Bozzuto’s Increases Productivity and Decreases Costs with Omnitracs Roadnet
公司规模
1,000+
地区
- America
国家
- United States
产品
- Omnitracs Roadnet
技术栈
- Routing Software
实施规模
- Enterprise-wide Deployment
影响指标
- Cost Savings
- Customer Satisfaction
- Productivity Improvements
技术
- 功能应用 - 车队管理系统 (FMS)
- 功能应用 - 运输管理系统 (TMS)
适用行业
- 食品与饮料
- 零售
适用功能
- 物流运输
- 仓库和库存管理
用例
- 车队管理
服务
- 软件设计与工程服务
- 培训
关于客户
Bozzuto’s Inc. is a wholesale distributor of food and grocery products based in Cheshire, Connecticut. The company serves a wide range of customers, including independent grocery stores, supermarkets, and foodservice operators across several states, including Connecticut, Massachusetts, Vermont, New Hampshire, Rhode Island, New York, New Jersey, and Eastern Pennsylvania. Bozzuto’s operates a fleet of 115 tractors and 250 trailers, making it a significant player in the grocery distribution industry. The company is committed to providing high-quality products and services to its customers, and it continually seeks ways to improve its operational efficiency and customer satisfaction.
挑战
Early last summer, Jay McDowell at Bozzuto’s Inc., Cheshire, CT, knew his routes were not as “crisp” and his trucks were not as fully cubed as they could be. And he knew he needed help. After reviewing several routing software packages, contacting and visiting several users within the Wholesale and Retail Grocery Industry, Jay turned to industry leader Omnitracs Roadnet Technologies and licensed Omnitracs Roadnet®. There was only one problem: implementing this technology was a huge undertaking and there was major hesitation from management. This would not be the first time Bozzuto’s had attempted to implement a routing solution. Jay, the VP of Distribution Services, persevered and remained committed to improving the routes at Bozzuto’s.
解决方案
With the help of Roadnet, Bozzuto’s worked with their customers to develop time windows that met the needs of their customers while allowing operational efficiencies. Bozzuto’s took the top 75 high volume accounts and developed a mutually acceptable 2-3 hour time window. Next, secondary customers worked with their Sales Counselors to develop primary and secondary time windows. Casual customers were assigned a 6 hour a.m./p.m. delivery. In addition, with Roadnet reporting, Bozzuto’s now tracks time window performance. Bozzuto’s also implemented “minimum order quantities”, by class of product. Many customers went from six deliveries per week to five; and many from five deliveries to four, causing the pick density and order delivery size per customer to increase substantially. One might think that all of these changes required more, not less time routing. Not with Roadnet. Before Roadnet, three people routed the more than 100 routes per day from 6:00 a.m. until 6:00 p.m. After Roadnet, one person routes from 5:00a.m. until 2:00 p.m. And each and every route is tracked daily and reviewed weekly by Bozzuto’s Transportation staff.
运营影响
数量效益
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