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Visible Supply Chain Management Acquires Kansas Continental Express

Visible Supply Chain Management Acquires Kansas Continental Express

The acquisition expands Visible’s offering to new regions and ensures customers’ continued success

Salt Lake City (Dec. 19, 2019)Visible Supply Chain Management, the industry leader in shipping and fulfillment services for small to midsize businesses, today announces its acquisition of Kansas Continental Express (KCX), the Emporia, Kansas-based provider of shipping logistics and freight transportation throughout North America. KCX will join the Visible family of companies and will be known by the parent company name.

“Most important to Visible is our customers’ continued success and the purchase of KCX will expand our offering to new regions and extend new opportunities to both KCX and Visible clients,” said Casey Adams, president of Visible. “The relationship is mutually advantageous— it made sense for us to join forces.”

For nearly 30 years, KCX has provided shipping logistics and freight transportation throughout North America. KCX’s years of expertise and dedicated staff ensure prompt services and detailed tracking of companies’ freight from Canada to Mexico. KCX’s Midwest location provides synergies across numerous lines and opens news markets for Visible.

“As Visible’s growth continues throughout the country, we look to partner with companies like KCX that also have a strong position in the logistics world,” said Jared Starling, CEO of Visible. “We are especially excited to join the Emporia business community and work with the highly talented and qualified KCX workforce.”

The acquisition of KCX follows Visible winning multiple industry and business awards in 2019 including the #919 spot on the Inc. 5000, Utah’s 3rd Fastest Growing Company on the Utah Business Magazine Fast 50, the #10 spot on the MountainWest Capital Network 2019 Top Revenue Growth Companies, the regional EY ‘Entrepreneur of the Year’ award in distribution and manufacturing and inclusion as a national finalist in the EY Entrepreneur of the Year Awards.

About Visible Supply Chain Management (Visible)
Since 1992, Visible Supply Chain Management has provided customized solutions for B2B and B2C organizations. With comprehensive services in e-commerce, direct sales, direct response and omnichannel, Visible can design effective strategies for clients that include transportation, logistics, brokerage, fulfillment and even custom packaging solutions.

About Kansas Continental Express
For nearly 30 years, Kansas Continental Express has been providing shipping logistics and freight transportation throughout North America. With years of expertise and dedicated staff to ensure prompt services and detailed tracking of your freight, Kansas Continental Express designs effective strategies for clients that include transportation and brokerage.

Contacts:
Shannon Michael, SnappConner PR
801.806.0150
shannon@snappconner.com

Robotics in Logistics; Understanding if Automation is Right for Your Business

Robotics in Logistics; Understanding if Automation is Right for Your Business

Four questions to determine if automation is a sound investment

By: Brian Bowers, Corporate COO and Business Unit President at Visible Supply Chain Management

December 23, 2019

As eCommerce volumes explode, many logistics and parcel companies look to automation and robotics as the solution and the next-big-thing. Many factors, such as labor shortages, wage increases, competitive pressures, falling profit margins, sustainability and increasing expectations from eCommerce consumers, have resulted in the robust growth of robotics and automation in logistics.

According to the International Federation of World Robotics, between 2019 and 2021, it’s estimated that 485,000 units will be sold in total, rising at an 18 percent Compound Annual Growth Rate (CAGR). With the continuing growth in eCommerce, this should come as no surprise to anyone in the logistics world.

Despite the rising use of automation, there is no one-size-fits-all approach. Implementing automation for the sake of automation can be a fatal mistake for nearly all businesses. Without a sufficient revenue stream and profits, companies cannot justify, or in some cases, even survive the cost of automation and robotics in their fulfillment warehouses.

How can your company determine if automation is the right choice? Let’s evaluate this question by answering four questions:

  1. What is the business model?

For 3PLs that make money on logistics operations alone, every investment of hard-earned cash has to have a return! In the competitive logistics industry, a full payback of a human-free, fully- or mostly automated facility is highly unlikely. Companies leading the automation movement have a different business model – losing substantial amounts of money in shipping and fulfillment annually. They can afford these technological investments because of subsidies from other divisions of the company.

Amazon most aptly illustrates this point – by employing multiple business models that provide the scale required to absorb significant investments in logistics and fulfillment equipment, facilities and networks.

Unless you have the scale and multiple revenue streams external to logistics, you have to consider things differently. Amazon’s business model can afford for fulfillment and logistics to be unaccountable for cost-efficiency, while companies that rely on profitable logistics processes cannot. If your business requires logistics to at least break even, tread carefully in deciding to automate.

  1. What is the job you are trying to accomplish – Does the task justify the costs?

Is your company looking to augment its workforce? Automation may be a good option in stemming labor shortages and structural unemployment. The problem, however, is that companies try to apply automation and robotics too broadly.

In a comprehensive R&D initiative, our company researched all automation and robotics options currently being employed in the fields of logistics and fulfillment. We studied SKU configurations, order volumes and fulfillment complexities and their fit to various technology solutions. We spent time with automation and robotics manufacturers, parsing out the scenarios in which their solutions would be the most effective and efficient. We spent time with companies (both brand owners and 3PLs) utilizing these various technologies and worked with them to discover their return on investment. In many instances, we saw solutions misapplied to the problem. Unfortunately, those are expensive disconnects.

When pressed, implementers will excuse the performance of their installations on a change in the business case or application. While this is usually true, the takeaway is vexing – of course, our business will change, especially in the era of eCommerce! Many of these solutions will never flex with a business and its customers as they evolve. Our studies show, further, that the right automation applied narrowly to a specific problem has the maximum potential for obtaining a return on investment. If you are unclear about the job you are trying to accomplish, or if you are trying to apply a high-cost solution to a low-value problem, you will pay too much for a disappointing performance.

  1. What is the ROI of automation? How are robotics companies changing this calculus?

In my two decades of industry experience and overseeing tens of millions of eCommerce packages per year— I know the implications of unnecessary automation and robotics, and it’s easy to be deceived by ROI calculators. Companies make mistakes when calculating the ROI projection of an automation investment because they fail to:

  • Factor in the long ramp (how long will it take to get to the equipment running at high levels of performance?) and learning curve of the organization (how long will it take employees to learn the new systems?) in utilizing the new equipment.
  • Set appropriate expected productivity gains. Optimistic forecasts of equipment performance are too aggressively worked into capital justifications and achieved efficiencies, thus ROI may take longer than an integrator promises. An investment that was initially forecasted to take 18 to 24 months to reach payback might stretch out to 36 and 48 months. Can your company afford those delays?
  • A myriad of maintenance costs is overlooked, including the cost of human technicians required to keep the automated machinery running, programmers to fix glitches and further refine interconnection between the automation and company systems. Also, there can be ongoing consulting fees from the implementer or manufacturer.

Many of the robotics providers on the market today have adequately addressed these classic problems. They are built to take a clean handoff from company warehouse management systems (WMS) to eliminate extensive integration programming. Most robotics solutions eliminate the need for conveyance and allow companies to respond to volume spikes. For specific applications, especially pick and pack activities in high-SKU profiles, robotics are very useful. Robotics companies have also priced with a RaaS-type model (Robotics as a Service), where units are contracted on a service agreement and a monthly fee as opposed to up-front capital expenditure. This makes a leap into robotics much more feasible.

However, the major problem when it comes to calculating ROI for robotics still comes down to the optimism of productivity targets and the actual pricing to provide a return. Targets are set using averages, but actual work comes into a facility in surges (Poisson distribution-based modeling instead of Normal distribution). Therefore, theoretical average productivity is never very close to actual productivity because machines and people are sitting idle during portions of the day regardless of the daily averages.

In this way, there is an inherent lack of flexibility to consider in automation. Efficiencies and speeds are capped— machinery can only operate within specific parameters. We work with other companies that have pursued fully automated facilities. One in particular, at maximum productivity, can only fulfill one-third of the orders we fill because of the automation. Our management and employees can maneuver and adjust to the intense peaks and valleys that eCommerce inevitably encounters.

As it relates to the cost of robotics, our finding is that robotics companies are pricing to match, not improve, daily operating costs of facilities. Many of the eCommerce robotics solutions on the market today require multiple robots to support a single human warehouse worker. One robotics provider requires four robots moving through aisles to support one human picking eCommerce apparel orders. At that point, the cost of the automation works out to be exactly the cost of having a full-time employee making market wages. Throw a demand spike or valley into the mix, and suddenly the productivity calculus comes apart. When robotics begins to provide a flexible solution at 15 to 20 percent below the cost of productive, flexible human labor—watch out — the value proposition will become compelling and overcome the other issues discussed above.

  1. What are the options for competing in today’s eCommerce marketplace?

The purpose of the cautionary tale above is first, to convince professionals to be careful and thoughtful in selecting and deploying automation and robotics, and second, to help professionals see other ways to succeed in the competitive eCommerce space.

How does a small to medium-sized business (SMB) compete with retailers like Walmart and Amazon if the company is not yet ready to invest in robotics? If pursuing fulfillment and logistics in-house, utilize manual processes that create value and then automate those processes. Prove out the value proposition through practice before taking an expensive leap into technology. Utilize optimization techniques to schedule, pick, pack and ship in the most cost-effective ways. For instance, group all like orders in one assembly line to achieve higher-than-automated output. Isolate small bags and boxes. Separate the fulfillment types by “same-day” or “next-day” shipping mandates. Seek outside consulting help when necessary.

Or look for a full-service fulfillment and logistics partner that is up to the task. With full-service fulfillment and logistics, 3PL providers leverage the same facilities to provide multiple clients with world-class methods and technologies—enabling growth for SMBs that don’t otherwise have the necessary resources or infrastructure. The right 3PL partner allows SMBs to compete as if they are a big player, providing industry-best fulfillment, logistics and shipping practices and rates in multiple locations—offering a cost advantage to compete in this free-shipping world.Forces driving the market are evolving retail as we know it—compelling all eCommerce players to adapt quickly. Taking the necessary time to investigate the potential of automation thoroughly can help to determine when – or even if – fulfillment and logistics automation and robotics make sense.

About the Author

Brian Bowers serves as the Corporate COO and Business Unit President at Visible Supply Chain Management based in Salt Lake City, Utah, with multiple facilities serving major markets across the U.S.

http://www.packagingtechtoday.com/machinery/robotics-automation/robotics-in-logistics-understanding-if-automation-is-right-for-your-business/

Visible Supply Chain Management Acquires Ohio-Based Trade Global

Visible Supply Chain Management Acquires Ohio-Based Trade Global

Acquisition protects 350+ Trade Global jobs while expanding Visible’s offering to new regions

December 12, 2019

SALT LAKE CITY–(BUSINESS WIRE)–Visible Supply Chain Management (Visible), an industry leader in shipping and fulfillment services for small to midsize businesses, today announced it has purchased the assets of Cincinnati-area Trade Global out of bankruptcy and has elected to continue operating the business. Based in West Chester, Ohio, the company filed for bankruptcy protection in September after its debt burden became unserviceable. Trade Global joins the Visible family of companies and will adopt the parent company name.

The acquisition will protect more than 350 local jobs immediately, as Visible is retaining these positions for the new Visible operation going forward. Members of Trade Global’s leadership team will remain with the company to ensure continuity for customers, vendors and employees.

“Because our focus is always on our customers’ business success, expanding our capabilities to Ohio and beyond means we are creating new possibilities for our clients,” said Casey Adams, president of Visible. “We’ve been interested in Trade Global’s excellent client base and track record of success with high SKU e-commence fulfillment for nearly a year but were unable to move forward given its difficult financial situation.”

As an end-to-end e-commerce solutions provider, Trade Global has served its customers for years with services including fulfillment, logistics and other supply chain and e-commerce functions. The company’s Ohio location creates synergies for new and existing business customers, as well as new markets for Visible.

“Visible continually seeks opportunities to grow in ways that increase our value to our customers,” said Jared Starling, CEO of Visible. “We are especially excited to work with the highly qualified Trade Global team. They will be integral to our success, as well as ensuring a seamless transition.”

The acquisition of Trade Global follows on the heels of Visible winning multiple industry and business awards in 2019 including the #919 spot on the Inc 5000, Utah’s 3rd Fastest Growing Company on the Utah Business Magazine Fast 50 List, the #10 spot on the MountainWest Capital Network 2019 Top Revenue Growth Companies, the regional EY ‘Entrepreneur of the Year’ award in distribution and manufacturing and inclusion as a national finalist in the EY Entrepreneur of the Year Awards.

About Visible Supply Chain Management (Visible)

Since 1992, Visible Supply Chain Management has provided customized solutions for B2B and B2C organizations. With comprehensive services in e-commerce, direct sales, direct response and omnichannel, Visible can design effective strategies for clients that include transportation, logistics, brokerage, fulfillment and even custom packaging solutions.

Media Contact:
Shannon Michael, SnappConner PR
801.806.0150
shannon@snappconner.com

Visible Supply Chain Management (Visible) Recognized as National Finalist in EY “Entrepreneur of the Year” Awards

Visible Supply Chain Management (Visible) Recognized as National Finalist in EY “Entrepreneur of the Year” Awards

Visible is the only Utah-based company to earn a spot on the list

Salt Lake City (Nov. 25, 2019)Visible Supply Chain Management, an industry leader in shipping and fulfillment services for supply chain management, today announced its inclusion as a national finalist in the exclusive Ernst and Young (EY) Entrepreneur of the Year Awards. Only 44 companies made the list across the U.S.

Visible is the only Utah-based organization to reach the national level of this elite award series for 2019. Other awards won by Visible during the year include the Utah Business “CEO of the Year,” Utah Business’ “CXO of the Year,” Utah Business “Fast 50,” MountainWest Capital Network “Top Revenue” and regional Ernst and Young (EY) Entrepreneur of the Year Award winner.

“Our team at Visible is committed to the long-term success of our customers, because we can only succeed as our customers are able to build their businesses,” said Casey Adams, president of Visible. “This achievement indicates we’re doing the right things, and we have every intention of continuing to help our customers win.”

After growing at a 72 percent five-year CAGR, Visible also recently announced its move into additional headquarters space located near the Salt Lake City Airport. The new office space more than doubles the company’s overall Salt Lake presence and reflects its rapid growth.

About Entrepreneur Of The Year®

Entrepreneur Of The Year is the world’s most prestigious business award for entrepreneurs, attracting disruptive global business leaders to find innovative approaches to accelerate growth. The unique award makes a difference through the way it encourages entrepreneurial activity among those with potential and recognizes the contribution of people who inspire others with their vision, leadership and achievement. As the first and only truly global award of its kind, Entrepreneur Of The Year celebrates those who are building and leading successful, growing and dynamic businesses, recognizing them through regional, national and global awards programs in more than 145 cities in more than 60 countries.

About Visible Supply Chain Management (Visible)
Since 1992, Visible Supply Chain Management has provided customized solutions for B2B and B2C organizations. With comprehensive services in e-commerce, direct sales, direct response and omnichannel, Visible can design effective strategies for clients that include transportation, logistics, brokerage, fulfillment and even custom packaging solutions.

Media Contact:
Shannon Michael, SnappConner PR
801.806.0150
shannon@snappconner.com

If your supply chain is broken, nothing lets you know quite like Q4

Your New Year’s resolution might be to switch third-party logistics providers. But how?

By Visible Supply Chain Management · November 22, 2019

For many businesses, the fourth quarter is vital. It’s when 50% of their volume happens. This, together with compressed timeframes, make it the ultimate test of any supply chain. It’s when many realize their third-party logistics provider isn’t working for them. For instance, there is nothing more frustrating than correctly fulfilling over 100,000 orders on time, the week before Christmas, only to have those pallets left sitting on the loading dock because the mail carrier isn’t prepared to pick up that many deliveries.

However, the inability to keep up during spikes and seasonal surges is often just one of the indicators that a switch is needed. Upwardly spiraling costs of everything from packaging to shipping; increasing complexity of fulfillment needs; changes in order volumes; less than transparent billing practices and package tracking; incompatible provider technology; a lack of round-the-clock dedicated support and, of course, flat-out service failures, are all valid reasons for a company to make a move to greener pastures. Especially when you factor in the upside of getting it right for your customers and your bottom line.

First and foremost, don’t leave yourself exposed.
The timing of a transition of this magnitude needs to be carefully planned. It should coincide with a traditionally slow period of operations, when mistakes will be less likely to turn into catastrophes. Another way to transition is to test the waters with a new product line, or when entering a new market. However, in severe service failure cases, where the operation is in peril, an immediate change is warranted.

A seamless transition requires clearly defining processes to uphold service levels, control costs, and maintain speed-to-market expectations. The right 3PL will help you assemble a transition team of key players, from across all departments, to ensure everything goes smoothly. Then they will help implement the transition plan, monitor progress and budgets, provide ongoing communication, manage customer expectations and implement contingency plans as needed. Above all, make sure you know who you are switching to, before ending a contract with your current 3PL.

Do your research.
No matter how well laid your plans, switching 3PLs isn’t easy. Supply chains are complex, with many moving parts—each part affecting all the others. Look for a partner that can see your big picture and has a thorough understanding of all the small ones that make it. Yes, a “partner”, not a vendor, or you’ll probably end up searching again soon.

Only a partner will take the time to get a thorough understanding of your business, and your industry… without that they just become another widget supplier. As with so many things in life, relevant experience counts. A 3PL who has done well with other clients, is not an indication they will excel in your business space. Some focus on direct to consumer companies, others on apparel, others on food and beverage, and so forth. An important part of your research is to discover a 3PL that fits your company’s unique needs. Then go deeper.

Tour their facilities, meet and get to know the account managers, line supervisors, billing staff… everyone who will be touching your product and will be a contact for you. It’s the best way to ensure the chemistry is right. Plus remember, all 3PLs have problems, no matter how good they are, so ask the leading question: How does it handle problems? Because, in the long run, that’s what will make the biggest difference for your business.

Don’t jump out of the frying pan, and into the fire.
If you’re going to go through the trouble of switching, make sure your new 3PL is better for your company going forward. Talk to a provider who asks the right questions before giving you answers, on every area of operation, from factory freight to final delivery.

“How is it done? Why is it done that way? What are the results? Are there efficiencies to be had? What is the end-customer experience like?” Those are the sorts of questions a new partner should be asking. They’re exactly what Visible asks before beginning any new engagement. While we ask through the lens of our experience and expertise—we have no preconceived solutions. We start with a blank slate to be filled according to your needs. Someone coming to you with pre-packaged answers to problems they don’t even understand yet, is a huge red flag.

Then, to confirm all that input, your new 3PL candidate should do a deep dive into the workings of your supply chain. At Visible, we offer free audits for exactly that reason. Often, thanks to our proprietary advanced metrics, we uncover more issues than companies were aware of. The reason why we’re one of the country’s fastest-growing supply chain management companies is our ability to turn reams of supply chain data into actionable insights. We realize we can’t be everything to every company. Our strength is the ability to scale rapidly during periods of unexpected demand peaks, and seasonal spikes. We have some of America’s top specialists in packaging, logistics, fulfilment and shipping, and we’re perfectly comfortable with clients cherry picking from our services.

Look for success in a 3PL.
Visible Supply Chain Management has grown organically through the growth of its clients. Whether it is our team or not, we always recommend you still find a partner that puts the success of its clients first. They’re more likely to go that extra mile for you. Our investments in the technology, tools, facilities and experts required to reimagine supply chains through superior analysis, has led to success for everyone involved. But not just by our definition of it. We’ve been recognized by dozens of organizations with numerous awards, the most recent being Ernst & Young’s Entrepreneur of the Year in Distribution and Manufacturing.

Visible Supply Chain Management Welcomes Three New Executives; Increases Its Total Office Space by 100 Percent

Visible Supply Chain Management Welcomes Three New Executives; Increases Its Total Office Space by 100 Percent

Visible hires a Director of Software Development, Director of Transportation Compliance and Associate Corporate Legal Counsel to support 72% 5-Year CAGR growth

November 13, 2019 10:51 AM Eastern Standard Time

SALT LAKE CITY—(BUSINESS WIRE)Visible Supply Chain Management (www.VisibleSCM.com), an industry leader in shipping and fulfillment services for supply chain management, today announced three new professionals have joined its team; Bryan Brady as Director of Software Development, Dave Collings as Director of Transportation Compliance and Spencer D. Critchett as Associate Corporate Legal Counsel.

Bryan Brady is an expert in web architecture, entity framework and building web applications for enterprise and small business in diverse industries. Before joining Visible as Director of Software Development, Brady served in software engineering roles at The Church of Jesus Christ of Latter-Day Saints and Intrepid Source LLC—which he founded and led.

Dave Collings has almost 20 years of experience in global trade and dangerous goods transportation compliance. He has served in roles such as Global Trade Compliance Manager (Dangerous Goods) and Sr. Manager of Dangerous Goods Transportation Compliance at Phillips, a leading health technology company.

Spencer D. Critchett most recently served as a business and finance associate at Ballard Spahr LLP, where he managed legal transaction teams, which included experts in intellectual property, tax, environmental and employee benefits. He also acted as both buy and sell-side legal counsel related to merger and acquisition transactions (M&A). Before his role at Ballard Spahr, Critchett served at several law firms including Durham Jones & Pinegar in Salt Lake City, and Gunderson Dettmer Sough Villeneuve Franklin & Hachigian LLP in Redwood City, California.

“Most important to us is our customers’ continued success, and professionals like Brady, Collings and Critchett will be instrumental in propelling that success,” said Casey Adams, president of Visible. “Each offers a unique skillset, and we are thrilled to add them to our management team.”

After growing at a 72 percent 5-Year CAGR, Visible announced its recent move into additional headquarters space located near the Salt Lake City Airport. The new office space more than doubles the company’s overall Salt Lake presence and reflects its rapid growth.

About Visible Supply Chain Management (Visible)

Since 1992, Visible Supply Chain Management has provided customized solutions for B2B and B2C organizations. With comprehensive services in e-commerce, direct sales, direct response and omnichannel, Visible can design effective strategies for clients that include transportation, logistics, brokerage, fulfillment and even custom packaging solutions.

Contacts

Media Contact:
Shannon Michael, SnappConner PR
801.806.0150
shannon@snappconner.com

https://www.businesswire.com/news/home/20191113005605/en/Visible-Supply-Chain-Management-Welcomes-New-Executives

Visible Supply Chain Management Named #10 on the MountainWest Capital Network

Visible Supply Chain Management Named #10 on the MountainWest Capital Network

November 7, 2019

Salt Lake City—MountainWest Capital Network (MWCN) awarded Visible Supply Chain Management (Visible) the #10 position on the 2019 MWCN Top 15 Annual Revenue— a list spotlighting companies with the largest dollar amount of revenue growth for the five-year period of 2013 through 2018— at the 25th annual MountainWest Capital Network Utah 100 Awards Luncheon on Wednesday, October 30th2019.

Driven by the company’s rapid growth, Visible has climbed in rank on MWCN’s lists for the past three years. This is the second year in a row that Visible has achieved a spot on the Top 15 Annual Revenue— moving to the #10 spot this year from the #12 spot last year. In 2018, Visible was also awarded the #29 spot on the Utah 100 and the #1 spot on the Mountain Movers— a list of the fastest-growing companies that started with at least $10 million in revenue in 2012 and have grown significantly since then. In 2017, Visible was awarded the #96 spot on the Utah 100.

“Visible is delighted to be recognized by MountainWest Capital Network for the third year in a row— this year in the Top 15 Annual Revenue category and the last two years in the Utah 100 category,” said Casey Adams, Visible’s president. “We are honored to receive these awards in a state like Utah— known for its hard-working business owners, innovators and entrepreneurs, and its ambitious, inventive environment.”

“Most important to us is our customers’ continued success, which has been driving our growth and success,” Adams continued. “Our inclusion in the 2019, 2018 and 2017 MWCN awards validates that effort.”

The MountainWest Capital Network Utah 100 Awards Luncheon is the flagship event that brings together over 1000 business leaders, investors, entrepreneurs and professional service providers at the Grand America Hotel in Salt Lake City, Utah. It recognizes Utah’s 15 largest revenue growth companies, 100 fastest-growing companies and a select list of newer Emerging Elite companiesRanking for the Top 15 Annual Revenue is based on the highest total dollar growth from last year. Ranking for the Utah 100 is based on a weighted average calculation of percentage and dollar growth. As of 2019, companies are only eligible to be included in one award category. MWCN first considers and selects the Top 15 Annual Revenue category.

“It’s thrilling to see how fast Utah companies are growing, and watching these companies change and mature through the years has been especially rewarding,” said Ryan J. Dent, chairman of the MWCN Utah 100 committee. “In addition to our ranking of the top 100, we also rank the 15 companies with the largest dollar revenue growth, as well as a select group of newer companies on our Emerging Elite list, which helps us recognize exceptional companies in every stage of development.”

About Visible Supply Chain Management (Visible)

Since 1992, Visible Supply Chain Management has provided customized solutions for B2B and B2C organizations. With comprehensive services in e-commerce, direct sales, direct response and omnichannel, Visible can design effective strategies for clients that include transportation, logistics, brokerage, fulfillment and even custom packaging solutions.

About MountainWest Capital Network

MountainWest Capital Network is Utah’s first and largest business networking organization devoted to supporting entrepreneurial success and dedicated to the flow of financial, entrepreneurial and intellectual capital. LIKE us on Facebook and follow us on Twitter @MWCN and LinkedIn. www.mwcn.org.

https://www.utahbusiness.com/visible-supply-chain-capital-network/

Turn Your Supply Chain Data Into Actionable Insights

Turn Your Supply Chain Data Into Actionable Insights

From parcel to fulfillment to freight, data insights at every touchpoint are crucial when it comes to designing your holistic supply chain strategy and avoiding “insane” decisions.

October 2, 2019

How do you know if your supply chain needs optimization? Ask yourself, “Are my customers getting what they want, when they want it, at a cost they are happy to pay?”

If you cannot answer the above question with an unqualified “yes” – then your supply chain, from fulfillment to shipping to logistics, needs to be optimized.

Organizations can collect tons of raw data. With most of it supplied by vendors and carriers, that’s the relatively easy part. But interpreting it correctly? Using it to elevate your business? There’s so much data, and it’s so complex, it can feel like rocket science. But analyzing and optimizing data is always worth it, because an inefficient supply chain actually does have a price tag and, in our experience at Visible Supply Chain Management, can run into a negative cost in the tens of millions of dollars.

Thinking outside the box often requires outside thinking.

As Abraham Lincoln said regarding attorneys, “He who represents himself has a fool for a client.” The same goes for supply chain management. DIY is not a term that belongs in your supply-chain vocabulary. It’s not about how long people have been managing a supply chain, or with a particular organization. Sure, experience should not be overlooked, but a company’s education, qualifications, and years in business are somewhat inconsequential in the face of current data. Been-there-done-that-type thinking tends to lead to hubris and complacency. “Because we’ve always done it this way” is a dangerous and insane approach. When it is applied towards something as complex, in-the-moment, and expensive as a supply chain, it can be disastrous. Any analysis should always begin and end with the data. For the best results, companies need third-party counsel. Ideally, a partner who objectively sees the whole picture with the background of reviewing hundreds of similar data cases in that specific industry.

“Insanity” is a technical term used in a court of law to distinguish guilt from innocence. It is used to describe a state of madness, extreme foolishness, or not being able to distinguish fantasy from reality.

If you were facing charges, how would you be judged for conducting your own supply chain analysis?

Supply chain optimization doesn’t just magically happen over time, nor does it begin with the supplier, and end with the customer. A well-oiled efficient supply chain requires deep analysis of all current data to discern the true reality to make sane decisions. Since the industry moves so fast and Amazon keeps everyone on its toes, supply chains require constant and ongoing reviews and analytic insights that are actionable.

Supply-chain specialists, like Visible, have invested the time and money in the technology and people to get these analyses right, and provide the right strategies for improvement. Visible lives and breathes interpreting data… it’s what we do, every day. Acquiring the technology, resources, and staff required to get this kind of expertise and thinking, in-house, would probably bankrupt most companies. Why should businesses invest in this cost, when they instead can hire a dedicated analytics team, who uses proprietary technologies, is constantly evolving with a rapidly changing industry, and is taking into account all the nuances?

Data is different than information.

Moreover, information is different than insights. And insights are different than actions based on insights. Collecting lots of data is costly, and meaningless, unless you invest in insight gleaning, and go on to invest more in new actions that replace old actions because of the insights you’ve learned. Those who win are typically those who can masterfully implement actionable insights based on data.

For example, what if your shipping volume only required an LTL during the slow months but needed the option to ramp up to FTL status on a moment’s notice? A good supply chain partner will source the best freight companies to handle your changing needs, so you are confident you are maximizing cost savings on every load.

Once considered necessary evils, enlightened companies are now turning their supply chains into competitive advantages.

For most of the last century, it was enough to make a top-of-line mousetrap, advertise and price it competitively, and get it into the right retail stores. A company’s competitive advantage was encompassed in product, pricing, promotion and place. Shipping and fulfillment were often just boxes to be checked.

In today’s online shopping-obsessed world, every line within the supply chain costs time and money. Now, more than ever, this is where the data, and insights on ways to save on shipping and fulfillment, are at the forefront of every retailer’s mind.

Hidden savings could be lurking anywhere from optimizing inventory control, shipping the right product with the right carrier, customer forecasting, product history, market analysis, seasonality and convention spikes planning, and contract negotiating.

Data that turns into actionable information can be disguised in the form of finding that one line in a 72-page carrier contract that costs an average of $2.00 for every return label printed. If that $2.00 pre-printed label requirement was turned off, how much money would be saved year-over-year? That’s just one example of what “optimized” actually means. For some, “optimized” has meant savings in the seven-figure range.

Success is infectious.

Visible Supply Chain Management has always posited that it will only succeed if its clients succeed. Investments in the technology, tools, facilities, and experts required to reimagine supply chains through superior analysis has led to success.

Back to the question, “Are your customers getting what they want, when they want it, at a cost they are happy to pay?” If not, how can optimizations work for your organization? Don’t go it alone, reach out to the experts at Visible Supply Chain Management for your free data analysis today.

https://www.logisticsmgmt.com/article/turn_your_supply_chain_data_into_actionable_insights/logistics

Visible Supply Chain Management Continues to Disrupt and Improve Supply Chain Industry; Jim Cochrane Joins Board of Directors

Visible Supply Chain Management Continues to Disrupt and Improve Supply Chain Industry; Jim Cochrane Joins Board of Directors

Jim Cochrane has 40+ years’ experience in e-Commerce, business intelligence and marketing—He previously served as the chief marketing and sales officer at the United States Postal Service (USPS).

September 24, 2019 11:04 AM Eastern Daylight Time

SALT LAKE CITY–(BUSINESS WIRE)–Visible Supply Chain Management (Visible), the industry leader in shipping and fulfillment services for small to midsize businesses, today announces that Jim Cochrane has joined the Visible Board of Directors to support the company as it continues to disrupt and improve the supply chain management industry in a changing marketplace.

Prior to joining Visible, Cochrane served as the chief marketing and sales officer at the United States Postal Service (USPS).

Before that, he was chief information officer and executive vice president at USPS, where he was responsible for the integration of technology and innovation in all aspects of operations.

“We are thrilled to add an expert like Jim to the Visible Board of Directors because he brings unique e-Commerce expertise— being involved in online transactions and spending since inception,” said Casey Adams, president of Visible. “With decades of experience in digital transformation such as customer experience, marketing, business intelligence and e-Commerce strategies, we expect he will make important contributions to our rapidly growing company.”

At USPS Cochrane spearheaded the advancement of new mail intelligence, engineering systems, information technology systems, payment technology, secure digital solutions and corporate information security to meet the changing needs of the marketplace. He and his team were responsible for innovations in tracking systems — including the Intelligent Mail barcode (IMb) and Intelligent Mail package barcode (IMpb).

“Joining a company as dynamic and growth-oriented as Visible is an exciting venture for me. Visible is laser-focused on the future of e-Commerce— reinventing themselves and finding new channels and segments,” noted Cochrane. “The marketplace is going through tremendous changes right now, and Visible is at the forefront of innovation.”

Visible is dedicated to building the best and most flexible ecosystem to help its SMB clients succeed in their businesses while also creating highly agile teams with professionals like Cochrane.

The company is set to open its R&D warehouse in the Fall of 2019 to collect, test and report on new ideas and technologies for the supply chain management industry. The R&D warehouse will help Visible’s clients by proving the value and impact of new technologies and equipment.

Other crucial growth and development areas include the soon-to-be-implemented new packaging plant, as well as the company’s new API to improve the client experience in working with Visible.

Visible’s new Board member joining the team comes on the heels of winning multiple industry and business awards in 2019 including the #919 spot on the Inc 5000, Utah’s 3rd Fastest Growing Company on the Utah Business Magazine Fast 50 List and the regional EY ‘Entrepreneur of the Year’ award in distribution and manufacturing.

About Visible Supply Chain Management (Visible)

Since 1992, Visible Supply Chain Management has provided customized solutions for B2B and B2C organizations. With comprehensive services in e-commerce, direct sales, direct response and omnichannel, Visible can design effective strategies for clients that include transportation, logistics, brokerage, fulfillment and even custom packaging solutions.

Contacts
Shannon Michael, SnappConner PR
801.806.0150
shannon@snappconner.com

https://www.businesswire.com/news/home/20190924005802/en/Visible-Supply-Chain-Management-Continues-Disrupt-Improve

People On The Move

People On The Move

September 12, 2019

People on the move is your weekly roundup of hiring and other personnel news throughout the state of Utah.

Salt Lake City—Utah Film Center Board of Directors announced today the appointment of Patrick Hubley to Executive Director of the esteemed nonprofit film organization. Mr. Hubley has been the Programming Director for 11 years and founded the popular Tumbleweeds Film Festival for Kids which will celebrate its 9th anniversary in March of 2020. As the Programming Director for the non-profit Utah Film Center, Mr. Hubley managed the organization’s year-round film programming and operations, the new Artist Foundry, and two annual film festivals Tumbleweeds Film Festival for Kids and the Damn These Heels LGBTQ Film Festival. Mr. Hubley has been instrumental in forming key partnerships that led to a new category at the Sundance Film Festival for kids and allowed the Utah Film Center to acquire the assets of a production house that became the Artist Foundry. Mr. Hubley is a 20-year nonprofit leader, film curator, and film festival veteran. His career in film began in the press department at the Toronto International Film Festival where he spearheaded external communications for the illustrious international two-week event. His passion for film brought him to Utah where he led Sundance Institute’s year-round media relations efforts including overseeing the Sundance Film Festival Press Office and festival communication until 2007. Mr. Hubley has also worked with the CineVegas Film Festival and the Dubai International Film Festival. Mr. Hubley has a passion for international cinema and supporting artists in all phases of their work. That passion led him to Utah Film Center where he has overseen more than 20 film festivals, curated thousands of films, and hosted hundreds of filmmakers from all over the world. With this appointment, long-time staff member Mariah Mellus has also been promoted to External Relations Director, where she will be overseeing all the development and communications efforts of the Utah Film Center. Ms. Mellus has been with the Film Center for 11 years, having served in education, community outreach, membership, and marketing before becoming the Development Director for the organization two years ago.

Salt Lake City—Cicero Group, a premier management consulting firm focused on implementing data-driven strategies, has named Jill Jobbins, principal at Jill Jobbins Advisory, to its council of senior advisors. Ms. Jobbins leverages over 15 years of experience in managing global pharmaceutical product portfolios for value. Ms. Jobbins is a pace setter in business management focused on creating strategy and unique operating models that deliver maximum financial outcomes for global assets. Among her accomplishments, Ms. Jobbins led the strategic direction of a large and therapeutically diverse established product portfolio for Bristol-Myers Squibb, Co (BMS), where she provided a comprehensive approach in deriving optimal value from a $2.2 billion portfolio.
Accomplishments included:

  • Developing and executing a portfolio strategy and execution plan for over 70 Brands commercialized in over 100 markets to maximize portfolio value; delivered strong and stable financial performance over multiple years.
  • Managing Strategic Product Leads for several marketed brands (Baraclude, Reyataz, Sustiva, Atripla) to maximize value through Loss of Exclusivity.
  • Directing Lifecycle Management by growing the depth and breadth of commercial relationships, optimizing total supply chain, enhancing productivity, enabling cost reduction and managing diverse functional teams.

Ms. Jobbins serves in various roles for organizations seeking her unique insights into portfolio management for value. She is an advisory board member for Mission Restore, an NGO formed to support local surgeons with skills and knowledge to enable treatment of debilitating injuries in their local communities across diverse geographies. She also serves as an executive advisor to the Healthcare Businesswomen’s Association (HBA) Circle of Advisors. Ms. Jobbins holds a M.S. degree in Polymer Chemistry from SUNY College of Environmental Science and Forestry, a B.S. degree in Chemistry from Syracuse University and a mini-MBA from Rutgers University.

https://www.utahbusiness.com/people-on-the-move-10/

Utah company hopes the ‘Flexo-Folder-Gluer’ helps it compete with Walmart and Amazon

Utah company hopes the ‘Flexo-Folder-Gluer’ helps it compete with Walmart and Amazon

POSTED 7:38 PM, SEPTEMBER 11, 2019

SALT LAKE CITY–Visible Supply Chain Management is Utah’s second-fastest growing company and it’s about to get bigger.

It is opening a new facility that houses a special machine called the “Flexo-Folder-Gluer.”

Visible hopes the new box making behemoth will help them compete with the Walmarts and Amazons of the world.

https://fox13now.com/2019/09/11/utah-company-hopes-the-flexo-folder-gluer-helps-it-compete-with-walmart-and-amazon/