This book provides an overview of the key transportation management processes from a shipper’s perspective. It enables managers to gain quick insight in the added value of transportation as a strategic differentiator, its key drivers, and guidelines on how to use them in an effective and efficient decision-making process. It explains how to identify and eliminate waste using basic Lean tools and proven concepts. The reader is guided on how to start implementing the Lean methodology and best practices in the industry to realize significant savings.

Companies such as Adidas and Amazon are using transportation to increase sales by delivering purchased products faster than the competition. These companies do not treat transportation as a cost center. They are not focusing on reducing transportation spending. They allow customers to buy any product that is available in any store or warehouse and have it delivered to their homes. By delivering faster than the competition, they increase sales. At the same time, they lower their total supply chain costs as faster deliveries lead to fewer returns. Reduction of returns means higher sales and lower transportation costs for returns. The result is higher profits while creating more value for the customer.

本书从发货人的角度概述了关键的运输管理过程。它使管理者能够快速了解运输作为战略差异化因素的附加值、其关键驱动因素以及如何在有效和高效的决策过程中使用这些因素的指导方针。它解释了如何使用基本的精益工具和经验证的概念来识别和消除浪费。指导读者如何开始在行业中实施精益方法和最佳实践，以实现显著的节约。
阿迪达斯（Adidas）和亚马逊（Amazon）等公司正利用交通工具，以比竞争对手更快的速度交付购买的产品，从而增加销量。这些公司不把运输当作成本中心。他们没有把重点放在减少交通开支上。他们允许顾客购买任何商店或仓库里的任何产品，然后送货上门。通过比竞争对手更快的交付，他们增加了销售额。同时，他们降低了供应链的总成本，因为更快的交货会导致更少的回报。退货的减少意味着退货的销售增加和运输成本降低。结果是更高的利润，同时为客户创造更多的价值。