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What we do > Route Optimisation

Route Planning

As a result of our extensive experience, the Logistics Consultants have developed a robust and efficient approach to optimised route planning projects. Key elements of this approach include the following:

  • Developing a detailed understanding of the client’s business model - in particular, their distribution system and customer service requirements
  • Using specialised distribution planning software with features including:
    • Detailed digitised maps, with adjustable driving speeds table
    • Fleet and driver details including vehicle capacity (kg; cases, pallets, etc.), driver’s hours, driver’s breaks, depot time, etc., all of which can be tailored to the project
    • Earliest/latest arrival times for orders
    • Delivery windows and restrictions for individual delivery points e.g. opening times parking restrictions; etc.
    • Adjustable service times/durations for individual sites

Route Optimisation

  • Building a model of the clients current distribution operation, This involves:
    • Locating all customer sites on a digitised map
    • Validating the base case model, i.e. comparing the model’s KPI’s such as miles per route, driving speeds, delivery times and capacity utilisation, with actuals
    • Analysing the current routes to establish driver activity, vehicle capacity utilisation, service elements (delivery frequency/ABC analysis), cost to serve, etc., to help identify improvement opportunities
  • Using the distribution planning system to evaluate the improvement opportunities including an initial “optimisation” of the current network to identify existing inefficiencies
  • Opportunities might include varying call frequencies for some/all customers, introducing minimum order quantities, identifying alternative depots/cross-docks locations, reducing fleet size, varying driver’s hours, etc.
  • Using the results of the evaluation to agree the strategic direction and operational changes with the client. Here it is vital that the client objectively considers the ‘non-negotiables’ which cannot, for good business reasons, be changed, and the ‘sacred cows’, which need to be challenged
  • Developing operational routes based on the agreed strategic direction for review and sign off by the client, and developing an implementation plan.