Ok, so Solo’s logistics partner did a great job, taking over their transportation network with minimal disruption and managing the re-design of their warehouse operations to improve levels of service, overall efficiency and cost saving. Enough?

Of course not, said Solo’s partner, DSC Logistics. There’s always room for improvement. With our consistent processes, we were able to really dig into and monitor each piece of Solo’s business and strive to improve. The continuous improvement resulted in a more stable environment, and, of course, in cost reductions.

DSC used data from our WMS system to analyze trends in product movement to redesign the Logistics Centers for optimum performance. We also used this data to make suggestions on removing obsolete product from the highly utilized facilities. By closely monitoring the inventory, trends and Solo’s allocation process we were able to increase service levels, order fill, and assist Solo with the critical data needed to drive system-wide improvements.

We initiated meetings directly with Solo’s customers to get feedback and to learn the issues involved—late orders, cuts, whatever. We asked how we could make customers’ unloading and receiving process simpler. It’s our approach: if your customer’s having problems, let’s get together and figure out solutions.

At DSC, we not only monitor inventory, inbounds and customer orders for trends, but also monitor our people. When one employee is doing an outstanding job we look to that employee for feedback on how we can improve our processes for everyone. We use employee data to drive consistent results and continuous improvement in our efficiencies. In the Solo situation, all of this allowed us to take on additional volumes without increasing costs—often continually reducing them. What DSC did for Solo is all part of our standard business model for our partnerships. We know that cost reductions come from constantly analyzing data and improving business processes to increase efficiency. And, we make sure that happens.