Once a contract has been completed with 3PL partners, it will be possible for supply chain enterprises to assess in a clear and logical fashion if their service was worth it. This is an important practice for outlets that have to cater to warehousing, transport, distribution, and communication. We will take the time to discuss what criteria should be applied when reviewing their work.

Have They Optimised Available Commercial Resources?

One of the best examination techniques that constituents can use with 3PL partners is to reflect on the resources that the outlet found themselves using and determine if they optimised those assets properly. Whether it is the use of warehouse space, packaging platforms, ground-level staff, courier partners and beyond, could they introduce new approaches and strategies that realised their potential? Outsourced parties that arrive at these sites have to be able to identify the value of assets and the type of protocols that will work best, something that is not always discovered given the intricate demands of their responsibilities.

Have They Introduced New Resources & Tools?

In the event that there are pitfalls with the enterprise as it currently stands, then it is reliant on 3PL partners to introduce new tools and resources to take the brand to the next level. This might be realised with software programming, multi-device integration, conveyor belts, packaging materials, forklifts or other components that drive towards stronger efficiency targets. So long as they can help to fill the gaps with updated operational resources, then they will improve the position of the enterprise. 

Have They Made Tangible Financial Savings?

Having a third-party logistics specialist on hand is all about boosting the bottom line of the organisation. If they can pinpoint courier agreements, material use, labour application and other parameters that reduces financial waste and enhances revenue, then they will have completed their task. By contacting the accounting team, it will be possible to track the financial trajectory of the company and run a comparison of the ‘before’ and ‘after’ picture.

Were They Flexible With Unique Commercial Demands?

Introducing a scalable business model is where 3PL partners should be able to deliver the goods and this is where their flexibility comes under the microscope. The seasonal trends and consumer demand rates will change from one period to the next. If they can introduce a system that adapts to those alterations and remains dynamic as they roll out various procedures, then they will have been worth the time and money.

Are More Customers Found & Retained Following Their Work?

If revenue and profit is a key indicator that outlines the proficiency of 3PL partners, then it will be the level of consumer interest that can be attributed to those statistics. Does their intervention contribute to more interest from the general public and push the brand past the competition in the eyes of the buyer? Is the rate of customer loss decreased as more members remain with the business? These are figures that can be examined in-depth.

Is There Room For Commercial Growth?

The work that 3PL partners do for their constituents should be enough to lay the groundwork for further commercial expansion if that is indeed the objective of the enterprise. By banking more money, using better resources and making gains on the competition, it will be possible to look beyond the limitations of the business as it currently stands.

Assessing the performance of 3PL partners will be a subjective exercise because every organisation has its own set of priorities. With this being said, it is beneficial to gauge what they did and if their intervention was a net positive for the brand, helping to inform future projects down the line.