Who is Mainfreight.
A global supply chain business with over 240 branches around the world, Mainfreight offers sophisticated logistics solutions in and out of the most dynamic economies in the world.
Mainfreight management wanted to increase on-time completion performance and improve adherence to schedule order. They also wanted to improve workload sharing.
Part of that required being able to better highlight problem jobs before they actually turned into problems and identifying bottlenecks that would subsequently affect the performance of other business areas.
Actions and results.
Mainfreight saw a substantial increase in its five key KPIs.
Teams now analyse the entire process during project planning to fully understand the dependencies that different areas have on each other.
This has led to greater understanding of negative and positive effects on different business areas and ultimately on the organization’s ability to service customers.
The ability to seamlessly build a workflow covering the life-cycle of a freight movement that is handled by multiple business areas has smoothed workload — avoiding large peaks and troughs that cause delays.
An unexpected (but welcome) benefit was the development of team leadership. Change is not always easy but having the team engaged in the planning and implementation has given people an opportunity to show their capabilities. This has given them confidence to believe in themselves and Mainfreight confidence that it is developing its next group of leaders.