitive. Gone were excessive plastics and redundant cardboard. The end result is a package that maintained durability and the surface area needed to draw attention to store shelves, while eliminating waste and reducing costs to raw materials and sourcing. Pretty obvious one, right? Green thinking isn't just about how something is made.

but what it's made from and how those resources are acquired. Reebok just launched a line of athletic shoes made entirely out of cotton and corn - materials that grow naturally and can be replenished. Better yet, once these sneakers have worn out, they can then be composted. Then with the palm project, we're hearing the same thing with a lot of palm manufacturers to end rainforest deforestation. They're starting to get blacklisted by companies like Nestle. Another area companies look at is manufacturing efficient, modern, and sustainable factories offer a variety of benefits to importers, from lowering energy consumption through the use of clean technologies to reducing production waste and providing safer workspaces. Companies are looking for ways to operate more efficiently. More so than ever, importers are working with their suppliers to select and oftentimes build their own green factories. For a company like Marks & Spencer, the result has been factories that use 40% less electricity while allowing them to make and market the first carbon-neutral products of their type. Distribution, how

is it going to get here? And then how will it get there? And then what's going to happen to it when the consumer is done with it? As far as green initiatives go, this is often the first place companies will look. You don't have to be Elon Musk to realize that all these mega ships, airliners, and semi-trucks on the waterways, in the air, and on the roads have been burning some major fossil fuels. One of the world's largest container ship lines, Mearsk, signed up 1,500 of its largest suppliers for its responsible procurement program. By 2012, they had already reached their 2020 target of reducing CO2 emissions by 25% per container from 2007 levels. Tesla and Cummins are both preparing all-electric fleets of semi-trucks. But even if you don't have space-age technology, there are a number of strategies that can go a long way towards both lowering your shipping costs while also reducing your carbon footprint. Shipping consolidations, for example, will reduce the number of miles

your goods need to travel along with the amount of turns they need to make shipment optimization even better. that's gonna cut down loads miles and costs before you and the last interesting way that I really came across that companies were doing some green thinking was in product recovery. right what happens to the product when it's done consumer demand has changed the scope of corporate thinking in the past. the supply chain ended when the consumer bought the product. now there is an ever-increasing demand by the public to know about a product's afterlife. how can I dispose of this is it recyclable reusable reclaimable will my garbage dump even accept this. as we have mentioned earlier Reebok has created shoes you can simply throw in a compost pile instead of a hefty bag. companies like SodaStream have this process built into their business model. bring an empty co2 cartridge to a participating retailer and receive a new one at a discounted rate. Green thinking and logistics can go a long way towards building consumer confidence in your brand reduce waste and emissions while.

creating cost-saving opportunities and a great world for our children to live in. Ashley, I hope that that answer helps you think of some new strategies your company can use to be more green, and whatever you do end up doing, let me know. I want to hear back from you. Stuff like this gets me super excited, that's why I do the show, and it's why I, I don't know why I get up in the morning, why hit record on this. Anyways, if you have any questions, Ashley, you can email me at, and you, the listeners, if you have any questions you'd like to have me answer on air, feel free to email me at tea dinner at a born in co.com. That's TD double o n ER at a born and co.com. I'd be happy to learn something new with you. Looking to future-proof your supply chain, get ready for tomorrow today with a born and company's advantage modern managed freight solutions. For a complimentary consultation, just visit a Bourne and codes I come find out how we've combined

traditional freight management fundamentals with data and technology to negotiate over five billion dollars in client freight expenses. Isn't it time you got optimized? For this episode and all of our previous shows, visit consulting logistics dot IO or simply search for consulting logistics on iTunes, Spotify, or your favorite podcast player of choice. And hey, if you like the show, don't forget to rate, review, and of course, subscribe so you don't miss any new episodes. For details about Transtech 2020, a supply chain vision and innovation conference, visit trans tech 2020 dot-com. That's trans tech the number 2020 com. That's it, folks. We are out of time. For Ryan Curtis and Ashley, I'm Tim Doner saying take care and happy [Music].

Freight Accruals, Vendor Chargebacks, Thinking Green, and More Listener Mail

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보스턴에서 최초의 공급망 비전 및 혁신 컨퍼런스인 트랜스테크 2020을 개최합니다.

이 컨퍼런스에서는 AI, 자동화, 블록체인, 공급망의 미래 보장 등의 주제를 다룰 예정입니다.

등록 및 후원에 대한 자세한 내용은 transtech2020.

최적의 재무 성과를 위한 운임 발생 관리

운임 발생은 선불 비용과 반대되는 개념으로, 대차대조표에서 부채를 나타냅니다.

많은 기업이 불안정한 운임 비용과 오래된 청구 관행으로 인해 재정적 위험에 노출되어 있습니다.

운송 관리 시스템(TMS)을 구현하고 운임 회계 프로세스를 최적화하면 배송 가시성을 개선하고 시간을 절약하며 재무 기록의 정확성을 보장할 수 있습니다.

벤더 차지백 벌금 관리: 배송업체를 위한 가이드

아마존과 같은 온라인 공급업체를 비롯하여 Walmart, Target과 같은 소매업체는 소매업체 매출의 최대 13%를 차지할 수 있는 공급업체 지불 거절 벌금을 인상하고 있습니다.

이러한 지불 거절을 줄이려면 배송업체는 송장을 감사하고 비용을 정량화하며 공급업체 규정 준수를 관리하기 위한 교차 기능 팀을 구성해야 합니다.

또한 소매 파트너의 요구 사항을 지속적으로 준수할 수 있는 운송업체를 선택하고 자동화된 데이터 전송을 위해 최신 재고 관리 도구와 EDI를 구현하는 것이 중요합니다.

효율적인 공급망 관리를 위한 공급업체 규정 준수 최적화

리테일러와 공급업체는 지불 거절을 최소화하고 더 나은 관계를 구축하기 위해 커뮤니케이션과 협업을 개선해야 합니다.

정기적인 검토를 수행하고 컨퍼런스 콜을 설정하면 문제를 해결하고 해결하는 데 도움이 될 수 있습니다.

업계 표준을 벤치마킹하고 불공정한 수수료에 이의를 제기하는 것은 공급업체 규정 준수를 최적화하고 공급망을 개선하는 데 매우 중요합니다.

지속 가능한 공급망 관행이 점점 더 중요해지고 있으며, 기업은 환경에 미치는 영향과 친환경 이니셔티브에 집중해야 합니다.

환경 문제와 비용 요인으로 인해 기업의 운영 방식이 변화하고 있기 때문에 친환경 물류에 대한 논의는 더 이상 전통적인 공급망 관리와 분리되어 있지 않습니다.

이제 친환경 공급망 관행은 수익에 긍정적인 영향을 미치는 데 중점을 두고 재검토되고 있습니다.

기업들은 보다 효율적이고 지속 가능한 운영을 위해 디자인과 재료부터 제조 및 유통에 이르기까지 제품 라이프사이클의 모든 측면을 검토하고 최적화하고 있습니다.

또한 업계의 주요 기업들은 탄소 배출량을 줄이기 위해 상당한 노력을 기울이고 있으며, 일부는 순수 전기자동차로 전환하고 있습니다.

현대 비즈니스의 친환경적 사고와 물류

소비자의 요구는 기업의 사고 범위를 제품의 수명과 지속 가능성으로까지 확장했습니다.

Reebok과 SodaStream 같은 기업은 퇴비화 가능한 신발을 만들고 카트리지 교환 프로그램을 제공하는 등 환경 친화적인 관행을 비즈니스 모델에 통합하고 있습니다.

물류에 대한 친환경적 사고는 소비자 신뢰를 구축하고 폐기물을 줄일 뿐만 아니라 비용 절감 기회도 창출합니다.

지속 가능한 관행에 대한 대중의 요구가 증가함에 따라 기업들은 공급망을 최적화하고 보다 환경 친화적인 미래를 위해 친환경 이니셔티브를 수용하고 있습니다.