By Colin Barrett
Back in 1983 i used to be talking to Dick Coleman, writer of site visitors global journal, while he by surprise proposed that I write a column for the journal on laptop functions within the transportation/physical distribution undefined. "But, Dick, i do not understand all that a lot approximately computers," I protested. "You use one, do not you?" he requested logically. convinced, I did; i might been operating my consulting enterprise with it for 2 years. yet that did not, I defined, make me a professional. "Think approximately it," he stated. that is ordinary Coleman; he drops those studiedly informal rules and simply allows them to lay there until eventually you choose them up and finish up doing simply what he sought after you to do all alongside. definite sufficient, the longer I reflected the concept the extra it appealed to me. okay, I wasn't a working laptop or computer specialist (I'm nonetheless not). yet i used to be a working laptop or computer person, within the transportation/distribution box; possibly from that viewpoint i'd have a few worthwhile issues to claim to different transportation/distribution clients and would-be clients of desktops. hence was once born the "Computer software program for Transportation" column. the 1st one seemed within the April eleven, 1983, factor of site visitors international, and it has been a once-a-month agenda ever considering. And therefore, too, used to be eventually born this book.
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A rate expressed in its own dollars-andcents terms is an irritant to the programmer, another individual input; a rate expressed as a percentage of another, already-input one is an algorithmic rate, with which programmers much prefer to work. And thus, again, the task is being adapted to the tool. The Drawbacks But what's fundamentally wrong with that? This is the attitude I encountered in both the consulting job I mentioned and in my talks with carriers and shippers. Indeed, on several occasions I've been told that computerization is serving to accelerate rate simplification, itself long viewed as a highly desirable objective.
There are many different ways in which to allocate administrative and other overhead expenses to various traffic segments. The cost of debt 43 COMPUTERIZATION FOR DISTRIBUTION MANAGERS and equity capital is another area of debate; and some even feel that profit should be regarded as an identifiable cost element. And so on and so forth. Given these conceptual variances, it goes almost without saying that no two approaches will produce exactly the same results. And the differences are not small in many cases.
Today you can put the information in permanent electronic storage with but a few keystrokes; and, once stored, any good software package will let you retrieve data selectively on any parameter, or combination of parameters, within seconds. Freight consolidation-whether by shippers to reduce rates, or carriers to cut operating costs-need no longer be a matter of the skills and experience of a key employee (and woe betide you if he or she took sick or went on vacation). Now the computer can do it "by the numbers"-and do it, in addition, far more efficiently and less cost-intensively than even the most adroit human being.
