Are there taboos in the world of transport? As in any other area of life, whether professional or otherwise, there can be aspects that are uncomfortable to talk about. Topics that open wounds, that it seems better not to shake so they don’t splash, or that touch the client very closely. Let’s see what some of these taboos are for logistics and distribution companies.

Four taboos for logistics and distribution companies
The e-commerce boom

Ecommerce is being a revolution in our lives. It is changing the way we buy, affecting strategies from large multinationals to small manufacturers. Their numbers do not stop growing unstoppably. And even crises such as the pandemic have further relaunched its use.

However, in logistics and distribution companies there is a taboo regarding the costs that ecommerce requires from logistics and distribution. In some cases, these taboos have been blown up due to traffic jams generated by high volume times, such as Black Friday, reaching the media. In these cases, the collapse of the networks also puts pressure on logistics operators, in terms of costs and operations.

Added to this is the trend towards “free shipping” in electronic commerce, which makes this type of business push a lot when it comes to demanding prices.
be a specialist

Logistics and distribution companies also face the dilemma of trying to be the most comprehensive and comprehensive logistics operator possible or, in other aspects, trying to be a specialist in a specific service niche. It is not easy to find the balance or the solution to this dilemma. The world of transport is enormous and the varieties are almost infinite: conventional merchandise, special dimensions, international transits, local delivery, controlled or frozen temperature, pallets, parcels…

In the case of Transgesa, our solution is to participate in two specialized networks, such as PBX -in urgent transport of pallets- and Tipsa -specialized in parcels-. This makes it possible to offer customers a specialized operation in each type of distribution, while having a broad portfolio of services.
Lowering the cost has its price in logistics and distribution companies

Optimizing costs is not optional, but mandatory. But the way to achieve it can greatly influence -and detrimentally- the final result. If your cost optimization is based solely on getting lower rates, you may be sacrificing quality for price.

When you work with a logistics operator and want to improve these costs, get together with them to review processes, how you ship, what real transit times you have and what you need, see if there are more efficient ways to pack or prepare your materials, etc. You can also review your rates with him, to see how you can take advantage of them without having to look for a ‘cheaper’ provider. Do you understand all the concepts? Can you take advantage of the sections or zones of your rates in a better way?

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