Report on Logistics Department Achievements and Improvements

Introduction:

The Logistics Department at Triton Middle East has been placing continuous focus on enhancing our import and export operations. These areas are critical due to the dynamic nature of the market, requiring constant coordination, timely documentation, and proactive management. Our efforts have been supported by the sales coordinators, who play an active role in resolving unforeseen challenges and ensuring smooth operations.

1. Implementation of Inbound Shipment Note (ISN) & Outbound Shipment Note (OSN) Systems

Inbound Shipment Note (ISN):

We have successfully implemented the Inbound Shipment Note (ISN) system, which has significantly improved our internal logistics processes. This module allows for real-time tracking of all shipments, providing comprehensive details such as purchase orders, store inventory updates, vessel ETAs, ETDs, and bill of lading numbers. This has greatly supported material planning within the store, leading to better resource management and operational efficiency.

Outbound Shipment Note (OSN):

Building on the success of the ISN system, we have introduced the Outbound Shipment Note (OSN) system, which is currently undergoing continuous improvement. The OSN system ensures that all coordinators, and even customers, receive notifications when materials are dispatched from our warehouse. This system enhances communication and transparency, leading to improved customer satisfaction and more efficient logistics operations.

2. Streamlining Export Documentation

We have made significant progress in streamlining our export documentation process. By standardizing and expediting the preparation of export documents, we have enhanced the overall efficiency and effectiveness of our export operations. The implementation of a gatekeeper system for verifying and collecting export documents has ensured that all necessary follow-up actions are taken in a timely manner. This has not only improved time management but also provided a positive experience for all parties involved, including customers and internal stakeholders.

3. Overcoming Challenges with the GCC Arabic Ministry System Update

Recently, the GCC Arabic Ministry introduced a major update to its website and system, which presented significant challenges in obtaining document approvals. To address these challenges, the Logistics Department, with the support of our PRO and management team, has taken proactive steps to ensure compliance with the new system requirements. Our efforts have included continuous follow-ups, timely submissions, and close coordination with the relevant authorities. As a result, we have been able to navigate these challenges effectively and maintain the smooth flow of our import and export operations.

4. Securing Better Rates and Services through new forwarders

In our ongoing efforts to optimize costs and improve service quality, we have started adding new forwarders to our network. This strategic move has allowed us to secure better rates and ensure tight space availability, even during peak periods. Additionally, we have negotiated extended credit terms of up to 120 days, providing us with greater financial flexibility. The introduction of these new forwarders has resulted in improved services, enhanced benefits, and stronger partnerships with our logistics providers.

Introduction:

The Logistics Department at Triton Middle East has been placing continuous focus on enhancing our import and export operations. These areas are critical due to the dynamic nature of the market, requiring constant coordination, timely documentation, and proactive management. Our efforts have been supported by the sales coordinators, who play an active role in resolving unforeseen challenges and ensuring smooth operations.

1. Implementation of Inbound Shipment Note (ISN) & Outbound Shipment Note (OSN) Systems

Inbound Shipment Note (ISN):

We have successfully implemented the Inbound Shipment Note (ISN) system, which has significantly improved our internal logistics processes. This module allows for real-time tracking of all shipments, providing comprehensive details such as purchase orders, store inventory updates, vessel ETAs, ETDs, and bill of lading numbers. This has greatly supported material planning within the store, leading to better resource management and operational efficiency.

Outbound Shipment Note (OSN):

Building on the success of the ISN system, we have introduced the Outbound Shipment Note (OSN) system, which is currently undergoing continuous improvement. The OSN system ensures that all coordinators, and even customers, receive notifications when materials are dispatched from our warehouse. This system enhances communication and transparency, leading to improved customer satisfaction and more efficient logistics operations.

2. Streamlining Export Documentation

We have made significant progress in streamlining our export documentation process. By standardizing and expediting the preparation of export documents, we have enhanced the overall efficiency and effectiveness of our export operations. The implementation of a gatekeeper system for verifying and collecting export documents has ensured that all necessary follow-up actions are taken in a timely manner. This has not only improved time management but also provided a positive experience for all parties involved, including customers and internal stakeholders.

3. Overcoming Challenges with the GCC Arabic Ministry System Update

Recently, the GCC Arabic Ministry introduced a major update to its website and system, which presented significant challenges in obtaining document approvals. To address these challenges, the Logistics Department, with the support of our PRO and management team, has taken proactive steps to ensure compliance with the new system requirements. Our efforts have included continuous follow-ups, timely submissions, and close coordination with the relevant authorities. As a result, we have been able to navigate these challenges effectively and maintain the smooth flow of our import and export operations.

4. Securing Better Rates and Services through new forwarders

In our ongoing efforts to optimize costs and improve service quality, we have started adding new forwarders to our network. This strategic move has allowed us to secure better rates and ensure tight space availability, even during peak periods. Additionally, we have negotiated extended credit terms of up to 120 days, providing us with greater financial flexibility. The introduction of these new forwarders has resulted in improved services, enhanced benefits, and stronger partnerships with our logistics providers.

Introduction to local improvements and changes.

Overview: Over the past 8 months, the logistics department at Triton Middle East has undergone significant transformations to improve operational efficiency, resource utilization, and cost-effectiveness.

Initial Challenges: Initially, dispatch was not fully integrated with logistics, and vehicles were managed by different departments, leading to fragmented communication and inefficient resource use.

1. Centralization of Vehicle and Driver Management

Issue Addressed: Vehicles and drivers were previously under the control of multiple departments, causing communication breakdowns and inefficient resource allocation.

Solution Implemented: We brought all vehicles and drivers under the logistics department, making logistics the central hub for all requests. This change has streamlined communication and allowed for the effective utilization of existing resources.

Outcome: This centralization has improved response times, reduced conflicts between departments, and maximized resource utilization.

2. Improved Coordination with Dispatch

Issue Addressed: Dispatch was not closely integrated with logistics, leading to miscommunication and delays.

Solution Implemented: We made dispatch the closest department to logistics and established a coordination protocol where all inter-departmental requests are managed through logistics.

Outcome: Drivers now receive schedules directly from logistics, ensuring that all requests follow the correct process. This has led to smoother operations and better-managed schedules.

3. Implementation of Next-Day Delivery Cutoff Time

Issue Addressed: Lack of a clear cutoff time for next-day delivery requests led to inefficiencies and delays.

Solution Implemented: We introduced a policy where requests for next-day deliveries are accepted only until 2:30 PM. This allows logistics to better plan and allocate resources for the following day.

Outcome: With this plan, local sales coordinators submit requests on time, enabling us to plan for afternoon deliveries and optimize truck utilization.

5. Enhanced Support for Dispatch and Space Planning

Issue Addressed: Space constraints and inefficient palletization were causing issues in dispatch operations.

Solution Implemented: Logistics worked closely with the store and dispatch teams to implement a new space and palletization plan.

Outcome: The new plan has created more space and improved palletization for both export and local operations, leading to smoother dispatch processes.

6. Optimization of Drum and Local Shifting Between Triton and Greentech

Issue Addressed: The previous method of using a 10-ton truck for drum transfers was inefficient and costly.

Solution Implemented: We implemented a new plan, allowing store shifts between 7 to 9 AM, and obtained a Sharjah permit for our 10-ton truck. This has allowed us to make multiple deliveries in a day using one toll pass.

Outcome: This change has improved the efficiency of drum transfers and reduced the need to hire external trucks, leading to significant cost savings.

7. Cost Optimization in Material Collection

Issue Addressed: The previous practice of using a 10-ton truck for collecting RM was costly and impacted internal workflow.

Solution Implemented: We collaborated with the purchase and store departments to arrange a 12-meter trailer at a lower cost. This new plan reduces the cost per kilogram of material collected and does not disrupt our internal workflow.

Outcome: The cost per kilogram of material collected has decreased from AED 1.50 to AED 0.97, and we now utilize our resources more effectively for other planning activities.

Conclusion

Summary: Through strategic planning and close coordination with other departments, the logistics team has significantly improved the effectiveness of internal operations, reduced costs, and maximized the utilization of existing resources.

Future Plans: We plan to continue building on these achievements by further optimizing resource use, improving inter-departmental communication, and exploring new cost-saving opportunities.

Ideas and suggestion from logistics for implementing both internally and externally to further improve logistics at Triton Middle East:

Internal Improvements

1. Advanced Data Analytics and Predictive Modeling:

Action: Implement data analytics tools to analyze historical logistics data and predict future trends, such as demand forecasting, inventory management, and route optimization.

Benefit: This can lead to more accurate planning, reduced lead times, and cost savings by anticipating and addressing potential issues before they arise.

1. Automation of Routine Tasks:

Action: Automate repetitive tasks, such as order processing, inventory updates, and shipment tracking, using robotic process automation (RPA) or specialized software.

Benefit: This will free up your team to focus on more strategic tasks, reduce human error, and improve overall efficiency.

3.a. Integration of Advanced Logistics Management Software: Investing in advanced logistics management software that integrates with our existing systems can provide greater visibility and control over the entire supply chain. Features such as real-time tracking, automated scheduling, and predictive