Time and again, our parcel spend management clients report considerable savings they’ve achieved as a direct result of their access to actionable data - and often with the help of the Cass Parcel Advisory Services™ team.
Leveraging their in-depth client data in CassPort, Cass clients can identify problem areas that represent opportunities for savings.
Although this manufacturing company was self-insured, the data that Cass collected from invoice files showed that employees were still spending $600,000 per year by insuring individual packages.
We were able to pinpoint the bulk of the problem to a few locations. Through training and ongoing monitoring, 95% of the expense was eliminated.
With another client, not long after our relationship began, we noticed that they had over 100 open but inactive accounts. Each inactive account cost $18 per week in service charges, adding up to $110,000 annually. With the client’s approval, Cass contacted the carrier to close the accounts.
When systems go into production for new clients, a few problems usually jump out almost immediately. Often, one of these is a history of paying late fees.
The first few invoices we received for a manufacturing client all had hefty late fees. Inquiring with the carrier, we discovered that our customer had unknowingly spent $140,000 on late fees in a 14-month period. Because these charges are typically hidden in the invoice, the client asked for and received a refund.
When its parcel carrier announced a General Rate Increase of 4%, this high-volume shipper budgeted for a 4% increase in its parcel costs. But, in reviewing the client’s shipping mix, Cass realized that its actual rate increase would be 7%. Cass and the client worked with the carrier to secure a net 4% increase overall – resulting in an annual savings of $900,000.
While visibility reveals opportunities to act upon, audit savings happen every day, automatically. A new global client was shocked to see 5% audit findings on their intra-European parcel shipments. In this unique case, part of the problem was that the shipper had poor rate agreements. Cass helped convert them into air-tight contracts.