Capital Transportation Logistics
Sales Staff Implementation
2012
Transportation Management Consultants
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a team of professionals with a combined experience of over 150 years in
transportation, freight auditing, payment, and process improvement. We are
committed to quality customer service.
Our Mission…deliver success to our customers through cutting edge technology
and process design that helps reduce transportation logistics costs and improve
productivity in today’s intensely competitive environment.
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Executive Staff
Department Managers
Paul
St.Germain
Laura
Walsh
Ryan
Verranault
Richard
Haney
Nick
Cooney
Erin
Verranault
Gregory
Cooney
Transportation Management Consultants
Karen
Byron
Mary
Niedzwieki
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Transportation Management Consultants
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1999
2001
• Capital Transportation Logistics is founded by CTL Executive, Dick Haney
• CTL expands its services to include full in-house Freight Bill Audit Service
• Our first on-line Transportation Management System is rolled out to client base
(TransRater +)
2003
• CTL Brokerage is formed to handle our client needs in additional modes; Truckload, Rail,
International, Air, Ocean
2005
2006
• Reporting and Freight Bill Audit and Payment becomes 100% paperless for all CTL
Customers. We are one of the first in the industry to do so
• CTL moves into current Headquarter offices in Nashua, NH as we continue to grow and
expand our on-site team
2010
• Acquired in February 2012, Capital Transportation Logistics (CTL) in Nashua, NH,
becomes part of the RRTS TMS business segment managed through GTS
2012
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A unique world class transportation
management solution originally developed for
GE Capital and their 600 companies that they
owned or controlled
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CTL's 4-Step Process
Discounted Pricing
Carrier Selection
Freight Payment
Management Reporting
A Proven and Measured Approach
Reduces Transportation Costs (between 8-15% or more)
Optimizes choice for low cost carrier selection and service
modes
Improves Cash Flow (4-8% additional savings)
Uses detailed analytics to ensure continued savings
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Transportation is a commodity, and our
consortium purchasing power allows
CTL to negotiate prices that our Clients
typically cannot obtain on their own. We
contract with top-tier carriers.
We manage over $150M in LTL Freight
Domestically
Results to Customer:
8-15% Reduction in Transportation Spend
Improves Productivity by taking the time
consuming negotiating process out of the
process and allowing personnel to focus on
other tasks at hand
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CTL’s on-line TransRater optimizes
carrier selection, transit times, and
pricing. The easy-to-use software allows
Clients to make the best shipping
decisions and prioritizes low-cost and
best service.
Able to integrate to ERP and even
further enhance cost savings and
productivity.
Results to Customer:
TransRater
Balances your Customer needs while
providing cost reductions to your bottom line
Improves productivity and simplifies the
process by showing all options on one screen
versus visiting multiple applications and
websites to obtain data
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CTL’s 40-point, in-depth pre-payment audit
captures information from carrier invoices,
bills of lading, delivery receipts, an
inspection reports; corrects errors; and
processes and consolidates all freight bills
into one easy-to-read weekly invoice for
payment.
Results to Customer:
Saves an additional 4-8% savings in carrier
errors alone
Improves productivity by CTL capturing
general ledger detail and cost center allocations
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The final stage of the process delivers
actionable management reports,
providing a real-time overview of
transportation information specific to
your operations. We believe if you can
measure a cost, you can control it.
Results to Customer:
Provides timely and accurate transportation
management performance reports
Improves productivity by building a
database that can ensure transportation
compliance and highlight opportunities for
additional savings
CapitalWorks
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Hard Savings
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Lower rates - 8% - 15%
Reduced processing costs 80%
Audit Recovery 4% - 8%
Soft Savings
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More informed customer services decisions
Balance customer needs and costs
Access to logistics expertise
Comprehensive shipping data history
Improved productivity
Finance
Operations
Purchasing
Customer Service
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Best
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CEO
President
CFO
Controller Caution
VP of Operations Caution
Worst
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Director of Logistics
Transportation Manager
Traffic Manager
Warehouse Manager
Purchasing Manager
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Director of Logistics
Transportation Manager
Traffic Manager
Warehouse Manager
Purchasing Manager
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The decision could impact a customer
Results have a significant financial impact
The decision effects multiple departments
It requires a vendor change
The decision could change their image in the
marketplace or the community
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Must Do’s
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Prospecting messages
Be specific; no fluff, no maybe’s
Time specific for all deliverables
Never miss a delivery date
Don’t bruise their ego with questions
they don’t have the answers to
Less than 20 seconds
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Why
How
How Much
How Soon
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Prospect:
Hello, I’m Mr. CFO.
What does your company do?
We reduce a company’s shipping costs 8 to 15% using $150
million in buying leverage in 30 days without changes in their
operations or quality of service.
Message content – ALWAYS:
•Clear
•Concise
•Compelling
Mr. CFO,
What other major expenses could you reduce by%% or $xxx in 60 days without investing
a dime or changing your operations or quality of service?
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Characteristics
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How to Prospect
Annual Sales $10-$700 Million
Use Several Modes; LTL, TL, Parcel
Annual LTL Spend $150K-$10M
Freight is 5%-8% of COGS
Private 80% Public 20%
Manufacturer, Distributor, Ecommerce
Ships Nationally
Single or Multiple Locations
Does not have a logistics department
Limited logistics technology
Used a 3pl 25% - Not Used 75%
Their Savings Expectations 5-15%
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SalesLogix – Hoover database
CTL leads
References
Trade associations
Marketing Partners – Agile
Client Referrals
Private Equity
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Characteristics
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What to avoid
Annual Sales > $10M or < $700M
Only ships Parcel or International or TL
Annual LTL Spend >$150K or <$10M
Ship within 1 state only or is all international
Has their own logistics department
Used 3pl 25% Not Used 75%
Their Savings Expectations < 15% in Hard
number savings
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Food Manufacturing (fresh)
Beverage Products
Agriculture, Forestry, Fishing
Mining
Utilities
Construction
Selective Transportation and Warehousing
Finance and Insurance
Services
Public Administration
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C-Level
Shipping Profile info
 Are they interested in saving on
logistics costs in the next 60 days?
 What would be meaningful savings to
them?
 If we could meet their savings
objectives would they consider doing
business with CTL?
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Annual Spend LTL, TL, Parcel
Current Carriers
Terms – PPA, PP
Current 3PL Provider
Location Type
Special Equipment
Customer Type – Retail, Mfg, Whs
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•Reluctance to commit to “Sequence of Events”
•Decision maker pushes you to a lower level
•Uncertain about critical information
•Information without an appointment
•Resistance and delay in getting data
•Buying influence new to the job
•A new person is brought into the deal
•Overly friendly buyer to unknown salesperson
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•Company Viability
•Product/Services Fit
•Support
•Financial
•Risk
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13 Years of continuous growth and profitability
Backing of a stabile Public Organization
Management transportation experience
Long term Client Loyalty
Relationship with Carriers
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• Complete integrated process for
transportation management
• Continued investment in new services
to meet the needs of Clients
• Customer needs drive the direction of
new services
• A proven process developed by GE to
manage 600 operating units
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• A dedicated Customer Service Team
• Availability and response time
• Depth of knowledge
• Technology support tools
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• No up-front investment
• No internal resource required
• Savings start in 30 days
• Actual savings measured monthly
• Fees based on savings
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• No financial commitment
• No change in operations
• One year agreement
• 30 days to implement
• Rates protected by contracts with
carriers
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Meeting Stage
Responsibility
Suggested Attendees
Timeline
Time
Decision
Tuesday, July 17, 2012 1 Hr.
Go/No Go
Tuesday, July 24, 2012 2 Hr.
Go/No Go
Executive Overview:
Company Overviews
Joint
Chief Executive
Prospect Expectations
Financial Executive
CTL Process Review
Operations Executive
Benefit Summary
Qualifications
Operations Evaluation:
Financial Executive
Needs & Expectations Review
Joint
Operations Executive
CTL Process & Features Presentation
Joint
Customer Service Mgr.
Demonstration of Transrater and CapitalWorks
Joint
Purchasing Mgr.
Measurement & Control Features Review
Joint
Logistics Mgr.
Productivity Benefits
Joint
Accounts Payable Supv.
Savings Study Authorization
Client
Financial Executive
Tuesday, July 24, 2012
Freight Bills Submitted
Client
Financial Executive
Monday, August 06, 2012
Completion of Study
CTL
TM Analyst
Study Results Review Meeting
Joint
Financial Executive
Benefit Analysis:
Projected Savings and Fees Review
Monday, August 27, 2012
Thursday, August 30, 2012 2 Hr
Operations Executive
Thursday, August 30, 2012
Go/No Go
Proposal Process:
Client Experience Sharing
Client
Review Highlights of Business Agreement
Joint
TBD
Thursday, September 06, 2012
Thursday, September 06, 2012 1 Hr
Resolution of Agreement Questions
Joint
Thursday, September 06, 2012 1 Hr
Completion of Business Agreement
Joint
Go/No Go
Tuesday, September 11, 2012 1/2 Hr
Implementation Activities:
Completion of Implementation Guide
Client
Financial Executive
Kick Off Meeting
Joint
Operations Executive
Tuesday, September 18, 2012 1/2 Hr
Thursday, October 11, 2012 1 Hr.
Transrater & BOL Training
Joint
Accounts Payable Supv.
Thursday, October 11, 2012 1 Hr.
Operations Monitoring
Joint
Logistics Mgr.
Savings & Productivity Measurement
Measurement of Savings
Joint
Review Mgt. Reports & Opportunities
Joint
Monitor Productivity Improvements
Joint
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Monday, December 10, 2012 1 Hr.
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Sequence
1.
2.
3.
4.
5.
Why have a Sequence?
Executive Overview
Operations Evaluation of CTL
Benefit Analysis & Agreement Review
Agreement Execution
Implementation
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Control vehicle for the sales cycle
Pain, Reasons & Visions
Bite size chunks – buyer feels in control
Both Buyer and Seller in control-Win win
Buyer accepts plan by changing
Until buyer changes, they don’t own it
Seller can stop early is buyer not on track with
commitments
Seller can close on the major steps
Provides a measure of completion
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An introduction to Capital Transportation Logistics
Review how our savings process helps another company
Learn more about your business and transportation management
objectives
At the end of the meeting we can mutually agree on moving forward
or not.
Is there anything you’d like to add.
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 CTL Introduction
 GE Story
 4 Part Process Review
◦CTL Website or PowerPoint
 How we move forward
◦BA Example
◦Summary of Shipping Profile
◦Sequence of Events
 Close
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Ever had this happen?
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Decision maker leaves after 10 minutes
People you don’t know show up
IT and the Firewall block
Conference room not available
Projector gone
Can’t Login
Unbearable internet speed
Or heard this?
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We need to shorten the time
We can use my office
Want to meet the traffic manager
Thought Seymour would be interested
I’ll need an extension cord
You can use my computer
Let’s get our IT person
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Freight is not on their radar
Not willing to switch carriers
Can’t get anyone interested
Happy with their current 3pl provider
Freight is not a significant expense
Not willing to provide bills for BA
Overconfident that they have the best rates
Service is more important than savings
“We have some very unique shipping needs”
“We don’t pay for freight, we bill our customers”
Have had a bad experience with 3pls
“Other studies showed no savings”
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What is it?
What do you need?
A statistically accurate analysis of
LTL shipments that demonstrates the
savings from CTL’s lower rates
 Minimum of one month’s worth of
freight bills
 All Locations
 Represent a typical month
 If bills can’t be provided a datafile will
do
 Minimum requirements(origin,
destination, class, weight, total paid,
carrier used)
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Shipping Profile Summary – Review to ensure they agree and it is
correct before moving forward
Benefit Analysis – Review entire study and end result savings to
bottom line
Summary of Savings & Fees – Review Executive Summary and how
CTL is compensated
Business Agreement – Review LOA and contract – leave with
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Wrong contact level
The Salesperson has failed to sell management on the
value.
The Salesperson sold only rates and not the process
The Salesperson did not get an if then upfront
commitment.
The Salesperson failed to sell the prospect’s
organization
The Salesperson did not react to Red Flag issues
CTL rates were not competitive.
Savings were not enough to consider changing
Failure to negotiate a Win Win business agreement
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Letter of Authority
Agreement Review
Agreement Preparation
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Does this sound familiar??
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How’s it going
Have you reviewed my proposal yet
Hang in there CTL
My boss has been really busy with his/her trip to Mars
Don’t worry
When did that happen, I’m shocked
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Customer Demographics
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Pain Points in 2009
Industry – Automobile Parts Manufacturer
Employees – 10,800
2011 Sales - $765.37 M
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Current 3PL no solutions
No audit process
High costs Expedited & LTL
Freight Audit Savings since becoming
CTL client = $193,861.41
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Customer Demographics
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Industry –Chemical Manufacturer
Employees – 2,100
2011 Sales - $728.77 M
Pain Points in 2003
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3 Divisions & 14 offices
25 different carriers
No audit process
No Visibility
Freight Audit Savings since becoming
CTL client = $709,995.13
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Customer Demographics
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Industry –Home Furniture Ecommerce
Employees – 900
2011 Sales - $500 M
Pain Points in 2009
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No way to estimate shipping
costs on web
1 carrier
No audit process
No Visibility
Freight Audit Savings since becoming
CTL client = $506,447.84
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 10 New Qualified prospects a month
 Resulting in 1 new customer a month
 Minimum $2 million in LTL spend to
CTL in a year
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Mandatory Weekly Sales Meeting
Submit Prospecting Report Weekly
Meeting Expectations?
Keeping Pipeline full
Qualified Prospects?
Saleslogix Reporting
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