OPERWARDOperations & Supply Chain Advisory
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Logistics & 3PL

Reduce cost. Improve service. Select the right partners.

WHEN IT IS NEEDED

An operational problem.
A decision to make.

Logistics costs are rising, service levels are unstable, or your 3PL can no longer support growth. The goal is not simply a lower rate: it is an economic and contractual model that aligns cost, service and accountability.

A CONCRETE ENGAGEMENT

Carrier Rate
Negotiation Sprint.

For companies preparing to renegotiate transport rates ahead of a contract renewal, a period of growth or a material increase in logistics costs.

HOW IT WORKS
  1. BaselineReview invoices, volumes, zones, weights, surcharges and service levels.
  2. Negotiation leversSet rate targets, alternatives, contestable volumes and the strategy for each carrier.
  3. NegotiationSupport discussions on rates, indexation, surcharges, SLAs and commercial terms.
  4. DecisionCompare final proposals and recommend the best total-cost scenario.
OUTPUTComparable baseline · negotiation plan · savings scenarios · term sheet
HOW WE CAN HELP

From the problem
to execution.

We can support one critical decision or stay through analysis, negotiation and implementation.

01€

Cost baseline and business case

+

Rebuild volumes, order profile, cost-to-serve and rate components to identify where margin is created or lost.

  • Collect at least 12 months of invoices, volumes, orders and shipment profiles
  • Segment cost by service, zone, weight, channel, surcharge and ancillary activity
  • Separate operational inefficiency, contractual terms and changes in business mix
OUTPUTCost baseline, cost drivers and quantified opportunities
02⇄

3PL tender and selection

+

Define requirements, RFI/RFP, scorecard and scenarios; compare bids on total cost, capacity, quality and implementation risk.

  • Translate forecasts and operational requirements into a comparable specification
  • Build a weighted scorecard across total cost, capacity, quality, technology and risk
  • Normalise bids and expose assumptions, exclusions and costs that are not immediately visible
OUTPUTEvidence based shortlist and commercial recommendation
03§

Commercial and contract negotiation

+

Negotiate handling, storage, transport and ancillary services, including commitments, indexation, liability and exit terms.

  • Define targets, alternatives and concessions before entering negotiations
  • Address handling, storage, transport, commitments, indexation, liability and termination
  • Check that price, SLAs and responsibilities remain consistent across the contract and operating schedules
OUTPUTNegotiated term sheet and open clause tracker
04%

Bonus, malus and performance incentives

+

Link commercial mechanisms to delivery, accuracy, damage, backlog and first-time-right performance.

  • Select a small set of auditable KPIs linked to timeliness, accuracy, damage and backlog
  • Define thresholds, service credits, bonuses, caps and measurement periods
  • Agree data sources, dispute rules and accountability for each service failure
OUTPUTMeasurable bonus and malus schedule
05↗

Carrier strategy

+

Review carrier mix, zones, weights, surcharges and service levels to reduce dependence and cost per shipment.

  • Analyse cost and service by lane, zone, weight, format and delivery promise
  • Model alternative mixes across national, regional and specialist carriers
  • Assess concentration risk, peak capacity, coverage, quality and transition cost
OUTPUTTarget carrier mix and tender or renegotiation plan
06✓

Transition and governance

+

Build the testing, cut-over, KPI, meeting and escalation plan required to protect continuity.

  • Build milestones, owners and readiness criteria across systems, inventory and processes
  • Define testing, data migration, dual running, cutover and contingency actions
  • Set daily KPIs, war room routines and escalation paths for the first weeks
OUTPUTTransition and stabilisation plan through go live
THE PATH
01Diagnosis
02Decision
03Implementation
04Measurement
Relevant operational experience
RELEVANT EXPERIENCE

Launching a new 3PL operating model

When a delayed Sort Centre created a critical capacity gap ahead of Peak, Giulio developed an alternative to the original internal solution: Amazon’s first outsourced ATS Sort Centre in Europe. He owned the business case, supplier selection and commercial negotiation, then coordinated the model through launch and ramp up.

View the full project
EXPECTED OUTCOME

Clearer decisions.
Stronger Operations.

Transparent costs and cost drivers

Negotiable rates, SLAs and responsibilities

Performance-linked commercial incentives

Clear governance after signature

CONCRETE OUTPUTS
01Cost baseline and scenarios
02Tender pack and scorecard
03Negotiation term sheet
04Transition plan and governance
FIRST CONVERSATION · 30 MINUTES

Are your Operations becoming
a constraint on growth?

Tell me what is happening. In 30 minutes, we will clarify the priorities and whether working together makes sense. No charge and no obligation.

Let’s discuss your Operations30 minutes · no charge
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