Streamline internal and external communication

Below we discuss seven typical cases we encountered in contacts with companies:


Efficient communication is fundamental.

Streamline communication inside and outside the company already now.

Case 1: The product is ready for sale and should be delivered to the client. Notified by e-mail, the forwarding department arranges transport by choosing the best carrier. Client calls the sales staff and asks them about the possible delivery time. They try to call the forwarding department, but after failing to do so, they send them an e-mail with the said question. A logistics employee calls the carrier asking why the car has not reached the client yet. Phones ring and e-mails are sent while the client waits for the response.


Case 2: The yearend is approaching and the forwarding department prepares contracts for forwarders for the coming year. They hold multiple tender procedures for predefined routes. Bids come in by e-mail as PDF files and logistics staff have their hands full checking that they are correct and re-writing prices to Excel files. Forwarders write e-mails and make calls to enquire whether their bids were received and whether they can hope for a talk to expound their bids (or for the so-called run-off).


Case 3: A forwarding department employee prepares a transport order for acarrier by filling in the relevant template in the Word Office program. They ask the carrier over the phone or by e-mail about the lacking details (driver’s name, car registration number, etc.). When they have the order ready, they send it by e-mail or fax. The carrier prints it out and sees that there is a mistake in the driver’s name. They call the logistics officer and the latter adjusts the document and re-sends the order.


Case 4: The sales department runs negotiations with a new client. To present them with the final sales offer, they still need to know the transportation costs. They send an inquiry by e-mail to the forwarding department. A logistics officer responses that they need extra details, like the admissible height of pallets placed on the car or the certificates required by the client, to give the said costs. Of course, the sales department has such details, but they did not know that they should have given them in their inquiry. The logistics officer gathers bids from forwarders, because no transports have been made on this route yet. They send the best bids to the sales department whether they are re-calculated from the cargo price to the unit product cost. After one week’s time, it turns out that another logistics officer received a very similar inquiry from another sales officer and that they have already prepared the relevant valuations.


Case 5: A forwarder sent an invoice for the transports made. Inside the company, the reconciliation process starts – which plant ordered which transports and which prices were agreed with the forwarder – because no item seems correct on the invoice. In order to send the invoice to the accounting department for clearing the transportation costs in the financial and booking system or in the sales system, employees need to gather many items of information from numerous persons in the company.


Case 6: Due to the client delivery delays, clients demand discounts or decrease their orders. The superior asks logistics officers to prepare a relevant report to charge forwarders with the costs of delivery delays. It takes a few days for the logistics officer to develop the said breakdown.


Case 7: Reaching the logistics or forwarding department on the phone is practically a miracle.


If you have already experienced at least one of the above-discussed cases at your company, you certainly need SOOT.



Contact with us:
Jerzy Pikul
Marta Bogacz