Logistics and Transportation Decision Makers

Part
01
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Part
01

Logistics and Transportation Decision Makers: Publications

Eight of the top transportation and/or supply chain logistics publications based on popularity among global commerce transportation and logistics executives include the American Journal of Transportation, CSCMP's Supply Chain Quarterly, Global Trade, the Journal of Commerce, DC Velocity, Material Handling & Logistics, Inbound Logistics, and Logistics Management. The details for each publication are below.

AMERICAN JOURNAL OF TRANSPORTATION

CSCMP'S SUPPLY CHAIN QUARTERLY

  • CSCMP's Supply Chain Quarterly ranks second on Kenco's list of top supply chain management publications.
  • Its total global reach is 168,000 people, of which 7% are CEOs, 7% are presidents, 5% are corporate officers, 5% are senior VPs, 20% are VPs, 29% are directors, and 22% are managers. In total, 73% of CSCMP's readers are directors or above.
  • The audience for this publication "truly reflects the global nature of today’s supply chains, reaching executives in all 50 U.S. states, 74 countries, and six continents."
  • CSCMP's Supply Chain Quarterly is published six times a year and covers topics related to the global supply chain, "from product design, procurement, transportation, and warehousing to human resources, information technology, and finance."

GLOBAL TRADE

  • Global Trade comes in at number five on Kenco's list of top supply chain management publications.
  • It has a total print circulation of 23,428 and a total digital readership of 104,388.
  • Based on Global Trade's media kit, 68% of print readers are CEOs, other C Suite employees, and senior executives.
  • In terms of industry, 61% of its readership are manufacturers that export, 15% are 3PLs/ forwarders and other logistics providers, 12% are retailers that import and wholesalers, and 11.9% are site location consultants.
  • Global Trade is focused on "domestic and global expansion solutions, education and tools for U.S. manufacturers that export and big box retailers that import."
  • Topics covered include air cargo, banking, 3PLs, European ports, foreign trade zones, global logistics, global shippers, imports and exports, international trade, ocean carriers, ocean ports, rail, site selection, insurance, trucking, U.S. ports, and warehousing.

JOURNAL OF COMMERCE

  • The Journal of Commerce (JOC) is number seven on Kenco's list of top supply chain management publications.
  • The print circulation for the JOC is 15,282 and it has 67,342 registered users on its website. Users and readers come from 216 countries and territories.
  • Executives make up 45% of the JOC's readership, followed by 30% officers, and 25% upper management.
  • In terms of industry, 68.2% of JOC's readers are shippers, 15.9% are logistic service providers, 4.9% are transportation providers, and 4.4% are ports and terminals.
  • Topics covered in the JOC include industry events, maritime, ports, trucking, regulations, rail, logistics, technology, breakbulk, sailings, and special topics.

DC VELOCITY

  • DC Velocity ranks third on Kenco's list of top supply chain management publications.
  • It has a total circulation of 50,000, but reaches 341,500 supply chain and distribution center professionals through its multiple channels.
  • About 38.6% of its readership is employed in operating management and 33.9% is employed in corporate management. Another 20% is employed in distribution management.
  • In terms of industry, 22.4% of its readers are in manufacturing distribution centers, 21.7% are in wholesaler distribution centers, 21% are in retail distribution centers, 16.8% are manufacturers of products and goods, and 14.6% are in third party logistics.
  • DC Velocity covers the informational needs of "logistics and supply chain managers and executives" and specifically addresses topics related to various facets of logistics "including internal logistics within a distribution center or warehouse, external logistics relating to the transport of goods and freight, the overarching information technologies that support and integrate the two, and the strategies that optimize logistics."

MATERIAL HANDLING & LOGISTICS

  • Material Handling & Logistics (MH&L) is number 10 on Kenco's list of top supply chain management publications.
  • Its print circulation is 53,795 and the publication has a total reach of 159,896 through all channels.
  • The readership for MH&L is 36.8% corporate and executive management; 28.96% is logistics, purchasing & engineering management; 27.79% is plant management; and 6.45% is sales management and other titles.
  • The fabricated metal/primary metal manufacturing industry represents 13.71% of MH&L's readership, followed by machinery/medical equipment/measuring equipment manufacturing (12.27%), and wholesaler/distribution/transportation/ warehousing (11.64%).
  • Topics covered in MH&L include transportation & distribution, facilities management, warehousing, global supply chain, technology & automation, powered vehicles & forklifts, and labor management.

INBOUND LOGISTICS

  • Inbound Logistics is number six on Kenco's list of top supply chain management publications.
  • Total print circulation for Inbound Logistics is 67,798.
  • Its Logistics Planner, which is an online tool used to "learn about, and respond to the leaders in logistics, warehousing, third-party logistics, transportation, and more," has more than 250,000 digital and print readers.
  • Approximately 30% of Inbound Logistics' readers are corporate management; 34% are in logistics and distribution; 15% are in supply chain, purchasing, or supply management; 12% are in transportation or traffic management; and 9% are in operations.
  • Topics covered in Inbound Logistics include 3PLs, warehousing, air cargo, chemical logistics, forklifts/pallets/materials handling, logistics and supply chain education, green supply chain, logistics IT, ocean/intermodal/rail, site selection, economic development, and trucking.

LOGISTICS MANAGEMENT

  • Logistics Management appears at number eight on Kenco's list of top supply chain management publications.
  • The magazine circulation for Logistics Management is 70,039 and through all channels, the publication reaches 114,223 unduplicated readers.
  • Although Logistics Management does not provide a breakdown of readership by role, it indicates that 100% of its readers have "buying/specifying influence."
  • The largest industry served by Logistics Management is truckload motor freight/LTL motor freight, which represents 70% of readers.
  • Topics covered by Logistics Management includes transportation best practices and trends, supply chain and logistics technology, global logistics, warehouse and DC management, lead generation, awards, and special reports.

RESEARCH STRATEGY

To determine eight of the top transportation and/or supply chain logistics publications based on popularity among global commerce transportation and logistics executives, we first searched for a reliable list of industry publications that we could use to curate those that are most popular among executives. We identified such as list from Kenco, a large third-party logistics provider in the United States. Its list of top supply chain management publications provided us with industry magazines and websites that target managers in the logistics and transportation industries. From here, we examined each publication to find those that had the highest circulation and percentage of executive readers. Therefore, our ranking is slightly different from that of Kenco, which is ranked based on circulation only.

Note that we did not include some publications that Kenco included because they were too focused on niche industries (Food Logistics) or we were unable to identify circulation or executive readership numbers. It was our determination that the publications that are among the top publications read by executives in the logistics and transportation industries would publish their data for potential advertisers. Therefore, only publications that provided information on their circulation and readership demographics were considered.
Part
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Part
02

Logistics and Transportation Decision Makers

Examples of global commerce companies that have a supply chain department are Home Depot, Best Buy, Jingdong, Newegg, Snapdeal, Flipkart and Walmart. These companies use job titles such as "chief supply chain officer" and "executive vice president - supply chain & product development" in their supply chain logistics departments.

1. HOME DEPOT

Overview

  • Home Depot was founded in 1977 and is headquartered in Atlanta. It is considered as "the world’s largest home improvement specialty retailer" and has more than 2,200 retail stores across North America.

Key Decision Makers

  • Mark Holifield is the "executive vice president - supply chain & product development" and his responsibilities include transportation, distribution, logistics, inventory planning and also the product development for the Home Depot private brands.
  • John Deaton is the "senior vice president - supply chain" and takes care of supply chain development as well as distribution, inventory replenishment and planing and transportation.
  • Stephanie Smith is the "senior vice president - supply chain" and her responsibilities include fulfillment operations across all channels and the development of new platforms that support customers.

2. BEST BUY

Overview

  • Best Buy is a public company headquartered in Richfield, Minnesota. The company is a leader in technology services, products and solutions and it offers "expert service at an unbeatable price" to their customers.

Key Decision Makers

  • Rob Bass is "the chief supply chain officer" and he is responsible for the strategy and every day operation of the global supply chain. His responsibilities include forecasts, planning, transportation and reverse logistics among others.

3. JINGDONG (JD.COM)

Overview

Key Decision Makers

  • Yongli Yu is the "president of supply chain R&D at JD.com". He oversees the smart supply chain innovation and manages the use of new technologies in the supply chain management.

4. NEWEGG

Overview

Key Decision Makers

  • Jamie Spannos is the "global chief operating officer" at Newegg. He manages all global supply chain functions including transportation, planning, supply chain enable team, distribution and others.

5. SNAPDEAL

Overview

Key Decision Makers

  • Sarvartha Kanchan is the "vice president supply chain and customer service" at Snapdeal. He is responsible for the supply chain operations and increasing the customer experience through better service.

6. FLIPKART

Overview

Key Decision Makers

7. WALMART

Overview

Key Decision Makers

  • Greg Smith is the "executive vice president, supply chain for Walmart U.S." He manages all product flow, fulfillment center operations, global transportation, distribution and is also responsible for e-commerce replenishment.

RESEARCH STRATEGY

We first started our search by scanning various industry publications and reports such as Shopify, The Motley Fool, Disfold, Web Retailer, where we wanted to find precompiled lists of global commerce companies. These page provided us with a number of commerce companies from across the world, so we decided to use the ones that were most mentioned and continue our research.

Next, we searched if these companies have transportation or supply chain logistics department in various databases including Linkedin, Crunchbase and ZoomInfo among others. After that, we scanned each company website and looked for job titles of key decision makers in the supply chain departments. We also searched various news and other publications including Supply Chain Dive, Forbes, Fast Company and others to check if there were any decision makers from the listed companies mentioned.

Finally, we made a selection of key decision makers in the supply chain logistics department for the identified companies based on the information on their websites. If there was no data available on their company pages, we used databases and news articles to determine the key decision makers in the supply chain departments.



Part
03
of three
Part
03

Customer Data Platforms

Unified customer data platforms have immense potential for companies in the travel, marketing, and several other industries. Some factors that suggest that a company should start to consider procuring a unified customer data platform (CDP) include challenges. Challenges such as how to effectively combine customer data from many channels, how to make data obtained across several channels easily accessible to a marketing team, etc. Customer data platforms are the right solutions for companies already facing deceptively tricky questions like who is the company's perspective and current customer? When should the company reach out to its customers? Which offer should be used to reach out to customers? According to the IBM big data analytics hub, a single unified data platform is a must-have for all organizations.

PROCUREMENT OF A UNIFIED CUSTOMER DATA PLATFORM: FACTORS

  • Some factors which suggest that a company should start to consider procuring a unified customer data platform are:
DEMAND FOR DATA FROM SOURCES THAT CUT ACROSS SEVERAL CHANNELS
  • Companies that interact with their customers across several channels should consider acquiring a unified customer data platform.
  • Customers often interact with a brand through many channels, and this may not be easy for the marketing team to access a customer's complete data when required. Customer Data Platforms are used to solve this challenge by unifying such data to make it easily accessible in a single place to the marketing team.
  • The travel/transport industry is known to have a unique relationship with data. This industry has historically "lead the way" in the practical use and deployment of data. Unified customer data platforms have immense potential for companies in the travel industry. Travel companies combine data from various channels, including mobile and IoT, for booking purpose.
  • Companies often need to engage with customers using various channels like email, push messaging, SMS, social media, direct mail, and the internet. Such companies should procure a customer data platform.
  • Companies often need to utilize customer data such as personal and demographic data, onsite behavioral data, engagement data. They also need transactional data, as well as mobile and device data, and should consider procuring a customer data platform.
  • The primary function of a customer data platform is to "aggregate data from multiple channels" and render the profile of a unified customer.
  • CDP gives companies an ability to reach out as well as engage with various segments "across a variety of channels."
  • Some companies using unified customer data platforms include combining data from various channels to improve booking and travel experience. IBM and American Airlines for more than 60 years have teamed up to utilize mobile and IoT data to optimize booking and travel experience.
  • Moments (experiences) are known to be the "building blocks of relationships." Such moments get maximized by the use of a unified customer data platform. These moments are what customers eventually remember and, consider as a whole. Vital moments will define how an entire brand is perceived. That’s why companies should seek to make the most from these moments (when they contact the customer) across multiple ("maybe even all") channels.
DESIRE TO KNOW THE COMPANY'S PERSPECTIVE CUSTOMER
  • Companies often interact with their potential market across several channels and also need to identify the demographics of their prospective customers. Such companies should consider procuring a unified customer data platform.
  • Companies seeking to know the profile of their unified customer should turn to CDP.
  • Screen captures of a unified customer data platform reveal that companies can utilize CDP to know the number of purchases made by specific customers. This process helps in identifying the profile of prospects.
  • Companies can utilize CDP to identify repeat buyers. The demographics of repeat buyers is vital in determining the demographics of a companies' audience ("target market") suitable for targeting with adverts. This information is needed to grow any business.
DESIRE TO KNOW THE COMPANY'S CURRENT CUSTOMER
  • Companies often interact with their potential market across several channels and also need to identify their current customer profile (demographics). Such companies should consider procuring a unified customer data platform.
  • CDP should be considered by companies that want to identify customers that have purchased goods or services from other channels, "including their physical stores." This process enables such companies to create a comprehensive customer list.
  • Screen captures of a unified customer data platform reveal that companies can utilize CDP to know the number of purchases made by specific customers. This process helps in identifying repeat buyers, first-time buyer, and loyal customers.
  • Companies that utilize CDP to identify repeat buyers, first-time buyer comprehensively, and loyal customers are positioned for several benefits. It's cheaper convincing past customers to make new purchases than finding new customers.
IDENTIFYING WHEN TO REACH OUT TO CUSTOMERS
  • Companies that need to identify when to reach out to their customers should consider procuring a unified customer data platform.
  • Some companies may need to reach out to customers while such customers are about to search for "comparative prices" or better offers from competitors. Through the unified customer data platform, companies can gain insights into activities that precede comparative price searches. Customer behavior such as "highlighting a product name" similar metrics have been used to successfully detect when most customers are about to search competitor prices.
  • Skandium is an example of a company that uses a customer data platform to determine when to engage its clients in real-time based on several observed factors, such as device type, location, and behavior.
IDENTIFYING WHICH OFFERS TO MAKE TO CUSTOMERS
  • Companies that need to identify which offers to make to their customers should consider procuring a unified customer data platform.
  • Companies should leverage on the purchase history of customers, their current session behavior, as well as demographic data, etc., to create better offers. Customer data platforms are relevant to grant companies access to this data.
  • Companies often need to use location and other information which is obtained from the unified customer data platform. Such information adds credibility and relevance when dynamically added to personalized messaging sent to a customer through location-based offers.
  • Customer data platforms give customers insights into customer locations and enable them to create price match guarantees, which are location-based. Prices of items may differ with a location as transportation has a direct effect on cost.

CUSTOMER DATA PLATFORM: REVENUE THRESHOLD

  • There are limited insights available regarding specific revenue threshold for companies that opt for the acquisition of customer data platforms. For all companies that use customer data, customer data platforms can be used to boost revenue.
  • According to Gartner, the yearly cost for companies that purchase a CDP solution can range between $100,000 and $300,000. However, the cost of labor required to build as well as maintain a CDP in-house platform (instead of purchasing the service from existing platform service providers) can be significantly more.
  • Brands that operate with a lean budget and allocate less than 9% of their revenue to marketing "should strongly consider buying" a CDP platform. The threshold for companies that intend to buy CDP platforms should be 9% of revenue required for marketing. This threshold triggers the need to purchase a CDP platform.
  • According to the IBM big data analytics hub, a single unified data platform is a must-have for all organizations (regardless of revenue). Big data platforms unify/combine data obtained from a variety of channels.
  • A journal of the Kelley School of Business of Indiana University refers to big data as the "most strategic resource of the 21st century," which is as valuable as gold and oil.
  • Customer data platforms allow companies to leverage data "throughout the customer lifecycle," starting from acquisition to engagement and repeat purchase. Leveraging data throughout the life cycle of a customer increases the success rate (in terms of sales revenue) for companies.

RESEARCH STRATEGY

The research included scholarly publications such as journals & books from Science Direct, etc. We studied for insights into the different factors that push a company to procure a unified customer data platform. We also studied specific revenue threshold of companies that opt for the acquisition of the customer data platforms. Science Direct revealed that big data is one of the most strategic resources of the 21st century. We considered this insight relevant because big data platforms unify/combine data obtained from a variety of channels, which is in tune with the concept of the unified customer data platform. We researched the recommended revenue threshold for companies to acquire the customer data platform. We also investigated the average revenue of companies that opt for big data or unified customer data platforms. These insights were not available to the public.

Research also included digital and e-commerce marketing publications such as E-consultancy. We studied the promises of CDP which push companies to procure it. We also examined the revenue companies should be earning before going to the level of using a unified customer platform. This strategy revealed that CDP fuses all customer data from different channels together into a unified customer profile. This makes data handling easier for marketers. There were no insights relevant to pricing uncovered. We assumed that companies that need to aggregate data from several channels need to procure a unified customer data platform to make data handling easier for marketers. We also assumed that the customer data platform (CDP) is a unified data platform. We also studied the costs associated with customer data platforms. The reviewed resources did not publish this.

We researched several industry publications, including transport industry publications for factors that push companies to procure customer data platforms. Insights uncovered revealed that the travel/transport industry is known for a unique relationship with data. This industry has "lead the way"practical data deployment of data. Travel companies combine data from various channels, including mobile and IoT, for booking purpose. We assumed that travel industries which need to combine data from multiple channels should consider procuring a unified customer data platform.

We researched enterprise planning and advisory publications such as Gartner, etc. We studied their key recommendations/factors to consider for companies that intend to "build or buy a customer data platform." Gartner revealed that the yearly cost of purchasing a CDP solution could range between $100,000 and $300,000. Gartner revealed that the cost of labor to build as well as maintain a CDP in-house platform (instead of purchasing the service from existing platform service providers). This cost can be significantly more. It also gave conditions which companies should consider before buying a CDP platform. We assumed that any spending less than 9% of annual revenue on marketing (for companies with lean budgets) is a threshold/trigger for the need to purchase a CDP platform.
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