In an increasingly competitive market where technological progress and macroeconomic changes are the order of the day, the small details of an operation are essential to distinguish themselves from other providers, applying an effective and sustainable management model.
To achieve this purpose, it is essential to reduce transportation costs and consider a series of fundamental factors that guarantee financially sustainable work. There a key element to understand the operation emerges: the cost is tied for the transport itself plus its additional costs (extra cost).
“Many times the management does not show losses because these extra costs are not detected and progress is made without applying the corresponding adjustments. However, the opportunity to optimize them is lost, obtaining superior results”. CARLOS BENITEZ.
Under this motto, Ksigma applies a differential that many know but few implement: internalize the operations of each of its clients to determine what contribution of value it can make to improve those processes. For example, the change of routes to be applied, the standardization of the cargo unit and the availability of vehicles. These three elements constitute the heart of the transport activity.
The competitive advantages:
- Avoid unnecessary delays -the main extra cost- with the retention of the client’s cargo in a transport unit that may be operational to bill another service.
- The lack of availability of the provider’s vehicles. Sometimes, this action causes it to arrive later than agreed, complicating the unloading process and incurring an extra cost.
- Expenditure adequacy: our tariff is formulated by the radius in kilometers plus the operational capacity of each vehicle.
- Free internal advice: we became the transport department of many companies that found a solution by hiring our services. In this way, the logistics manager of a company contacts us without the need to have a specific transport agency that analyzes each of the details of an operation.
With the application of these concepts, crucial stages of foreign trade and national transfer are simplified, avoiding delays of a vehicle or adding intermediate deposits according to the magnitude of the operation.
On the other hand, for importing SMEs that do not have the daily unloading capacity of more than one container, the cost of having the unit loaded and stopped for long periods of time is reduced. That, precisely, is our added value.
But not everything ends there. Because the price must go hand in hand with the level of service provided, knowing that when a service is requested, personalized attention will be received instantly. In competitive terms, we are the best option for the level of service we provide.
Along these lines, Carlos Benitez, the president of Ksigma, provides a crucial tip: “One of the big mistakes that companies make when purchasing a service is hiring a supplier for the type of merchandise they have and not for the type of unity that it has”.
However, the most compelling and clear data is evident when making the final balance. “Many times the management does not show losses because these extra costs are not detected and progress is made without applying the corresponding adjustments. However, the opportunity to optimize them is lost, obtaining superior results”. At the end of the day, it all comes down to a phrase that is as true as it is eloquent: time is money.
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