BUSINESSMANAGEMENTREVIEW.COMJULY- SEPT 20229bidding all these years was not the way the businesses needed us to be buying. We also needed to be asking more of our third-party logistics providers (3PL) and we needed better technology.Driving changeAlmost 3 years later, the team looks and works differently. We implemented a new global transportation management system, which was the first global instance of such a system ever in our company. It helped drive standard processes across business and regions, and allowed us to finally track and measure the KPIs that were so important to us being customer centered. We moved to a new 3PL that could help us raise the bar with data and analytics. We shifted toward measuring "total cost of ownership" and customer experience versus a bidding-for-lower-rate mentality ­ which required a much closer and more strategic relationship with our carriers.My global team was always good at ensuring our rates were competitive and that our products arrived safely at their destination. We've transformed into a value-added function that is critical to the success of one of Chemours most important values, being customer centered. I love this job! We implemented a new global transportation management system, which was the first global instance of such a system ever in our company
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