Archive for the ‘Transportation’ Category

Outpacing Capacity

Thursday, November 27th, 2014

A Pragmatic Guide To Managing Transportation Costs …the keys to success may not be what you think

Monday, September 16th, 2013

By Mike Challman,  Vice President, North American Operations

Let’s try a quick word association.  What comes to mind when you hear “transportation costs”? For many of you, the immediate thought will be “carrier rates”.  It’s a valid response, but; unfortunately, it is also one that can reveal a limited point of view about the best way to manage those costs.

For many shippers, the go-to strategy to reduce or control transportation costs is to continually pursue carrier rate reductions while ignoring other, equally important, aspects of the equation.  Outlined below are a few guideposts to provide some food for thought about how you can positively influence carrier rates, and, in turn, more effectively manage your transportation costs in ways that go beyond just trying to squeeze a few more cents out of your carriers.

#1: Carriers Are Entitled To A Fair Rate of Return On The Service They Provide – The success of your transportation network relies on good carriers.  While you do not want to over pay to ensure access to high-quality capacity, you must remain competitive in the market. Do you know where your rates stand relative to others with similar shipments?

#2:  You Can Usually Find a Cheaper Carrier… But You Risk Paying For It In Other Ways – A lower line haul rate doesn’t always mean less total cost.  You might pay more in accessorial costs or, even worse, you may be faced with degraded service performance, increased claims activity and more customer complaints. Do you have a carrier management program in place that addresses all areas of potential carrier cost?

#3:  Sometimes The Main Reason Your Carrier Rates Are Going Up Is… You – A carrier will consider multiple factors when assessing whether or not you are a ‘good’ shipper.  That includes ease of operation at pickup and delivery points, dependable and accurate information as well as the timeliness and accuracy of carrier payment. When is the last time you evaluated your supply chain to find areas for improvement?

#4:  Not All Of Your Transportation Costs Are Controllable By The Carrier – In fact, most issues in your network are related to forces other than carriers.  A carrier influences transportation costs only when in possession of your shipment.  Before and after that timeframe, you must look at other factors. Do you know the impact on overall cost resulting from activities at your ship locations?  From decisions made by Sales or Customer Service?  From the expectations of your customers?

#5:  A Well-Managed Transportation Network Benefits Everyone – When your entire network operates efficiently, all parties enjoy the benefits – particularly you and your customers.  And from your carriers’ perspective, you may find a greater openness to rate negotiations if you have a reputation for keeping their trucks moving.  Are you looking at the whole picture when you consider ways to improve your transportation costs?

 Bottom Line:  Address the source of the issue, not just the most apparent symptom.

While carrier rates are often at the top of our mind when considering transportation cost issues, higher rates can be a response to other issues and not the root cause.  Shippers need comprehensive and effective carrier program management (CPM) to measure, identify, discuss and solve all of the issues that can impact carrier rates.

A successful CPM will develop strong relationships with the best carriers, effectively address carrier performance issues quickly when they do arise, and ensure a productive and continuing dialogue to identify all of the areas that are impacting a carrier’s ability to provide the best possible service at a competitive rate.  In the end, your best word association response to “transportation costs” can be “well managed”.

ChemLogix offers a variety of managed services in conducting freight benchmarks and developing an effective CPM.  To find out more, refer to contact Mike Challman at



SaaS TMS Offers Operational and Cost Advantages over Traditional Hosted Solutions

Wednesday, September 4th, 2013

by Bill Wolfe, Director, Global Technology

According to a recent report by ARC Advisory Group, the TMS (Transportation Management System) market has “bounced back” after the global recession, growing faster than the rate of inflation in 2010, with significant growth forecasted through 2015.

While hosted TMS solutions have been deployed in the market for over 20 years, SaaS (Software as a Service) or cloud-based TMS solutions are rapidly outpacing hosted solutions, with a 6x annual growth over premise systems.  That’s because a SaaS TMS offers significant application and cost advantages over traditional hosted solutions:

Network Connecting:  Most SaaS TMS provide a pre-established and extensive network of carriers, suppliers and trading partners.  As shippers look for new capacity in a carrier-limited market, greater access to carrier resources provides a competitive advantage in contracting additional capacity or optimizing relationships with existing partners.  With a SaaS TMS, only one connection is necessary to interface with multiple logistic partners, carriers and vendors.

Continuous Improvements:  SaaS TMS enhancements are seamless and executed on a continuous basis.  As new functionality becomes available, upgrades are automatically accessible to all users at once with very little, if any, effort required by the user. With a traditional TMS, upgrades are normally at the discretion of the user; therefore, their hosted TMS can become outdated and support may no longer be available if upgrades do not occur over a certain period of time.  Also, when upgrades are executed, a much larger effort is required from the user compared to a seamless SaaS TMS upgrade.

Lower Cost:  As no hardware needs to be purchased, implemented, or maintained with a SaaS solution, shippers spend very little in internal IT costs when utilizing a SaaS TMS.  Additionally, as many logistics partners connect directly to the SaaS TMS, users do not need to maintain EDI connections as they are already established and supported through the cloud-based system.

Fast Deployment:  With little IT footprint and no hardware requirements, SaaS TMS implementations can be completed within a few weeks.  Additionally, as the SaaS TMS can be configured and utilized through a web-browser, all of the implementation steps (such as customization, administration, testing, training, etc.) can be fully controlled and implemented by the project team without the need for IT development work.

Customization:  Many SaaS TMS solutions now offer similar levels of customization as traditional TMS.  Users can turn offer certain functions and customize applications to meet their requirements.

Time to Value:  Rapid deployment generates quicker ROI in about 12 to 24 weeks.  Cost savings from optimization, automation and control, and reporting is about 10% of the shipper’s total logistic costs.

For a no-obligation demonstration of CLX’s SaaS TMS from IBM, call (215) 461-3800.

Your Supply Chain is Only as Strong as the Weakest Link: Leveraging the Talents of Your Internal Logistics Team

Wednesday, July 3rd, 2013


By Brian Hamilton, HR Manager and Mike Challman, VP Operations

As the economic recovery continues, companies are, again, looking toward growth and expansion.  The years of stagnation or retrenchment, however, forced many chemical shippers to reduce staff and limit investment in associate development.  As a result, a growing gap now exists between business requirements and the ability to meet those needs with existing resources.  While partnering with a third party logistics provider (3PL) can help fill this void, chemical companies must also refocus on developing internal resources to manage internal controls and processes associated with supply chain management. 

The most effective 3PLs employ a variety of approaches to leverage talent within their organizations.  Outlined below are some of the critical methodologies used by ChemLogix that can be used to develop and retain your own internal logistic resources  

Cross-train, cross-pollinate and provide development opportunities
Supply chain management is a complex endeavor, one in which the various elements are strongly linked throughout an organization.  An associate in one department who has knowledge or experience of other areas can provide invaluable insight and perspective.  The best 3PLs provide associates with opportunities to train in, or transfer into, other areas of the organization. 

Associates at all levels of a 3PL organization are also given professional development opportunities to remain current on market trends and further their understanding of the logistics world. Not only is the supply chain discipline complicated; it is incredibly dynamic and fast-moving.  Technologies, regulations, market pressures and best practices are constantly updating.  3PLs and chemical shippers alike must ensure staff remains knowledgeable on changes while developing their expertise in the field.

Utilize a documented career path process and post all job openings internally
3PLs that can show talented associates a career path create value for everyone: the 3PL organization, itself, by leveraging home-grown talent; customers who receive the benefit of knowledgeable and enthusiastic associates at all levels of the support structure; and the associates themselves, who remain motivated to advance within the 3PL organization for the long term future.  Unless a confidentiality issue exists, a healthy 3PL organization posts every open position for internal associate review and application.  External hiring costs 1.7 times more than an internal hire; and research shows that as few as 40%-60% of external hires are successful versus 75% for internal candidates.  The 3PL with a successful internal hiring program also provides its customers with greater cost efficiency and more dependable support.   Chemical shippers can consider doing the same for every type of associated within its organization, not just those involved in the supply chain.

Establish a referral program that taps into the talented acquaintances of your talented associates
When an internal posting doesn’t yield candidates, your associates can still help fill positions.  A referral program with a monetary incentive turns associates into instant logistics recruiters.  The best professionals have large networks of talented contacts.  Studies show that candidates recommended by associates are more likely to succeed as most associates only recommend qualified candidates.  After all, his/her reputation is on the line, too. Employee referral programs are especially effective in cases of highly specialized positions that might be difficult to fill through conventional channels – not an uncommon situation with logistics roles.  The 3PL with an effective referral program will have a greater success rate with external hires.

Actively engage the two most important human elements of the supply chain – customers and associates
Successful3PLs have an appetite for continuous improvement and actively seek feedback about associates’ effectiveness directly from customers.  Customers know what valuable support looks like and they know what they need from a 3PL.  An open line of communication between the 3PL and client helps immeasurably to determine associate strengths and areas for improvement – on both sides.  Using this feedback, a 3PL and chemical shipper can improve its associate development programs. 

Management, from the most senior levels on down, should also be genuinely interested in listening to their own associates’ input.  Associates appreciate the opportunity to be heard.  Interaction should be both structured and unstructured as some of the most valuable exchanges can occur in the break room.

While today’s shippers need exceptional support from 3PL partners to respond rapidly and effectively to the new business opportunities that are emerging as we exit the Great Recession, retaining and developing internal resources remain important issues to implement successful supply chain strategies.   The 3PL that has embraced the value of associate development will be ready to provide critical support and responsiveness to its clients.  The same is true for the shipper who needs talented staff to work with a 3PL to get the most out of the partnership.

Lasting Values: What Every Professional Should Bring on the Job

Tuesday, April 23rd, 2013

By Mike Challman, Vice President, North American Operations, CLX Logistics, LLC

When I was a younger man, I developed and, then, refined over the years a simple list of tenets to guide my personal and professional life.  As I’ve grown as a leader, I’ve seen clearly how these principles yield a very high level of performance when embraced by a work team.  Applying these values, which include both things to do and things to avoid, will inevitably lead to success for both the team and its individual members.

BE COOPERATIVE –  Recognize the importance of working together.  Don’t worry about who gets the credit.

A high-performing team links individual effort to group results.  Individuals can still have specific goals and should certainly be acknowledged for their contributions.  It is essential to recognize and reward behavior that contributes to overall team success.  Do it consistently and members will become confident that they will be properly recognized for supporting team goals.  There is room enough for everyone to succeed, if they work together.

BE CREATIVE   –   Find new and better ways to do things.  Trust that your ideas are worthwhile. 

“It’s the way we’ve always done it” is a toxic attitude to a vibrant team environment.  If a team won’t adapt and improve, first-rate solutions can quickly become cut-rate.  And some of the best ideas can come from newer team members.  A fresh set of eyes may recognize an opportunity that is camouflaged to veterans.  The creative spirit thrives when team members think aloud, offer suggestions, ask questions and challenge the status quo.

BE COMPASSIONATE   –   Encourage one another.  Help others.

Many of us spend more waking hours during the week with our work team than our families.  We need to treat team members with the level of respect and support that we want for ourselves or the people for which we care.  That includes taking time to recognize a teammate who does something good.  A sincere ‘thank you’ from a colleague might mean more than a comment from a leader.  People want to be appreciated.  A sincere word of encouragement costs you nothing.

BE COURAGEOUS   –   Take a strong stand in support of your values and ideas.  Take a risk.

It can be scary to advocate for something that challenges prevailing sentiment or the team leader’s opinion.  It’s scarier still if you stand alone.  But if you’ve done your homework and strongly believe that your proposal is right for the team, take a deep breath and push ahead.  The most capable teams foster an environment that encourages open interactions and objective discussion.  If we’re not risking, then we’re not moving forward.

AVOID COMPLAINING   –   Focus on what you can do to make things better.  Control your own destiny.

It’s natural to need to vent sometimes.  But there is a fine line between blowing off steam and becoming a victim.  When team members are encouraged to focus more on resolution and less on the problem, the level of empowerment rises dramatically.  Recognizing a problem is usually relatively easy; expressing unhappiness about it is even easier.  Moving past that emotion and seeking answers is where real strength lies, and that is where a strong team will focus its collective power.

AVOID COMPLACENCY   –   ‘Good enough’ is almost never good enough.  Raise the bar.

An old colleague used to say, “Perfect is the Enemy of Good”.  More often it seems that “good enough” can become the enemy of “great”.  A high-performing team will have progressive goals.  When a set of clear, specific objectives are achieved, newer and higher targets must be set.  The achievement of goals should still be celebrated.  Every win, both big and small, is important.  The team can celebrate that success before getting down to the business of reaching the next level.

AVOID CRITICIZING   –   Believe that everyone is trying to do their best.  Help them to do better.

Constructive criticism and critical analysis are good things.  The negative, judgmental variety is destructive to the culture of a team.  We work with people from all sorts of backgrounds and many different life experiences.  One constant is true of virtually everyone; we want to do our best and we want to be successful.  Before you declare a struggling teammate to be a lost cause, ask yourself – would I want help if that was me?  If so, be that support.

AVOID CAPITULATING   –   Persevere in the face of challenges.  “Never, never, never give up.” – Churchill

High-performing teams demonstrate endurance, commitment and tenacity.  Sometimes it is easy and fun; other times, grim and demanding.  It is important to keep the long view, to expect some bumps in the road, to communicate openly and to focus on improvement.  The best teams foster an environment where members trust, challenge, encourage and support one another.  A high-performing, results-oriented team will foster the individual achievement of each of its members.  It won’t always be easy, but the rewards are worth it, guaranteed.

European Benchmark Study Reveals Trends In Overseas Chemical Bulk Freight Market

Friday, January 18th, 2013

Michiel van Dorst, Supply Chain Consultant, LHC Consulting
Gijs Hofman,
Supply Chain Consultant, LHC Consulting

A 2012 Full Truck Load Chemical Liquid Bulk Benchmark study conducted by LHC Consulting (a CLX Logistics company) compared the contracted freight rates of chemical shippers for liquid bulk transport on a pan-European basis. The study accounted for differences in transport specifications including mode of transport, equipment type and product classification. Companies participating in the study collaboratively spend approximately €420 million ($560 million) annually on chemical liquid bulk freight.

Study results revealed that on an aggregate basis, freight rates for shipping chemical liquid bulk loads throughout Europe have decreased slightly between 2011 and 2012. At the same time, prices across different trade lanes often moved in opposite directions. For example, shipments originating from the Iberian Peninsula on average became 9% less expensive, caused, in part by the financial crisis in that part of Europe. During that same period, shipments out of Sweden became 5% more expensive.

While basic freight rates generally decreased from 2011 to 2012, increasing fuel prices (approximately 10%) propelled total costs for liquid bulk freight, indicating that fuel costs continue to account for an even larger part of total freight spend.

Outlook for 2013

Last year, 82% of shippers expected an average freight rate increase of up to 5%. This year, only 45% of surveyed shippers anticipate an increase, while that same percentage expects steady freight rates for the upcoming year.

While no shippers predicted a fall in freight rates last year, 10% of survey respondents expect chemical liquid bulk freight rates to decrease in 2013 by a maximum of 5%. The deteriorating macroeconomic situation in Europe may have stimulated this change of opinion among chemical shippers as an economic decline in chemicals demand will result in lower capacity requirements for shipping these products. As carriers typically try to maximize fleet utilization, they may agree to be paid lower prices by customers. This, in turn, could lead to a drop in freight rates.

Trends in chemical liquid bulk shipping

Interesting trends in chemical liquid bulk shipping identified in the study:

  • Most chemical shippers participating in the benchmark (86%) procure FTL chemical liquid bulk freight on a pan-European level. Only a small number of companies follows a more decentralized approach and procures liquid bulk freight on either a country or site level.
  • The main focus during a tender for chemical liquid bulk freight is on cost (35%), followed by service (25%), security (21%) and sustainability (13%).
  • Shippers have significantly increased their carrier base over the past year from an average of 19 to 29, perhaps as a way to safeguard capacity at a time when carriers frequently go out of business.
  • Not all shippers measure “on time” delivery performance of their carriers. Companies that do measure carriers’ performance on average apply a target of close to 99%. In day-to-day practice, carriers deliver almost 97 out of every 100 shipments on time.
  • Chemical shippers use a range of services provided by carriers including the shipment of dangerous goods under ADR regulations, EDI connectivity, temperature-controlled transport, loading and unloading, Track & Trace functionality and documents handling.
  • Most corporate strategies on sustainability in transport are limited to increasing the share of intermodal transport through a combination of road and rail, barge and/or short sea transport. While the carbon reduction potential of intermodal transport as compared to road transport can be significant for specific trade lanes, various operational and financial constraints inhibit a full modal shift across all lanes.

In September 2012, CLX Logistics LLC, parent company of ChemLogix LLC, established international operations with the acquisition of Netherlands-based LHC Consulting, a consultancy firm offering supply chain management and logistics services to multiple industries throughout Europe. With skill sets in logistics and technology implementation, in-depth knowledge of the European transportation market and a large European client base, LHC Consulting brings the essential resources necessary for CLX Logistics to expand its position in Europe while enhancing service to its current international customers.

Having Shipping Capacity Issues? Consider Obtaining Volume Where Capacity Already Exists

Thursday, October 4th, 2012

Are you Paying Too Much for Your Shipments? Benchmark Your Carrier Activities to Find Out

Friday, September 28th, 2012

By Mike Challman, ChemLogix, LLC
Vice President, North American Operations

When was the last time you analyzed your actual carrier costs?   If you haven’t reviewed your carrier activity in the past 12 to 18 months, there’s a good chance your costs are above what you’ve planned, above the rates listed in your routing guide and, quite possibly, above competitive market rates.

Over the past year or more, virtually every shipper has begun to feel the pinch of increasingly limited carrier capacity in the market, and all indications are that this scarcity may only get worse as the economy continues to improve.  Legislative actions and plans (CSA 2010, Hours of Service and other potential regulatory changes), a growing driver shortage and a reduction of fleet size by many carriers during the Great Recession are just a few of the issues that have led to a premium being placed on quality carrier capacity. As a result, many shippers are experiencing increased freight costs but may not realize its full extent.  It’s easy to see the impact of direct rate increases from a carrier, but not so easy to recognize the impact of a greater incidence of spot rates or having to reach deeper into your routing guide to find a carrier who will move your load at their contracted rate.  And to top it off, continued high fuel costs mean steep fuel surcharges from carriers.  As a result of all of this, you may be surprised to learn that your freight costs are much higher than you thought and represent a more significant percentage of the delivered price of your products.

Your procurement department is confident they negotiated good rates, and that may be entirely true, so why worry?   To remain competitive and understand actual transportation costs, shippers need to closely monitor the activity in their own networks to get an accurate picture of how they are buying in the market.  The transportation market is a constantly moving target, and much can change in very short periods.   As well, if your carrier selection decisions are made at the site level, even with a routing guide in hand, there is no guarantee that those decisions are consistently cost-effective.  By reviewing shipment history, carrier assignments and freight invoices, a benchmark study will reveal what you actually paid for your transportation activities.  But knowing what you spent is only half of the answer you need; you also need to compare your buying to that of other similar shippers.  By relating your shipment data to market rates for your specific modes, lanes and geographic regions, a benchmark study can determine if your rates are best in class, market competitive or above the market.

Through this analysis, the benchmark study can provide actionable insights on the competitiveness of your company’s actual freight rates.  It can also serve as a basis to negotiate significant improvements to your carrier agreements where they are most needed, while at the same time give you a view of good rates that you need to maintain at their current level.  Finally, the study can help you to control and standardize accessorial charges and fuel surcharges across your carrier base.

Sounds like a worthwhile exercise, can’t we do it ourselves?  Compiling and analyzing this type of study requires a significant investment of time and resources, as well as access to current and accurate market freight rates and related information to which most shippers simply don’t have ready access.  That’s where a knowledgeable third party logistics provider (3PL) such as Chemlogix becomes invaluable.  Possessing up-to-date market intelligence, an established carrier network and an experienced team of transportation professionals focused on this work, a 3PL that is familiar with your industry can perform a thorough benchmark study.  A non-asset 3PL offers the added advantage of being asset-neutral, meaning you get the best possible carrier solution and not one that favors the provider’s own trucks.  And all of this can be done faster and more cost effectively than most in-house logistic departments who don’t have the available time, resources or experience for this endeavor.

Using benchmark results, 3PLs can take you to the next step in negotiating rates with carriers for service in specific lanes and regions and identifying new sources to replace those that have priced themselves too high for your business. To find out more about how benchmarking can provide you with the tools and analysis to mitigate rising carrier costs, contact us at or visit our web site at:

Trade Mission to Europe Provides Insights As ChemLogix Global Builds International Logistics Operations

Thursday, August 16th, 2012

By Steve Hamilton, President and CEO, CLX Logistics

Traveling with PA Governor Tom Corbett with a delegation of Pennsylvania business leaders on an International Trade Mission to Europe this past March provided insights into new business opportunities and cultural considerations as ChemLogix Global expands its international logistics business throughout Europe.

With the goal of making new alliances and scouting potential locations for ChemLogix Global to set up new facilities in Europe, I joined seven business leaders from a diverse range of Pennsylvania-based companies to meet with different corporations, business leaders and dignitaries in Leon, Paris, Stuttgart and Düsseldorf.

Visiting chemical companies throughout Germany and France confirmed their interest in shale gas produced in PA and corporate readiness for the type of robust transportation management technology and resources available from ChemLogix Global.

While strong nationalism still exists among businesses in Europe, globalization is growing within many logistics departments, with in-house personnel transplanted from different countries including the United States.  As chemical companies become more diverse and open to work with businesses outside their own country, ChemLogix Global wants to be positioned to support their supply chain management needs.

To strengthen our presence and readiness in Europe, we are looking to establish an overseas operation that will enable us to better work with international companies in their own time zones and within their own territories.  An international office will enable us to work with new and existing customers in their own backyard while building greater relationships and understanding of their unique supply chain challenges.

In the months ahead, we hope to announce our new European office locations.  To find out more about our international logistics business and how we can deliver value to your company, click here or call 215-461-3800.

Do You Have the Resources to Address Today’s Transportation Shortages?

Thursday, July 26th, 2012

By Ed Hildebrandt, Senior Vice President of Business Development

Carrier capacity constraints ebb and flow with economic conditions. Right now, as capacity tightens in most markets, many shippers are being caught by lessening capacity without the resources to maintain their existing carriers and/or identify new transportation sources without paying more for shipments. Several factors are limiting truck driver and asset availability while increasing costs:

•    Truck drivers and assets have not rebounded to meet increased demand
•    New hours of service for truckers limit the amount of time that can be spent on the road, restricting driver availability
•    As truckers retire (average truck driver age is 50s), not enough younger drivers are available to fill vacant spots
•    Fuel surcharges don’t fully compensate drivers for higher fuel costs
•    Roller coaster effect of demand at fracking sites in central and southern Louisiana, Mississippi, Ohio, Wyoming, Texas, Pennsylvania, and North Dakota are taking Over The Road (OTR) drivers from the system

As shippers compete with other shippers – as well as third-party logistics providers – for available capacity, logistic departments must have the right tools to pick up new capacity and avoid losing existing carriers to competitors.   For example, companies with transportation management systems (TMS) can electronically broadcast logistics requirements to market, identify available trucking assets in the network and quickly match capacity to their needs.  In recent years, shippers had to engage as many as 15-20 additional carriers just to satisfy daily freight requirements.
Using TMS technology, shippers can also access granular information about transportation expenditures to pinpoint mode shifts, identify accessorial costs in real time and effect changes before costs escalate out of control. A TMS can gather freight accrual information on a per shipment basis in real time instead of waiting several weeks after the shipment when carriers send invoices for payment.  Today, most financial executives are very concerned about timely posting of freight costs and their ability to calculate profitability down to the SKU level for each client.
Small and mid-sized companies without the resources or budget to acquire and maintain in-house TMS can contract the services of third-party consultants (3PLs) that offer the technology, knowledge and networks to support chemical companies in meeting specific supply chain requirements.
In an oversold market, shippers needing to add volume may find it difficult to attract and find it without increasing costs.  Maintaining data on different freight markets and carriers, a 3PL can match your volume to a carrier’s complementary or empty return lanes.  A managed services partner can also identify reasons why freight may not be attractive to carriers – too many plant delays impacting loading times, too many cancelled or re-booked loads, too many consignees with unloading delays, poor treatment at plants, slow freight payment  – and help solve these issues in order to expand existing carrier capacity.  A 3PL can also suggest new modes of transportation, such as intermodal, to reduce the need for OTR assets.
If you decide to look for a managed services partner that can support you with the right tools and resources to become more competitive, find a resource that knows your market. While different outsource companies may offer similar capabilities and technology tools, many may not know how they apply to your business. Only third-party consultants experienced within your industry have the knowledge, networks and databases necessary to address your specific issues.
ChemLogix is a leading provider of managed services and technology to the chemical industry. An IBM Advanced Business Partner, we offer IBM’s TMS and network-design solutions along with comprehensive multi-modal transportation management services for all modes, enabling chemical shippers to drive economic value while improving performance.  To set up an appointment to discuss your requirements and access your business, please contact us at call 215-461-3805 or email