How We’re Different

We train your team.

We’re coaches, not consultants.  That means we build competence within your organization, not dependence on us.  We bring out the best in your own team, and help foster a culture of continuous improvement.
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Our proven, step-by-step approach addresses each task in the correct sequence.  We’ll resolve significant material and information flow issues throughout your entire network, target areas in your supply chain that can benefit most from new processes and technology, and guide your implementation.

Let’s upgrade your supply chain

Not sure where to start? Concerned you’ll overhaul your logistics only to find out the new model doesn’t work? Our coaches use a proven, step-by-step approach that performs each task in the correct sequence.

step 1

Data Extraction

Extracting historical data on inbound and outbound shipments is an essential first step and a difficult one for most companies.

We establish a baseline for our models by plugging in your historical purchase order details such as origin, destination, weight/cube, freight cost, freight class (if LTL), and mode.

Often, the right historical data is hard to locate both internally and from the carriers who handle your freight. Our coaches have been down this road many times and can guide your team or do this ourselves.

step 2


We analyze the shipment history to develop a freight profile. This consists of origin and destination maps and mode specifics that we use to determine which “what if’ scenarios to focus on. For example, what if we consolidated distribution centers or introduced pool points?

We then run model scenarios, study the optimized results, and together with your team agree on a proposed solution.

step 3


Having identified the solution, there remains a substantial amount of groundwork to prepare for implementation:

  • Establish the metrics by which we will be able to measure success.
  • Consider if Transportation or Warehouse Management Software should be part of your solution.
  • Determine applicable business rules such as shipping and receiving hours.
  • Integrate the new process with accounts payable and accounts receivable.

As we perform each of these tasks, our coaches are available to help your team as needed, but we ensure that your team develops the skills and experience that will serve them well as your business (and logistics needs) evolve.

step 4


During the construction phase, we:

  • Configure the your new transportation network or warehouse configuration and load it with all the initial set up information developed during the design phase.
  • Run tests to make sure it performs as required.

At this point, our coaches are in the fortunate position of understanding your business requirements and having decades of logistics improvement under their belts. They know how to set up data tables so they will work for you, how to build in your business rules, etc. Your managers are not only guided through each step but trained to handle variations that could arise in the future.

step 5


Two of the most critical and often challenging tasks are:

  • Getting your personnel to write standard operating procedures for the processes your new model requires.
  • Making sure the staff is trained to use and manage their new process, whether it’s changes in workflow, or adoption and full implementation of new software.

Our experienced coaches help your managers run tests to uncover any details that are missing from the written procedures and set guidelines to handle exceptions.

step 6

Continuous Improvement

With a trained staff that has gone through the entire process from data extraction to implementation, you now have a team that is capable of periodically revisiting the data and proposing new solutions.

  • We recommend that you begin this process four to six weeks after implementation:
  • You will have captured a complete set of data that will provide operating results for your new transportation and/or warehouse process.

Your management team will be able to identify current or new processes to modify for greater results in service and cost.

For example, if you began with seven distribution centers, you may now have enough data to determine that only five are needed or that one or more should be relocated to achieve maximum cost savings and improved service to your customers.

Our coaches are still available, as needed, if you run into problems or want them to review any new solutions you propose.

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