tion, congestion and infrastructure challenges along with a
diminishing driver workforce will continue to burden the
industry with costly, inefficient operations. These obstacles
continue to erode the progress our industry has made over
the years in reducing costs and increasing efficiencies in
supply chain management.
Q How important is the role of technology in logistics?
A Each and every company we work with is looking to better manage its supply chain on some level. The
“game changer,” or differentiator, in doing so is their
ability to deploy and leverage technology that offers their
customers a strategic advantage.
There’s a growing expectation from manufacturers, retailers, wholesalers, and distributors that their logistics service
providers have significant capabilities in information management and customer reporting. It’s critical to provide
customers with robust supply chain management technology that ultimately gives them accurate, real-time information to guide their business decisions, improve inventory
control, and effectively manage their supply chains.
Q How important is the role of customer service in logistics?
A Often, the logistics service provider is the face of the manufacturer or retailer to the customer, acting as a
true brand ambassador. Logistics has become completely
embedded in the overall purchasing experience, and cus-
tomer service is a critical component. In addition, with the
rapid growth of e-commerce, the importance of customer
service in logistics continues to be “mission critical.” Order
accuracy, timely delivery, and personalized service are just
a few examples of customer service elements that can help
to ensure customer satisfaction and retention.
Q You’ve been a leader in sustainable logistics practices, specifically in regard to the use of natural gas. How
important is it to embrace “green” in logistics, and why?
A Corporate America and its stakeholders continue to recognize the need to control energy use and reduce
their carbon footprint—both for environmental and financial reasons. In fact, I find that more than 75 percent of
our prospective customers have a specific interest in our
corporate sustainability programs in support of their own
green goals.
With over 21 million CNG miles under our belt, we have
learned a lot about “green” transportation—and most of it is
about maintaining balance. We continue to look for new and
innovative ways to help our customers balance the desire to
minimize the impact on the environment with their need to
maintain a strong bottom line. I firmly believe that it is not
enough to simply invest in green sustainable logistics. We
needed to make sure to invest in economically viable alternatives that have an opportunity to provide our customers with
the potential for a “gr$$n” solution in the long run.
You might say that Robert Martichenko,
chief executive officer of LeanCor Supply
Chain Group, first learned about Lean at the
source. Early in his career, he helped support the development of the Toyota Motor
Manufacturing plant in Princeton, Ind. A
decade ago, he started LeanCor, which helps
customers implement lean principles and
also operates as a third-party logistics service provider (3PL). Through his books and
his regular speaking engagements as well as
his business, he serves as the leading advocate for the application of lean principles in
logistics and supply chain management.
Martichenko is a senior instructor for the Lean Enterprise
Institute and the Georgia Tech Supply Chain and Logistics
Institute. Two of his books have won Shingo Research
Awards, which recognize writing on lean and operational
excellence.
Q You’ve long been an evangelist for applying lean prin- ciples in logistics. Can you describe how you came to
embrace lean thinking?
A I got the opportunity to support the greenfield startup at the Toyota Motor
Manufacturing plant in Princeton, Ind.
That’s where I began to learn about lean
principles. Being part of that startup was
probably the defining moment of my career.
During those years, I also got to know Dr.
Jim Womack, Dan Jones, and John Shook, all
leaders in lean thinking. Dr. Womack asked
if I would put together a workshop for lean
logistics and lean supply chain. That started
my teaching. When you start writing and
teaching, that’s when you really become the student and
the evangelist.
Ten years ago, I left my corporate role and started
LeanCor, and that’s when I really started to mature my
thinking. Our vision is to advance our customers’ supply chains through the use of lean principles and operational excellence. Putting together the book Building a
Lean Fulfillment Stream forced me to synthesize my own
thoughts and understand the strategic and tactical elements
Robert Martichenko
