Aborn & Co. consults leading US based food distributor to reduce annual LTL freight costs by 20%
Within 60 days of the project start date, we had new pricing terms implemented that beat our benchmark, reducing the client's overall freight cost by 20%. The total project cost was recovered within two months of shipping at lower rates.
Client Profile
The client is a US based food distributor with private equity investments from multiple top tier firms. The company's annual revenue topped $20B in 2015, employs 25,000 people nationwide. During the time of our engagement, the firm announced plans for an IPO.
Client Problem Statement
The proposal was to evaluate a specific aspect of the overall freight cost – the non-perishable LTL freight expense – to determine if there was an opportunity for cost reduction in the spend. After analyzing the firm's pricing agreements and shipment data, we projected that a 16% cost reduction opportunity. The client retained our services to negotiate cost reductions with their carrier community.
The Challenges
Incumbent Carrier Base
A major challenge during this project was the client's customer service department was unwilling to negotiate with carriers outside of their existing carrier community. The client's team believed that it was worth paying more money to their current carriers than to disrupt their customers by bringing on new freight carriers. Over time, we believe this philosophy results in higher freight costs for shippers; however, this was a non-negotiable term for this client.
Shipment size
Another challenge the firm faced was the small size of their shipments – typically around 300 pounds. In this way, the client's business was largely comprised of shipments too large for a package carrier and too small to be considered "desirable" LTL freight. Further, when the client shipped with a package carrier, the cartons often did not arrive together; when shipped with an LTL carrier the minimum charge was often too high. Over the years, as LTL carriers have developed sophisticated costing models, they have increasingly focused on raising minimum charges. These small shipments presented a hurdle to shippers, but we found a solution that reduced the cost and made the freight palatable to carriers.
Results
We were able to negotiate rate reductions and improved terms with the client's carrier community through a strategic negotiation solution; focusing our efforts on lowering discount rates, and giving the carrier base higher minimums in certain painful lanes. Within 60 days of the project start date, we had new pricing terms implemented that beat our benchmark, reducing the client's overall freight cost by 20%. The total project cost was recovered within two months of shipping at lower rates.








