- Food Logistics
- Manufacturing Support Services
Many shippers utilize partner relationships in their supply chains, relying on a network of carriers, storage facilities and technology providers to keep their business moving. Tying all of the disparate services into a cohesive network is costly challenge. Columbian Logistics Network provides a blended solution of transportation and warehousing for it’s customers. “We recently had a warehousing customer who was having a difficult time finding transportation for Midwest shipments. Vetting carriers, negotiating rates, it was draining a lot of their resources. We were able to step in and move product on our trucks, and turning on that service took a fraction of the time because of our pre-existing relationship” Notes Doug Johnson, Vice President at Columbian Logistics Network.
Regional Freight & Blended Solutions
Trucks with the Columbian Logistics name are a common sight on Michigan roads, providing pool distribution throughout the state every day, but Columbian has also operated a fleet of short haul trucks under the name ‘Sprinter Services’ since the mid 80’s. These trucks service routes from the Grand Rapids dispatch center to points within Michigan, Indiana, Illinois, Ohio, and Wisconsin. “Our customers prefer working with us because we take the time to learn about their business and provide solutions that support on-time delivery and cost goals. We are more than just shipping from point A to point B” stresses Erick Haskell, General Manager of Transportation.
For customers with national freight needs, the Transportation Management group taps into a deep network of carrier partners to develop custom solutions. “We can leverage our spend to secure competitive rates for our customer, and our team has the industry experience and tools to manage transportation very efficiently” notes Paul Laidler, Director of Logistics Operations. One specific example is shipping status report on all orders, generated for a customer daily. “It’s saved our customer’s Service Reps a lot of time emailing and calling for each update.”
Clean Transportation: Food Safety Specialists
While the Columbian Logistics transportation customer profiles runs the gamut of industries, from automotive parts to paper and packaging, food and beverage manufacturers can find an extra level of security in Columbian’s focus on food safety and security. “Shipping can be an area of high risk with dock delays and dirty trailers. Our warehouses are SQF & AIB certified, and we operate under a HACCP plan. We apply those same principals to our trucks to ensure products are not compromised in transit.” Notes Haskell. A ‘Clean Trailer’ program implemented across the Columbian fleet provides an effective framework for drivers, and is also extended to carrier partners via the Transportation Management Group.
Capacity and Service
Utilizing one partner for warehousing and transportation can save valuable time and money for shippers. You can learn more about our fleet and blended service at www.columbianlogistics.com/transportation or call anytime at 616-514-1904.
With the majority of recalls caused by undeclared allergens, the FDA focuses efforts of preventing cross-contact with new provisions in the Food Safety and Modernization Act (FSMA). Special thanks to Len Steed, Global Innovation Manager at AIB for contributing to this article.
The importance of food safety has a face, and a name. Debra Miller-Tossey, a grandmother of 8 and avid outdoorswoman living in Cadillac, Michigan, was diagnosed with Celiac disease in 2013. Celiac is an autoimmune response to the protein (gluten) found in grains like wheat, barley and rye, which causes the body to attack and damage the small intestine. “It was such a relief, I had been feeling sick for so long, and so worried it was cancer. It was just a relief to know it had a cause and could be managed.” Standard management of allergies and intolerances from foods such as milk, eggs, peanuts, tree nuts, soy, wheat, fish and shellfish, is often strict avoidance, as even trace amounts can cause severe and even life threatening reactions called anaphylaxis. With an estimated 15 million Americans living with food allergies, the FDA, via the FSMA, is requiring documented controls to prevent undeclared allergens. Companies that produce and distribute food and beverage products will need to review the proposed 21 CFR 117 Good Manufacturing Practices (GMP) to ensure that existing prerequisite programs and Hazard Analysis Critical Control Points (HACCP) plans are effectively implemented to prevent recalls due to GMP deficiencies allowing for operational cross-contact and mislabeling.
Preventable Recalls: Undeclared and Allergen Cross Contact
The FDA Reportable Food Registry (RFR) collects data on Class 1 Recalls which is defined as ”…a reasonable probability that an article of food will cause a Serious Adverse Health Consequences or Death in Humans and Animals termed a (SAHCODHA) event. This data was used to track preventable recalls and incident patterns to help the FDA identify risk in the food chain which includes foods imported to the USA. Each year the RFR publishes a report titled “Targeting Inspection Resources and Identifying Patterns of Adulteration”. The fourth annual 2012-2013 report cites undeclared allergens as the largest reason for recalls accounting for 44% of all recalls. Food manufacturers and distributors will need to implement preventive controls as required by Section 103 Hazard Analysis and Risk Based Preventive Controls (HARPC) and the proposed GMPs.
HARPC Preventative Controls
The current GMP’s describe the methods, equipment and control procedures required for specific food sectors to prevent unsanitary conditions. The proposed change to the GMPs in 21 CFR 117 will require that companies re-examine their existing GMPs and decide if a process step, operational program or prerequisite program must be monitored similar to a HACCP Critical Control Point due to its importance to prevent a Class 1 SACODHA event. For those companies shipping product to the USA, the HARPC and proposed GMP requirement will be applicable under an additional FSMA rule called the Foreign Supplier Verification Program (FSVP). The final rule for HARPC and FSVP will be issued in August 30 2015 and October 31, 2015 respectively so the time to act is now.
For more information on how the FDA FSMA rules will affect your organization, the AIB has published an excellent resource, available here: http://www.columbianlogistics.com/AIB-FSMA-Ready
For a truly effective HACCP plan, companies must formalize vendor policies and communication with vital service partners.
Janitors, electricians, plumbers, landscaping crews are all hard working professionals who carry out their jobs to little acclaim or fanfare, but whose respective functions are vital to operational success. Often times these duties are entrusted to outside vendors, and when they are performing excellently, they fade into the background of the day to day cycle of commerce. Companies must not overlook these diligent service providers as components under the umbrella of analysis and controls that Hazard Analysis Critical Control Points (HACCP) places on all facets of operations. A HACCP based vendor certification program helps ensure safety and compliance through standard vendor communication, management, and traceability.
Where to Start: Know Your Processes & Communicate!
A vendor certification program will only be successful if a company has well documented
processes. A vendor policy should serve as an overview of expectations and roadmap to the more detailed and specific processes contained within Pre-Requisite Programs (PRP). These PRP’s are individual components that make up the greater HACCP plan.
By providing access to these processes, companies can educate their vendors and avoid costly non-compliance issues, as well as avoid damaging important working partnerships. The vendor policy needs to be a part of a contract, signed or recognized as an agreed upon set of criteria for operation between the two parties.
Management: Compliance Audits & Tracking
Once vendors have been brought onboard with a compliance program, a system of audits should be in place to monitor compliance. Monthly and yearly reviews to verify that any process changes have been communicated, as well as reviews of vendor practices, should be documented. For large companies that employ an equally large number of vendors, digital vendor management systems, also known as asset management software, can serve as a central and easily maintained repository for maintaining a program that may be spread across geographies and diverse locations. Smaller companies can achieve proper management with a simple spreadsheet matrix, as long as processes are in place to ensure diligence in maintaining updated information. No matter what tool is used, the basics of creating a central repository for tracking vendor communication & compliance must be functional and easily accessible to parties that interact with outside vendors.
Your Employees: The Best Defense
Your employees will always be the best safeguard and control to help maintain vendor compliance. “When employees are thoroughly trained and aware of the process and procedures that make up a HACCP plan, they will always be vigilant to any issue that might arise.” said Jim Gadziemski, General Manager of Warehousing at Columbian Logistics Network. In essence, everyone becomes part of the HACCP team. Training and frequency will differ for each PRP. Posting an approved vendors list for facility managers to review prior to vendor selection can help speed the selection process and remove potential hazards that may arise from contracting with un-vetted suppliers.
A HACCP plan is only effective if every part of your organization participates, and that includes the important support provided by outside vendors. Clearly communicating your processes, and creating an audit system to track compliance issues will insure that there are no weak links in your vendor network.
Questions? Contact Mandy VanHaitsma at 616-460-5489 or email@example.com
Public Warehousing As Strategy to Provide Capacity Crunch Relief
It’s long been said that warehousing is simply “transportation at zero miles an hour,” and never more than in today’s ongoing transportation capacity crunch has that idiom rung true. As the national driver shortage and increased driving regulations continue to pinch transportation capacity out of the marketplace, more and more companies are looking to find creative ways to manage customer service logistics. For many companies, the first step in mitigating truckload transportation risk has been to move to domestic intermodal shipping and reduce the dependence on long haul trucking. But how many companies have reconsidered their inventory positioning as a mitigation strategy?
Public Warehousing is a third party logistics service wherein customers enter into short term contracts to store, segregate, manipulate, and handle goods in a multi-client environment. There can often be upwards of 30-40 customers represented in one Public Warehouse. Facilities should be clean, secure , and certified by independent auditing bodies such as AIB or SQF. The vast majority of Public Warehouses provide Warehouse Management Systems (WMS) capabilities that are highly flexible, provide “near real time” visibility and quick integration for communications like EDI. When a company uses a Public Warehouse as a distribution strategy, it is partnering with a provider with the most current technology, repeatable business processes, and the ability to customize a solution to fit specific business needs, all without signing a long term contract or taking on the capital investment risk of acquiring real estate. Many multi-client facilities also offer asset transportation services, allowing for faster turnaround time and better visibility of product as it leaves the facility.
Tight capacity has spurred many companies to flock towards intermodal transportation in an effort to avoid service delays or bursting their budgets. This influx of traffic, coupled with the ‘slow’ nature of rail and water, mean intermodal is not a magic solution to end all troubles. “If your business is suffering from prolonged pain caused by tight capacity, you need to look outside of your ‘moving’ options and also consider your staging strategy to offer relief,” offers Blair Thomas, Director of Customer Care at Columbian Logistics. Public warehousing can be a viable option, providing solutions to:
Last winter’s heavy snowfall and horrible driving conditions caused widespread delays and service disruptions. Holding just a few days of supply in a public facility could have buffered many service outages. Once the adverse weather breaks and transit times return to their normal levels, the public warehouse would no longer be necessary, allowing the shipper to draw down the inventory and return to the baseline distribution model. This same benefit holds true in the event of a significant driver or capacity shortage in the long haul trucking market.
In addition to finished goods storage, many firms use public warehouse space to increase customer service statistics in B-2-B environments. Let’s say, for example, that a maker of the key ingredient in a sports recovery drink makes its product in rural Utah. Using a traditional freight model, running customer orders straight off the line and onto truckload carriers could be a risky proposition, especially as capacity continues to tighten and ad hoc freight prices rise significantly. Alternately, the supplier could hold a reserve inventory in a multi-client near the customer site and use local shuttling services to keep the customer’s line running. Separating the line haul from the customer delivery allows for a more deliberate approach to risk mitigation for each activity. Reducing the time sensitivity of the line haul could even allow for a switch from the truckload market to a less costly intermodal solution.
A final example of leveraging a Public Warehouse would be in the pool distribution model. Many manufacturers in the candy and snack business often employ this strategy to service hard to reach areas of the country, like peninsulas (Florida or Michigan) or remote areas (Dakotas or Upper New England). Rather than using costly LTL services to distribute to those areas, many companies send full truckloads into a public warehouse, allowing that provider to break up the truck into separate customer orders, and then deliver those orders on a set schedule, often referred to as a “Sailing Schedule.”
Cost is of course the first factor when analyzing distribution models. Public warehouse costs are regionally variable, and can be very reasonable, often low enough in smaller markets to compare favorably to large-market rates. Handling costs can be mitigated by not requiring labor intensive additional services such as case or each picking, labeling, or kitting. Those services are often available and can be very cost effective, but they’re certainly not mandatory. If a company does need packaging or other value-added services (VAS), utilizing those services at the warehouse can eliminate the cost of transportation to another offsite provider. The final two factors to consider in a public warehouse decision are tried and true evaluations: what does a customer service interruption cost me, and what is it worth to not pay for services until I’ve used them? The first question evaluates your customer service reputation as much as your P&L statement, and the latter question refers to the old adage that says “cash is king,” and holding onto your cash for as long as possible has legitimate value.
Whether related to transportation capacity risk mitigation, winter weather buffering, highly seasonal demand (think cranberries in autumn or #2 pencils at back-to-school time), or any other factors, Public Warehouses can serve as a relief valve for a short or long term solution, and be a valuable part of your strategic plan.
Interested in learning more about Public Warehousing? Contact Blair Thomas, Director of Customer Care at firstname.lastname@example.org