While shaping relations with customers, ET Logistik has always put an emphasis on shaping a partner-type relationship with maximum openness, especially in raising observed or anticipated problems that may have an influence on mutual relations. Partnership has to be based on some fundamental rules, which need to be mirrored in the final contract.
Due to the fact that retail networks constitute our basic customer group, we assume a very high level of guaranteed quality, with particular attention paid to timeliness and the level of order completion. Due to the fact that the ET group operates most actively in the sector of retail and FMCG goods, we have deeply recognized the topic of penalties imposed by retail networks on their suppliers and we believe that those issues always require a deeper explanation and appropriate configuration of the logistic process which would be beneficial for our Customers.
This is, as one can see, the most important issue for both parties – risk analysis before signing of a contract that both parties would be willing to accept. It also results from the fact that the analysis of our Customer’s contracts with their recipients, referring to the system of penalties applied by their customers, and the level of those penalties, should be the basis for preparing a coherent system of quality measures (KPI) and their levels. It should also be the basis for the remuneration system connected with them, and based on the “bonus-malus” rule.
With regard to the general division of competences, it is usually assumed that the competencies of general shaping and management of the supply channels, that is, shaping the level of reserves of finished articles in the warehouses, as well as en route, the sales policies as well as price shaping policies, and consequently the level of logistic costs within the price of a product, belong to the ordering party. The role of a supplier of services is limited to performing physical operations on the goods connected with their movement and preparation for the recipients, ensuring an appropriate IT infrastructure, collecting and supplying data for analysis performed by the Customer within the scope of management of supply channels, support in those analyses and possible suggestions of more optimal solutions from the point of view of costs and/or the duration of each element of the supply chain. ET Logistik is in the habit of acting proactively and immediately pointing out to our Customers, elements which, according to us, may cause unfavourable effects, or which, when changed, may positively influence the optimization of a logistic process when we identify them. We are also open to activities within the VMI (Vendor Managed Inventory) strategy. We have a team of specialists, equipped with appropriate IT tools who, on daily basis, and in cooperation with the teams of our Customers, manage the levels of required reserves.
ET performs projects according to a prepared plan of 10 stages.
After starting a project, our goal is to guarantee the customer the required effectiveness; secondly, we aim to achieve the assumed quality, and in the third stage cost optimizing activities take place.
Two years ago, in the ET group, as one of the elements of the group’s strategy within the scope of logistic projects, we accepted KAIZEN as a path combining increased quality with a reduction in current costs. We also implement this approach in any undertaken projects.
IT solutions
Nowadays, success in business is based most of all on the quick exchange of information with customers with the use of IT solutions. Systems which are implemented to help in the administration of warehouse management, supplies and return logistics, enable quick access to data bases and ensure efficient communication between the units within ET Logistik and our Customers.
Our solutions are oriented towards enriching ERP systems by providing access to functions of management of supply channels (Supply Chain Management) inaccessible to them; this way ensuring their transparency, flexibility and manageability.
The strategy is realized by:
- an internal development team of specialists in IT and logistics
- cooperation with carefully selected suppliers of IT solutions for logistics
- full interfacing of our basic systems with the systems of our customers
- based on best market practice, shaping our IT tools in such a way that they are able to fulfill the requirements within various strategies accepted for the management of supply channels, without forgetting about simultaneous preservation of their flexibility
- ensuring our customers direct access to report systems and creation of individual reports presenting all of the qualitative and quantitative indicators of the main process and sub-processes being a part thereof
Our basic systems are fully open for our customers and currently manage the following areas within the supply chain;
- full management of stock, also using batch number and serial number management (stock management, batch, lot, serial no. management)
- return logistics
- supply, distribution and transport
- reporting
- data flow - interface, EDI exchange
- full traceability at the batch number level
- thanks to the R2 reporting tool there is full insight into WMS and transportation data; the status of articles, the status of articles in the warehousing locations, performance of orders, time of fulfilment , etc.
The network’s architecture is currently based on a central point of data processing located in Wola Rakowa, near Łódź. Full backup, a stand-by server system, independent power supply, technical service 24 hours per day, 7 days a week, ensures a very high level of operational safety.