Shaun Rothwell

Shaun Rothwell
Shaun Rothwell is Founder and CEO of iDrive Logistics—an industry-leading supply chain consulting and contract optimization firm. With 22 years of experience in the small parcel and logistics industry—including 8 with the US Army as a Supply Chain Specialist—Shaun was a partner in building (and selling) the largest and fastest growing small parcel audit and contract optimization firm in the industry. Shaun was the Gold Eagle Chairman award winner while at UPS and holds the degrees of Bachelor of Science in Business Administration and Master of Business Administration (MBA).

Carrier Negotiations: It’s Won at the Line-of-Scrimmage

Many shippers believe they’ve already negotiated the best possible shipping rates. To be bold, they are wrong. The same way Cam Newton was wrong when he spent most of Super Bowl 50 on his back, thanks to Von Miller and the incredible Denver Broncos defense. The dangers of the “I’ve already won” mentality can blind-side the best of us. Whether it’s a competitive football game or negotiating your agreement with FedEx or UPS, complacency stunts growth, kills progress and—often times—moves us backwards. Continue reading to learn about the line-of-scrimmage to carrier contract negotiations and how shippers can develop their own playbook for steady forward progress.

Shipping Agreements: ‘Cost Modeling’ Your Way to a Better Deal

Ignorance is a profit center for carriers. There—it’s been said. Getting the best shipping rates for your company is an impossible task if you don’t know what the carriers really want out of you. To put it simply, you just want a good deal and the carrier wants a good margin. But who has the advantage in contract negotiations? The less you know about the carrier’s cost and pricing structure, the less likely you are to optimize your end of the deal. Continue reading to learn about carrier cost models and how you can position your company for a better shipping agreement.

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What is Sales & Operations Planning?

Sales & Operations Planning: All demand (sales) and supply (capacity, materials) of a product is balanced and planned to secure on-time delivery...

6 Tips for Maximizing Efficiency and Productivity of Warehouse Operations

As a warehouse manager, you would understand that handling warehouse operations are a massive task. One small mistake may affect the efficiency and productivity of the warehouse. You must continually implement measures to optimize various warehouse processes and improve the overall effectiveness of the operations involved. Apart from minimizing downtime and increasing productivity, it is essential to improve your supply chain. Let us look at a few tips that help in achieving the same.

Robot Trucks or Autonomous Vehicles Will Revolutionize the Supply Chain

Most supply chain professionals do not completely understand the disruption and upgrades that autonomous vehicles, specifically what I call robot trucks, will create. Most cannot get past the pitfalls and possible barriers to robot trucks. I define robot trucks with a much broader perspective. I include trucks of all sizes and even internal plant material handling equipment like fork-lifts and automatic guided vehicles (AVGs). The biggest leap is that robot trucks will learn! Many doubters just cannot get past this. Although not complete artificial intelligence (AI), robot trucks will adapt on their own, to conditions and circumstances, and build an open memory of what to do.

Transform Your Supply Chain For Omnichannel

The world is in the early stages of a global supply chain revolution. The Amazon Effect. The Internet of Things. Platform Businesses. The new supply chain will grow beyond omnichannel. It will cross into other industries and markets and will incorporate supply chains of products, information, and finance. All the elements of the New Supply Chain tie together. They are not separate steps. They are not to be selectively chosen or excluded. These are inter-related. The New Supply Chain brings performance excellence.

The 4 Supply Chain Metrics

Metrics are a way to measure performance; and, in turn, communicate that information to key executives in the company.  Their value is how supply chain management is supporting the direction and strategy of the business.  It is important that they present a strategic and tactical understanding of what is happening and how well it is happening. KPIs (key performance indicators) must be measurable.  As a result, numerous metrics are about the logistics components.  Some of these are good.  However, they do not present a view of the total supply chain.  Plus, many have little or no usefulness for the C-suite.   Assessing logistics parts is a node-link approach and does not recognize the supply chain process.