Elimination/Reduction of Preventable

Cargo Transport Delays in XYZ Logistics

by

Ellainne P. Castor

A Practicum Paper Submitted to the

School of Industrial Engineering and Engineering Management in Partial
Fulfillment of the Requirements for the Degree of

Engineering Management
(EMG199-1R)

Mapa Institute of Technology

March 2017
 APPROVAL SHEET

This is to certify that we have supervised the preparation of and read the practicum paper
prepared by Ellainne P. Castor entitled Elimination/Reduction of Preventable Cargo
Transport Delays in XYZ Logistics and that the said practicum paper has been submitted
for final examination by the Oral Examination Committee.

Rene D. Estember
Adviser

As members of the Oral Examination Committee, we certify that we have examined this
practicum paper, presented before the committee on March 11, 2017, and hereby recommend
that it be accepted as fulfillment of the practicum requirement for the degree in Engineering
Management

Jenalyn Shigella G. Yandug Jose S. Villegas

Panel Member 1 Panel Member 2

Floro Deogracias G. Llacuna

Panel Member 3

This practicum paper is hereby approved and accepted by the School of Industrial
Engineering and Engineering Management as fulfillment of the practicum paper
requirement for the degree in Engineering Management.

JOSEPHINE D. GERMAN
Officer-in-Charge, School of IE-EMG

2
 ABSTRACT

This study is carried out to analyze the cargo transport delays in XYZ Logistics. The
objectives of this study to assess the current cargo transport process (from receipt of booking
order up to completion of the pick-up and delivery service) of XYZ Logistics, to identify the
root cause/s of the cargo transport delays at XYZ Logistics and classify the preventable and
unpreventable factors causing the delay, and to recommend solutions that will
eliminate/reduce the preventable factors causing the cargo transport delays at XYZ Logistics.
The structured interview was done with the respective workers and was supported from
documents review in order to support the analysis. The structured interview can be analyzed
using IE-EMG tools: Process Mapping, Pareto Analysis, Why-Why Analysis, and How-How
Analysis. The findings revealed that the factors that contribute to the cargo transport delays
are due to the delay in dispatching the assigned truck, delay in port area, and road accidents.
In order to avoid this problem occur in the future, the author recommended XYZ Logistics to
implement the usage of Road Hazard Mapping, increase their leadtime for transport process,
modify their existing Transport (Pick Up and Delivery) Process, increase the value of their
current Job Qualifications for Drivers and Helpers/pahinante, and modify their existing
Daily Vehicle Inspection checklist.

Keywords: Cargo Transport Delays, Preventable and Non-Preventable Delays,

Elimination/Reduction of Preventable Cargo Transport Delays
 ACKNOWLEDGEMENT

This practicum paper would not have been possible without the most appreciated support that
the author has received from the following people.

First of all, the authors thanks to Ms. Ma. Angela C. Besilia, Ms. Evangela Clio M.
Canobas, Ms. Terina Viktoria Q. Factura, and Mr. Paul Patrick S. Juanillo for the
selfless and generous assistance they offered to the author during the documentation and
presentation of the study to the Oral Examination Committee.

Of course, the author would like to express her sincerest gratitude to her interviewee, Mr.
Manuel V. Tibayan, for giving her quite an indulging experience as she conducted her
interview.

A million thanks (and admirations) to Prof. Rene D. Estember, a professor who never failed
to inspire the author and had put a lot of faith in her, supervising the completion of the
authors paper.

In addition, I express my appreciation to Prof. Jenalyn Shigella G. Yandug, Prof. Jose S.

Villegas and Prof. Floro Deogracias G. Llacuna for having served on my committee. Their
thoughtful questions and comments were valued greatly.

Also, I would like to thank my parents, Eveleyn P. Castor and Hurberto M. Castor for
providing me financial support for the documentation of the study.

And last, but most certainly not the least, I send my greatest gratitude heavenward to the
Almighty God, whom I have asked for guidance and strength for the entirety of this
difficult-but-fruitful journey.

Ellainne P. Castor
 TABLE OF CONTENTS

TITLE PAGE

ABSTRACT...................................................................................................................................

ACKNOWLEDGEMENT..............................................................................................................

TABLE OF CONTENTS.................................................................................................................

LIST OF TABLES..........................................................................................................................

LIST OF FIGURES.......................................................................................................................

CHAPTER I: INTRODUCTION....................................................................................................

CHAPTER II: REVIEW OF RELATED LITERATURES............................................................

Synthesis............................................................................................................................

CHAPTER III: ELIMINATION/REDUCTION OF PREVENTABLE CARGO TRANSPORT

DELAYS IN XYZ LOGISTICS....................................................................................................

Abstract..............................................................................................................................

Introduction........................................................................................................................

Methodology......................................................................................................................

Results and Discussion......................................................................................................

Conclusion.........................................................................................................................

CHAPTER IV: CONCLUSION....................................................................................................

CHAPTER V: RECOMMENDATION.........................................................................................

REFERENCES...............................................................................................................................

APPENDICES.................................................................................................................................
 LIST OF TABLES

TABLE 1.1: TOP 3 CORPORATIONS IN THE PHILIPPINES, 2016...................................16

TABLE 1.2: TOP 3 LOGISTICS SERVICE PROVIDERS IN PHILIPPINES, 2011.............16
TABLE 1.3: NUMBER OF ACTUAL TRIPS (APRIL 2015 TO MARCH 2016)..................19
TABLE 1.4: NUMBER OF DELAYED TRIPS (APRIL 2015 TO MARCH 2016)...............20
TABLE 1.5: NUMBER OF MINUTES DELAYED IN ALL TRIPS (APRIL 2015 TO
MARCH 2016)........................................................................................................................20
TABLE 1.6: DELAYED CARGO TRANSPORT REPORTS (OCTOBER 2015 TO MARCH
2016)........................................................................................................................................22
TABLE 1.7: MINUTES DELAYED IN CARGO TRANSPORT (OCTOBER 2015 TO
MARCH 2016)........................................................................................................................22
TABLE 1.8: FUEL COST (OCTOBER 2015 TO MARCH 2016)..........................................22
TABLE 3.1: CURRENT TRANSPORT (PICK UP AND DELIVERY) PROCEDURE........44
TABLE 3.2: SAMPLE RECORDED DELIVERY MONITORING REPORT FOR
WAREHOUSE 1......................................................................................................................47
TABLE 3.3: NO. OF TIMES THAT THE MAJOR FACTORS CAUSING THE
OCCURRENCE OF VEHICULAR ACCIDENTS EXISTED...............................................22
TABLE 3.4: JOB QUALIFICATIONS FOR TRUCK DRIVERS AND PAHINANTE......44
TABLE 3.5: SURVEY RESULTS...........................................................................................63
TABLE 3.6: NO. OF RECORDED DELAYED TRIPS DUE TO BAD WEATHER
CONDITIONS.........................................................................................................................64
TABLE 3.7: PROPOSED TRANSPORT (PICK UP AND DELIVERY) PROCESS.............82
TABLE 3.8: PROPOSED JOB QUALIFICATIONS FOR TRUCK DRIVERS.....................83
TABLE 3.9: PROPOSED JOB QUALIFICATIONS FOR TRUCK HELPER /
PAHINANTE.......................................................................................................................84
 LIST OF FIGURES

FIGURE 1.1: COMMON 3PL CUSTOMER SERVICE COMPLAINTS................................2

FIGURE 1.2: TRANSPORT AND STORAGE ESTABLISHMENTS FOR ALL
EMPLOYMENT SIZES BY INDUSTRY GROUP, 2012.........................................................4
FIGURE 1.3: EMPLOYMENT FOR TRANSPORT AND STORAGE SECTOR FOR ALL
ESTABLISHMENTS BY INDUSTRY GROUP, 2012.............................................................5
FIGURE 1.4: INCOME AND EXPENSE FOR TRANSPORT AND STORAGE SECTOR
FOR ALL ESTABLISHMENTS BY INDUSTRY GROUP, 2012............................................6
FIGURE 1.5: FAST LOGISTICS LOGO (TOP 1 PLAYER IN THE INDUSTRY)...............16
FIGURE 1.6: SWOT MATRIX FOR EXTERNAL AND INTERNAL ANALYSES.............17
FIGURE 1.7: SUPPLY CHAIN DIAGRAM...........................................................................18
FIGURE 3.1: IPO OF OBJECTIVE 1.....................................................................................38
FIGURE 3.2: IPO OF OBJECTIVE 2.....................................................................................39
FIGURE 3.3: IPO OF OBJECTIVE 3.....................................................................................40
FIGURE 3.4: PARETO ANALYSIS........................................................................................48
FIGURE 3.5: WHY-WHY DIAGRAM...................................................................................49
FIGURE 3.6: REPLACEMENT OF ASSIGNED CHASSIS AND NO AVAILABLE
DRIVER OR LATE DRIVER.................................................................................................50
FIGURE 3.7: FREQUENCY OF THE CONTRIBUTING FACTORS CAUSING THE
DELAY (LD AND ROAC)......................................................................................................51
FIGURE 3.8: TRAFFIC CONGESTION................................................................................53
FIGURE 3.9: FREQUENCY OF THE CONTRIBUTING FACTORS CAUSING THE
DELAY (TC)............................................................................................................................54
FIGURE 3.10: WRONG CONTAINER NO. ON CONTAINER RELEASE ORDER...........54
FIGURE 3.11: FREQUENCY OF THE CONTRIBUTING FACTORS CAUSING THE
DELAY (WCNOC)..................................................................................................................55
FIGURE 3.12: LOW QUALIFICATIONS FOR THE DELIVERY TEAM (DRIVER AND
PAHINANTE)......................................................................................................................55
FIGURE 3.13: FREQUENCY OF THE CONTRIBUTING FACTORS CAUSING THE
DELAY (INVOLVING MANPOWER ERROR)....................................................................56
FIGURE 3.14: MAJOR FACTORS CAUSING THE OCCURRENCE OF VEHICULAR
ACCIDENTS...........................................................................................................................57
FIGURE 3.15: COMPLICATED VEHICLE CHECKLIST....................................................60
FIGURE 3.16: EXISTING DAILY VEHICLE INSPECTION CHECKLIST........................62
FIGURE 3.17: SURVEY QUESTIONNAIRE........................................................................62
FIGURE 3.18: BAD WEATHER CONDITION.....................................................................64
FIGURE 3.19: PREVENTABLE CAUSES............................................................................65
FIGURE 3.20: UNPREVENTABLE CAUSES.......................................................................66
FIGURE 3.21: HOW-HOW DIAGRAM.................................................................................71
FIGURE 3.22: ROAD HAZARD MAPPING TEMPLATE...................................................72
FIGURE 3.23: SAMPLE ROAD HAZARD MAPPING........................................................78
FIGURE 3.24: COMPARISON OF THE CURRENT AND PROPOSED TRANSPORT
PROCESS................................................................................................................................79
FIGURE 3.25: PROPOSED NEW DAILY VEHICLE INSPECTION CHECKLIST............87
Chapter I
 Chapter 1 INTRODUCTION

Maintaining lower operational costs for every company in different industries is one

significant factor to consider to get more value to its financial assets or to increase the

operating income. Most of the companies were simultaneously trying to find different ways

in order to lower their cost structure and transform fixed costs into variable costs. In line with

this, logistics-related service or third-party logistics (3PL) in particular, as part of Supply

Chain Management, has emerged as one of the major areas for companies under different

industries to gain competitive advantage in terms of cost efficiency. By definition, Supply

Chain Management is a network of facilities, vehicles, and logistics information systems

connected by business, suppliers, and customers with a main objective of providing goods to

customers at the right time with the right price (Frazelle, 2002). While Logistics is deem to

be recognized as wide set of activities that contributes to the transformation and goods

circulations (Handfield and Nichols, 1999).

Third-party logistics (3PL) is known to have an essential role in different companies

of different industries such as manufacturing, retail, and pharmaceutical. And outsourcing

logistics services has been a vital consideration of these companies in order to lower their

operational costs. Its beginning can be traced during the years 1970s and 1980s. With third-

party logistics service providers, these companies were able to acquire an expertise and

resources that dont exist internally based on competitive advantage, special resources, and

special knowledge. Also, third-party logistics service providers were able to help these

companies to focus on their core competencies, enhance their operations and customer
service, and more importantly, to improve their processes by cutting costs and avoiding

capital expenditures, passing up labor problems and service time deficiency.

Cleary, third-party logistics providers have exposed their significant impact on a

company as they assist the companys core business. In view of this, an effective delivery

process is a requirement that a third-party logistics provider must comply in order to achieve

delivery target if theres any (i.e. time of arrival of the delivery). If the cargoes being

delivered were late and as a result, delay in the execution of the next process, it may cause

penalties in certain succeeding processes. According to Baritz and Zissman (1983), there are

several common customer complaints. The previous research shown in Figure 1.1 illustrates

what the respondents felt were the most common service failures. Late delivery, a logistics

customer service variable, accounted for nearly half of the mentioned customer service

complaints while product quality mistakes represented about a third.

Common 3PL Customer Service Complaints

Late Delivery
Product Quality
7% 6% Damaged Goods
12% 44% Frequently Cut Items
Others
31%

FIGURE 1.1: COMMON 3PL CUSTOMER SERVICE COMPLAINTS

With the result of the research conducted showing the common complaints of the

customers, delivery performance should be considered as one of the main drivers in the fields

of third-party logistics. This aspect of delivery performance generally has two dimensions:

speed and reliability (Stock et al., 1998). Speed is meant in the sense of having short lead,

response and delivery times as well as being flexible to be able to quickly adjust the

organization and respond to new demands while reliability is illustrated to be the number of
items delivered on time divided by total number of deliveries. On a general outlook, moving

product across international borders is like negotiating an intricate maze, riddled with

potential pitfalls thus, making the third-party logistics service providers to handle the

services with the consideration of dealing with the sensitivity of its environment. Global

logistics, though global in nature, must still take into account national and regional

differences (Russel and Taylor, 2011). Customs, business practices, and regulations can

change widely from country to country and even domestically within a country.

Third-party logistics is an essential part of a big sector in the Philippines called the

Transport and Storage Sector. This sector contributes a big factor in everyday activity of

various businesses. It encompasses a wide range of services and exists in every single

country around the world. This sector can be broken down into industries such as Land

Transport, Sea Transport, Air Transport, and even Logistics, etc.

In a Philippine setting, Transport and Storage Sector is one of the 18 economic

sectors within the scope of the 2012 Census of Philippine Business and Industry (CPBI)

classified under the 2009 Philippine Standard Industrial Classification (PSIC). This sector is

then broken down to different industries: (1) Transport via Buses Industry, (2) Other Land

Transport Industry, (3) Sea and Coastal Water Transport Industry (4) Passenger Air Transport

Industry, (5) Support Activities for Transportation Industry (mainly includes freight

forwarding, customs brokerage, and logistics), and (6) Other Transport and Storage

Industries.

Thousands of establishments worldwide involved in these industries are operating

locally and internationally affecting significantly the other industries. In this view, Transport
and Storage Sector indeed plays a vital role in the growth of other sectors of the Philippine

economy, in particular.

Based on the final results of 2012 Census of Philippine Business and Industry (CBPI)

released most recently by the Philippine Statistics Office dated 29 th of December 2014, there

were 2,327 establishments engaged in Transport and Storage Sector. In terms of number of

workers, the establishments with total employment of less than 20 represented 1,224 (52.6%)

of the total establishments. And the remaining 1,103 (47.4%) establishments have total

employment of more than 20.

Figure 1.2 shows the percentage distribution of the 2,327 establishments by industry

groups (Sea and Coastal Water Transport, Transport via Buses, Other Land Transport,

Support Activities for Transportation, Other Transport and Storage Industries) which are all

part of the Transport and Storage Sector in the Philippines.

Percentage Distribution of Transport and Storage Establishments for All Employment Sizes by Industry Group: Philippines, 2012
(Total Establishments = 2,327)

Sea and Coastal Water Transport Transport via Buses Other Land Transport
10% 6%
11%

Support Activities for Transportation Other Transport25%

and Storage Industries
48%

FIGURE 1.2: TRANSPORT AND STORAGE ESTABLISHMENTS FOR ALL

EMPLOYMENT SIZES BY INDUSTRY GROUP, 2012

Support Activities for Transportation Industry had the largest percentage in the

Transport and Storage Sector. It has 1,121 establishments or 48.2% of the total

establishments. Majority of these support activities were engaged in freight forwarding,

customs brokerage, and logistics. This was followed by Other Land Transport Industry and
Transport via Buses Industry with 577 establishments (24.8%) and 253 establishments

(10.9%), respectively.

On a regional basis of establishment locations, most of these establishments were

located in Metro Manila (National Capital Region or NCR) with 1,324 establishments or

56.9% of the total establishments. This was followed by Central Visayas with 217

establishments (9.3%) and CALABARZON came in third with 174 establishments (7.5%).

Employment for the Transport and Storage Sector reached a total of 149,277 in 2012

which is also based on the most recent Census of Philippine Business and Industry (CBPI).

Almost all or 98.6% were paid employees (147,169). Establishments with total employment

of 20 and over employed 137,942 or 92.4% of the total employment while 11,335 workers or

7.6% were for establishments with total employment of less than 20. The distribution of

employment by industry group for the sector is shown in Figure 1.3.

Employment for Transport and Storage Sector for All Establishments by Industry Group: Philippines, 2012
(Total Employment = 149,227)
100,000
50,000
Employment 0 55775 29780 29235 19879 14608

Industry Group

FIGURE 1.3: EMPLOYMENT FOR TRANSPORT AND STORAGE SECTOR FOR

ALL ESTABLISHMENTS BY INDUSTRY GROUP, 2012

Among the industries that are part of Transport and Storage Sector, Support Activities

for Transportation Industry had the highest number of employees with 55,775 (37.4%). The

Transport via Buses Industry ranked second with 29,235 (19.6%) and Other Land Transport,

third with 19,879 (13.3%).

 In terms of income earned in 2012 for Transport and Storage Sector, it reached

PHP373.1 billion. Establishments with total employment of 20 and over have generated

PhP359 billion (96.2%) while establishments with total employment of less than 20 have

accounted for PHP14.1 billion (3.8%). Passenger Air Transport Industry was the top

contributor (PHP132.0 billion or 35.4% of the total). Earning the second place was Support

Activities for Transportation Industry with PHP124.1 billion (33.3%) which is followed by

Sea and Coastal Water Transport Industry with PHP46.0 billion (12.3%).

Expenses for operating Transport and Storage Sector summed up to PHP336.7 billion.

Establishments with total employment of 20 and over have spent PHP324.8 billion (96.5%)

of the total costs while PHP11.9 (3.5%) were utilized by establishments with total

employment of less than 20. Passenger Air Transport Industry has incurred the highest cost

with almost PHP137.3 billion (40.8%) followed by Support Activities for Transportation with

PHP90.0 billion (26.7%). Sea and Coastal Water Transport Industry came in third with

PHP42.6 billion (12.6%).

The revenue and cost distribution for the sector for all establishments by industry

group is shown in Figure 1.4. Aside from the said top three industries which have incurred

the highest cost, there were also Other Transport and Storage Industries and Transport via

Buses.
Income and Expense for Transport and Storage Sector for All Establishments by Industry Group: Philippines, 2012
(Total Income = PHP373.1B ; Total Expense = PHP336.7B)
150
100 132 137.3 124.1
50 90
53.1 49.5
0
Revenue and Cost Total Expense4642.6
(in billion pesos)
Total Income 17.917.3

Industry Group

FIGURE 1.4: INCOME AND EXPENSE FOR TRANSPORT AND STORAGE

SECTOR FOR ALL ESTABLISHMENTS BY INDUSTRY GROUP, 2012
With the 2012 Census of Philippine Business and Industry information from

Philippine Statistics Office, Support Activities for Transportation Industry in the Philippines

had the largest impact among the industries under Transport and Storage sector. This

industry, as already said, includes freight forwarding, customs brokerage, logistics, etc.

In general, the activities involved in Support Activities for Transportation Industry are

characterized by taking responsibilities for transporting goods, materials, or products from a

point of origin to a designated place which also includes the management of freight, storage,

packaging, and inventory. The basic modes of transporting the goods, materials, or products

across the Philippines are by means of road, rail, water, or air. The country is an archipelago.

Thus, it requires both land and sea transport networks.

Third-party logistics, as a main part of the Support Activities for Transportation

Industry in the Philippines, plays an essential part in Supply Chain Management. It is used to

plan and coordinate the movement of cargoes timely, safely and effectively. Supply chains

are unique networks between businesses that deal with the production, shipment,

warehousing and delivery of products. These networks affect sales and profits which made

them important to different businesses. However, without effective and well-organized

logistics, supply chains would not be able to help these businesses gain a clear advantage

over market competition.

Essentially, the industry has a guiding principle or key success factor focusing on

delivery on or before the scheduled delivery time. Effective transport improves a certain

supply chain by minimizing waste of materials and time. This helps supply chain

professionals transport products and deliver them to the right location, on time which is a

priority for any successful businesses.

In fact, in a study entitled as Key Success Factors and Their Performance

Implications in the Indian Third-party Logistics (3PL) Industry that is retrieved from

International Journal of Production Research made on January 2012 by Nachiappan

Subramanian, it has been specifically found out that the key success factor of relationship

with clients significantly influenced the operations measures of on-time delivery performance

and client satisfaction and the financial measure of profit growth. Similarly, the key success

factor of skilled logistics professionals improved the operational measure of client

satisfaction and the financial measure of profit growth.

Furthermore, Chrisoula Papadopoulou said that the 3PL Survival Guide is about

taking into consideration the: (1) cost efficiency of services which means having low but

flexible costing (2) company control maintenance over the 3PL services like having a

compatible information technology (3) operational efficiency that basically applies

technological development (4) specialization (service or industry) such as consistency &

reliability of services, and (5) maintenance of long-term contracts.

In order to classify the industrys key success factors, reviewing the external factors

of the industry is performed. Political, Economic, Social, Technological, Legal, and

Environmental (PESTLE) Analysis has been preferred to review the external factors that

influence the Support Activities for Transportation Industry in the Philippines. The factors

and discussions explained below signify the main drivers of the said industry in the

Philippines under each category.

In terms of Political factor, significant increase in a national budget for new

infrastructures could certainly affect the growth of the Support Activities for Transportation

Industry. In line with this, the proposed national budget for year 2017 in the Philippines is

said to be higher by 11.6% than the year 2016 budget of P3.002 trillion and represents 21%

of the projected Gross Domestic Product (GDP) for 2017. This is in accordance with the

information released by the Department of Budget and Management (DBM). With the said

budget, the government has increased the allotment for building new infrastructures (roads

and bridges, ports and airports, railways and urban transit systems, irrigation systems and

water systems) as it is one of the priorities of the Administration of President Rodrigo

Duterte, which essentially contributes to the growth of the Support Activities for

Transportations Industry. The 2017 budget for new infrastructure as per Pres. Rodrigo

Duterte will be 5% to 7% of the GDP. Other factors that can politically contribute to the

growth of the industry: (1) On-going infrastructure development projects improve long-term

prospects, and (2) Supportive regulatory changes are catalysing growth by removing

inefficiencies. As a conclusion, for the Philippines whose economy is somewhat dependent

on getting goods and services to and from markets across the country and around the world, a

higher investment that is being considered by Pres. Dutertes Administration in infrastructure

could help the countrys Support Activities for Transportation Industry in such a way that

there could be lower operational costs and higher service efficiency with required safety
standards. Thus, strong and powerful position in such environment could be achieved. Other

than that, new companies under this industry could be put up. Also, there could be merging or

acquiring of existing third-party logistics providers operating in the local market which will

result to increased market share. With big companies operating on international level, an

advantage of built global networks could be regarded.

Economically, the level of Gross Domestic Product (GDP) has always been

considered to have a vital role in the growth of the Support Activities for Transportation

Industry. It significantly acts as a main driver of the industrys growth in terms of economic

factor. The GDP figure announced by Socioeconomic Planning Secretary Ernesto M. Pernia

on August 18, 2016, is 6.8% which made the Philippines the fastest growing economy in the

region. Secretary Pernia also said that the figure gives the government confidence that it

would be able to hit the official government target of 7% to 8% for the entire year of 2016.

The high growth recorded for the second quarter of 2016 was driven mainly by the industry

and services sectors. The industry sector, where Support Activities for Transportation

Industry belongs, hits 6.9% growth. The services sector, meanwhile, recorded a growth of

8.4%. Overall, economic production and growth which is represented by Gross Domestic

Product (GDP), has a large impact on the growth of the Support Activities for Transportation

Industry. For instance, when the Philippine economy is healthy, there could be low

unemployment rate and wages could likely be increased as the industry demands labor to

meet the growing economy. On the other note, if an economic crisis appears, companies

under this industry should consider not to stop investment plans, continue to strengthen their

position in the market and expand if possible in order to maintain their operations and remain

in the industry.
 In terms of social factors, attitudes, interests and opinions of the clients of companies

are the main drivers of the growth of the Support Activities for Transportation Industry.

Third-party logistics service providers in particular, which represents a big part of this

industry, are responsible in dealing with these social factors. They must be able to offer

services that aim to complement and benefit their clients' needs and wants. These third-party

logistics service providers need to establish their brand either locally, internationally, or both

and achieve good and reliable image and service quality among their clients so that they

would not lose market share and demand for their services being offered. However, it is not

only them that socially affect this industry. There are also other parts of working environment

involved that they are in contact with like employees, investors, etc. Satisfaction surveys for

clients, employees, and market as a whole will help them to build its brand and image,

increase employees commitment and shape public awareness that will essentially result to

the improvement of this industry. An illustration in particular that is related to social aspect is

the problem of traffic congestion that is currently being faced by the people in the

Philippines. It has been a problem since a high volume of public and private vehicles are all

over the Metro and any other major roads in the country. It significantly affects the Support

Activities for Transportation Industry in such a way that when stuck in traffic during the

delivery process, truck drivers and their accompanying person would not be able to go home

on time to spend the rest of the day with their families due to working beyond their duty

hours in order for them to get to the warehouse. Thus, there would be an appearance of

different social problems among their family members and other society members related to

them as well.
 Technological factors also have a significant place in Support Activities for

Transportation Industry as it rapidly moves the companies forward. One of the technologies

influencing this industry is the Information and Communications Technology. The exchange

of information between the people involved in this industry will be faster which will give

benefit to the third-party logistics service providers as they can respond quickly to any

changes in their operations. However, it brings extra pressure on them because with this

benefit, they are expected to deliver on time. Furthermore, Warehouse and Transportation

Management Systems is also influencing this industry. This is because there could be

challenges like dealing with the safety transport of sensitive products such as

pharmaceuticals to the healthcare industry which is done within a temperature-controlled

environment. This illustration shows that it is necessary to have advancement in Warehouse

and Transportation Management Systems for Support Activities for Transportation Industry.

In view of this, the operations of third-party logistics providers are not only about vehicles

and aircrafts. There are other specific considerations that need technological development

and improvement such as posting, collection, sorting, transport, warehousing, and delivery.

Generally, to be able to meet quality standards and gain advantage among market

competition, speed and reliability are the key success factors for this industry.

For operations of every third-party logistics provider, legal factor is also important.

They have obligations like directives, taxes, rules and regulations that they must be aligned

with to be able to operate. These obligations that they must be aware of are mainly related to

the environment and company-client relationship. They are forced to invest into

environmentally friendly operations and need to have a good connection with their clients.
 Support Activities for Transportation Industry involves trucking services which have

significant impact on the green house gases in the atmosphere. This shows that

environmental factor is also influencing the said industry. Mobility in the Philippines, to be

specific, has increased and brought many indisputable advantages that must be weighed to

avoid complications with respect to the environment. Many countries other than the

Philippines have already issued legislation that forces not just logistics companies but also

other companies related to transport services to reduce emissions. Support Activities for

Transportation Industry has great effect on air pollution not just in the Philippines but

globally as well. It is an undisputable fact and companies are forced to comply with the

requirements of the government to reduce their contribution on pollution of the global

environment. At present, there are companies that have started implementing special projects

which helps them reduce pollutions and to be compliant with the national issued legislation.

Like the other factors in the PESTLE Analysis, continuous research and development would

also most likely be the key success factor of environmental analysis.

Per the information gathered as part the PEST Analysis, it has been clearly indicated

that the total value of Support Activities for Transportation Industry in the Philippines is

determined within a complex set of factors that includes political and public priorities mainly

by allocating higher budget in infrastructure, the status of Gross Domestic Product, clients

attitude, interests, and opinions, the advancement of Information and Communications

Technology and Warehouse and Transportation Management Systems, the legal factors, and

other effects of transportation related on safety, traffic congestion, and environmental issues.

From the industry analysis conducted in the study, Support Activities for

Transportation Industry in the Philippines is found to be highly competitive. There is a

demand of service efficiency and quality. And in order for the third-part logistics service

providers to succeed in this industry, they must have good operational cost efficient network

prioritizing the delivery speed, reliability and modern technology in particular that could

support them on both local and international levels.

Under Support Activities for Transportation Industry, XYZ Logistics has been in the

business for over 40 years. By having experience in all aspects of cargo transportation and

handling, XYZ Logistics has been able to create its own global network of owned companies

and trusted agents. From its roots as a German/French/Filipino company with operations in

the Philippines, it is already covering the world with its own network.

The company goes further than most by providing specialized logistics in the fields

of: (1) freight forwarding, (2) contract logistics, (3) warehousing and distribution, (4) cold

storage, and (5) project and heavy-lift services.

XYZ Logistics main office is located in Pascor Drive, Paraaque City near NAIA

Terminals 1 and 2. Other offices located in Luzon are Alabang, Cavite, Laguna, Batangas,

Pampanga, Subic, Bataan, and Baguio. In Visayas, there are offices in Iloilo, Bacolod, and

Cebu. And in Mindanao, the offices are located in Cagayan de Oro, Davao, and Zamboanga.

With its primary operations in the Philippines and Southeast Asia, the company operates in

12 other countries including the United States of America, United Kingdom, Germany,

Singapore, Vietnam, China, Hong Kong, Cambodia, Palau, Guam, Taiwan, and Thailand.

Recognizing the need for state-of-the-art information technology systems, XYZ

Logistics continuously invests and upgrades its system to stay ahead of competition by

providing the best available services. Its electronic purchase order management system lets

the clients to have real-time access to information about their products any time, any day. The
companys best assets are its people who are highly trained to serve the client well by

implementing specialized logistics concepts. The company knows that competitive rate

structures are a pre-requisite of obtaining and maintaining the trust of its clients.

XYZ Logistics envisions itself to be a world-class total logistics provider offering

specialized, high quality and cost efficient logistics solutions promptly, effectively and

professionally at all times, anywhere. Their missions are about: (1) being committed to their

customers and partners in a mutual journey of growth and success, (2) aiming to grow and

profit with the knowledge that each customer they serve is fully satisfied, (3) adhering to the

concept of reliability, competence, competitiveness and integrity, (4) being committed to

have the latest technology to keep up with the demands of the global market, (5) caring for

the welfare of their employees, community, and environment.

Some of their major clients are Petron Corporation, Shell Philippines, and last but

certainly not the least, San Miguel Pure Foods Company Inc.

Furthermore, XYZ Logistics has a group of companies. Company A is a reliable

provider of customs clearance services that is equipped with customs brokers that have

extensive experience in the brokerage industry.

Subic is a huge seaport of the Philippines, the former home of the American Pacific

Fleet and a port facility of future importance. Subic caters to the growing economy of the

Philippines. Company B is a recognized locator there, offering services using the Freeport

status of Subic to provide cost effective warehousing and distribution services.

Company C does express customs clearances for airfreight cargoes in Manila 24

hours a day, 7 days a week with a customs cleared release cycle of 3 hours after touchdown.
This service is suitable for high-valued and/or urgent goods. Company C is one of only two

license holders in this category.

Company D is a domestic forwarding and distribution company in the Philippines.

With all 7,107 islands, distribution to everywhere can be a challenge a challenge that the

company meets day by day. Company D enables XYZ Logistics to offer cost effective and

efficient multi modal deliveries throughout the Philippines.

Company E is at the forefront of Japan trade in the Philippines. The company

provides freight forwarding, customs brokerage, trucking and warehouse services that

specifically cater to the needs and demands of Japanese businesses.

In year 2016, the top 3 corporations in the Philippines are the following.

TABLE 1.1: TOP 3 CORPORATIONS IN THE PHILIPPINES, 2016

Rank Food Company Revenue (PHP)
1 Nestl Philippines Inc. 100,676,559,000
2 San Miguel Foods Inc. 67,505,181,000
3 Coca-Cola Bottlers Philippines, Inc. 53,113,784,000

Catering these multinational corporations, some of the major third-party logistics

service providers available in the Philippines are IDS Logistics (Philippines) Inc., DHL

(Transport and Air freight), DB Schenker, and Fast Logistics. Table 1.2 shows the top 3

logistics service providers in 2011 in the Philippines.

TABLE 1.2: TOP 3 LOGISTICS SERVICE PROVIDERS IN PHILIPPINES, 2011

Year 2011
Rank Company Revenue Market
(PHP) Share (%)
2,293,224,55
1 Fast Logistics Corporation (Combined w/ FSC) 15.08
1
2 DB Schenker 2,113,547,847 12.90
1,026,513,39
3 Royal Cargo Inc. 6.75
7
 Having Fast Logistics Corporation as one of the top logistics providers in the

Philippines, it will bring a great impact to the stated nature of services of XYZ Logistics.

FIGURE 1.5: FAST LOGISTICS LOGO (TOP 1 PLAYER IN THE INDUSTRY)

Fast Logistics Corporation is a Philippine-based logistics provider that caters to the

end-to-end need of the customers from the point of origin to the point of destination. It

provides a high level of service integration (air freight, sea freight, inland freight, courier

express, warehouse leasing, warehouse management, trucking, toll packing and selling

distribution) to its multinational clients such as Nestl, Johnson & Johnson, Del Monte,

Unilever, and even automotive parts on behalf of Mitsubishi, giving it a definite edge over its

competitors. Under the umbrella of Fast Logistics are Fastcargo Logistics, Fast Services and

Fast Distribution.

Furthermore, based on the External and Internal Analyses, the factors shown in the

next page have been identified to be taken into account to construct a SWOT Matrix. See

Figure 1.6.
 STRENGTHS WEAKNESSES

- History and experience - No major differentiation among the major

- Strong brand and image competitors (network, history, experience)
- Global network - Bureaucracy, corruption, the lack of
- Committed employees and highly skilled transparent rules and codes of business and a
specialists sometimes murky legal system
- IT advancement - Increasing number of reported cargo
- Wide group of companies which have transport delays in TR1 Department (furtherly
SWOT
specialized roles or services individually explained in Background of the Study)
OPPORTUNITIES MATRIX
THREATS

- Expansion of Food Industry - Traffic congestion

- Higher national budget or investments for
new infrastructure such as roads resulting to
transport service efficiency
- Improvement of services through innovation
- Differentiation from competition (e.g.
expand offer of climate-neutral and climate-
friendly services)
- Varying fuel costs
- Increasing electricity charges
- Power breakdown or interruption
- Threat of falling behind in IT due to
technology development and rapid changes

FIGURE 1.6: SWOT MATRIX FOR EXTERNAL AND INTERNAL ANALYSES

For every competitive environment over the past years, different companies have

become more sensitive in choosing a logistics provider to cater third-party services such as

transport services for their cargoes with the expectation that the services will be delivered

satisfactorily. These companies sought more than just a brand image or value of service, and

looked for value in a much wider sense. In Support Activities for Transportation Industry, a

continuous critical component of such value is service, and a key part of service value is

availability and speed. In other words, there is no value in the service being delivered by any

logistics company until it has reached the point of destination at the scheduled delivery time.

In line with this, XYZ Logistics concern towards clients feedback in order to deliver

a quality and excellent service beyond their expectations should always be one of the top

priorities to consider. However, for the past years in service (Years 2014 and 2015), the
companys Own Fleet Department was having difficulty in dealing with delayed cargo

transport. This occurrence is being supported by the tabulated information of the delayed

trips per month from year 2014 to early 2016 and is shown in the Appendix.

Own Fleet Department has company-owned trucks and is divided into more trucking

departments that cater to certain client each. Trucking 1 (TR1) is under this department. And

the only client that TR1 serves is one of the well known food corporations in the Philippines.

Due to confidentiality, Client X is used to be the WH1

name of the said client in this study. WH2

Manila WH3
TR1s points of delivery destination (Client
Port WH4
Xs 6 warehouses) are Pasig (WH1), Bulacan WH5
XYZ WH6
(WH2), Cavite (WH3), Pampanga (WH4), Alabang Company
(Trucking 1) WH1
(WH5), and Laguna (WH6). The supply chain
WH2
diagram illustrated in Figure 1.7 shows the WH3
Airport
Terminal
distribution process from the pickup point of the WH4
WH5
shipment to all the warehouses mentioned.
WH6
FIGURE 1.7: SUPPLY CHAIN DIAGRAM
 TR1 has 43 trucks and their average trips to the clients six warehouses per day is 57 covering the period April 2015 to

March 2016. During this period, there has been a significant occurrence of delayed shipments. Based on the initial investigation

conducted by the management of Own Fleet Department specifically the TR1, the causes of the delays in the transport services are

human errors like typographical error in encoding process of delivery information or simply negligence in gathering the shipping

details, and unforeseen reasons like traffic congestion and bad weather conditions.

The recorded total number of trips per month and the delayed cargo transport per month in Trucking 1 (TR1) for the service

period April 2015 to March 2016 are shown in Table 1.3 and Table 1.4.

TABLE 1.3: NUMBER OF ACTUAL TRIPS (APRIL 2015 TO MARCH 2016)

Number of Actual Trips per Month
Sales Office / Avg. No. of Trips
Apr- May Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar-
Warehouse per Day
15 -15 15 15 15 15 15 15 15 16 16 16
WH1 8 269 242 269 269 215 269 242 269 215 224 269 215
WH2 6 202 181 202 202 161 202 181 202 161 181 202 161
WH3 10 336 302 336 336 269 336 302 336 269 302 336 269
WH4 12 403 363 403 403 323 403 363 403 323 363 403 323
WH5 2 67 60 67 67 54 67 60 67 54 60 67 54
WH6 18 605 544 605 605 484 605 544 605 484 544 605 484

TABLE 1.4: NUMBER OF DELAYED TRIPS (APRIL 2015 TO MARCH 2016)

 Number of Delayed Trips per Month
Sales Office /
Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar-
Warehouse
15 15 15 15 15 15 15 15 15 16 16 16
WH1 25 27 31 29 22 30 47 52 59 66 66 67
WH2 18 22 21 14 19 24 39 41 44 43 47 45
WH3 21 27 23 20 14 19 32 39 42 45 49 55
WH4 31 30 23 29 33 36 49 55 58 65 59 66
WH5 16 19 11 14 21 22 32 37 32 31 33 31
WH6 31 39 29 33 33 37 49 47 56 64 69 69

These delayed trips per month are associated with the recorded time of departure from the port, and the expected and actual

time of arrival at the warehouse. With this information, number of minutes delayed is identified. The tabulated information of the

number of minutes delayed per month covering the study period is shown below.

TABLE 1.5: NUMBER OF MINUTES DELAYED IN ALL TRIPS (APRIL 2015 TO MARCH 2016)
Number of Minutes Delayed in All Trips per Month
Sales Office /
Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar-
Warehouse
15 15 15 15 15 15 15 15 15 16 16 16
WH1 1117 1226 1297 1101 1103 1251 2743 2724 2084 2543 2324 2121
WH2 936 725 844 916 799 603 1882 1721 1866 1848 1923 1767
WH3 817 874 1080 1137 1081 666 1506 2139 2302 2336 2197 1511
WH4 1492 1378 1059 1309 1148 1293 2260 2838 2747 2540 2763 2354
WH5 867 482 941 611 582 764 1362 1418 1501 1421 1478 1456
WH6 1387 1532 1428 1413 1369 1257 2883 2482 2102 2128 2899 2657
 These cargo transport delays were clearly associated with severe damage to XYZ

Logistics image, reputation, and client relationships. The said delays in the transport process

of the TR1 have contributed to the increasing operating expenses of the company. These

operating expenses include the logistics costs. Under logistics costs were the following

expenses.

(1) Administrative costs Logistics overhead, Insurance, Security, Spoilage

(2) Warehousing Costs of warehouses used, Costs of deterioriation and/or losses generated

in warehouses used

(3) Inventories Costs of maintaining stock, Costs of merchandise in transit

(4) Transport Costs Fuel, Parking and Toll Fees, Freight, Costs of deterioration or losses

generated during transport

The cost that is only considered in the study is mainly the expense under the

Transport Costs which is the cost of fuel consumption as it varies depending on the distance

travelled and the traffic congestion. Driver salary is not included because it covers almost

26% of overall operating expenses, meaning it would take a wide range of study focusing

only for driver salary as contributing factor in effect of transport delays.

By using the provided details to support this study, the author was able to construct

the following problem statement.

For a 6-month operational period (October 2015 to March 2016), Trucking 1 (TR1)

Department of XYZ Logistics has recorded a total of 1,780 delayed cargo reports equivalent

to 76,826 minutes delayed, resulting to a fuel consumption cost of PHP1,279,683.00.

The following tables (Table 1.6, Table 1.7, and Table 1.8) served as the supporting

records of this studys stated problem.

TABLE 1.6: DELAYED CARGO TRANSPORT REPORTS (OCTOBER 2015 TO
MARCH 2016)
Number of Delayed Trips per Month
Sales Office / Warehouse YEAR 2015 YEAR 2016 AVERAGE per WH
October November December January February March
WH1 47 52 59 66 66 67 60
WH2 39 41 44 43 47 45 43
WH3 32 39 42 45 49 55 44
WH4 49 55 58 65 59 66 59
WH5 32 37 32 31 33 31 33
WH6 49 47 56 64 69 69 59
AVERAGE per Month 41 45 49 52 54 56 49

TABLE 1.7: MINUTES DELAYED IN CARGO TRANSPORT (OCTOBER 2015 TO

MARCH 2016)
Number of Minutes Delayed in All Trips per Month
Sales Office / Warehouse YEAR 2015 YEAR 2016 AVERAGE per WH
October November December January February March
WH1 2743 2724 2084 2543 2324 2121 2423
WH2 1882 1721 1866 1848 1923 1767 1835
WH3 1506 2139 2302 2336 2197 1511 1999
WH4 2260 2838 2747 2540 2763 2354 2584
WH5 1362 1418 1501 1421 1478 1456 1439
WH6 2883 2482 2102 2128 2899 2657 2525
AVERAGE per Month 2106 2220 2100 2136 2264 1978 2134

TABLE 1.8: FUEL COST (OCTOBER 2015 TO MARCH 2016)

No. of Delayed Trips
MAX. DISTANCE TRAVELLED TOTAL
Sales Office / per WH
Warehouse OCTOBER 2015 XYZ TO PORT TO WH TO FUEL COST
KM
TO MARCH 2016 PORT WH XYZ (PHP)
WH1 357 24.3KM 25.7KM 18.1KM 68.1 121,558.50
WH2 259 24.3KM 82.6KM 103.4KM 210.3 272,338.50
WH3 262 24.3KM 28.8KM 14.3KM 67.4 88,294.00
WH4 352 24.3KM 82.4KM 102.1KM 208.8 367,488.00
WH5 196 24.3KM 105.4KM 90.9KM 220.6 216,188.00
WH6 354 24.3KM 51.1KM 45.4KM 120.8 213,816.00
1,279,683.00

And in order to arrive at the solution of the stated problem, the author has outlined the

three main objectives of the study: (1) To assess the current cargo transport process (from

receipt of booking order up to completion of the pick-up and delivery service) of XYZ
Logistics, (2) To identify the root cause/s of the cargo transport delays at XYZ Logistics and

classify the preventable and unpreventable factors causing the delay, and (3) To recommend

solutions that will eliminate/reduce the preventable factors causing the cargo transport delays

at XYZ Logistics.

By exploring the scope of this study, globally and in societal context, this study will

help to address the problem of inefficient service delivery of logistics companies that affects

the companies and their clients. This insufficient service delivery may be due to

operations/technical problems or unforeseen reasons such as traffic congestion and bad

weather conditions. Economically, logistics companies will be able to determine the

contributing factors of how transport delays will affect their overall service efficiency which

will reflect their market standing and affect the economy.

Particularly, the students, the company, and the future researchers will benefit this

studys outline. The students will be able to apply their knowledge about the covered topics

of the study; they will be able to identify the root causes of the reported cargo transport

delays at XYZ Logistics. In line with this, the students will also determine the impact of the

stated problem in the companys overall service efficiency. With the knowledge of other IE-

EMG courses, they will be able to determine the areas of improvement and solution to the

problem.

The company will be able to construct and apply an improved transport process based

from the output or results that is obtained in the study. Once the process has been enhanced

or improved, there will be a minimized occurrence of cargo transport delays.

The future researchers of this study could use this studys outline to determine

different possible ways to improve the cargo transport process of a logistics company. It
could also be a way for them to see if it is highly recommended to actually change or add

constantly specific solutions to cargo transport delay concerns of a company.

As to the companys discretion, all the data gathered for the documentation of the

tabulated details of total number of actual trips per month, total number of delayed trips per

month and total number of minutes delayed per month are only from year 2014 to 2016. To

conduct the study and come up with the statement of the problem, the covered months are

only from October 2015 to March 2016. The time before and after the covered years would

have been helpful but it is either no longer provided by the company or the year 2016 is still

halfway through when the study has started. Also, the covered department is only the

Trucking 1 Department as it is one of the departments that specifically cater logistics services

to the companys major clients. This department only serves to one client which is named as

Client X for confidentiality reason.

Chapter II
 REVIEW OF RELATED LITERATURES

The review of related literature for this study focuses on identifying the root causes of

the problems occurring in XYZ Logistics. The background information regarding the

problem, theories which explain and verify the existence of the problem, and specific studies

relevant to the problem are highlighted. All of these have served as bases for the study

covering the problem of transport delays in XYZ Logistics. The chapter begins with the

definition of terms which are related to the area of the study, followed by the impact of

technological advancement in the industry where XYZ Logistics belongs, and lastly, the

issues of concerns for companies under this industry including a few related studies.

Citation

Definition of Terms

Supply Chain Definition

A research conducted by Ganeshan and Harrison (1995) has defined Supply Chain

Management as a network of facilities and distribution options that performs the functions of

the procurement of materials, transformations of these materials into intermediate and

finished products, and the distribution of these finished products to the customers.

Logistics Definition

According to Lummus et al (2001), there are a ladder to link between logistics and

supply chain management. Whereas, both of the researchers, Srivastava and Srivastava

(2006) and Meade and Sarkis (2002) have agreed that the logistics is one of the toughest

challenges for the supply chain. As such, the challenge will start when producing the product
by the manufacturer and distribute the product to the user. In short, logistics is deeming to be

recognized as wide set of activities that contributes to the transformation and goods

circulations. Sample activities are material production supply, the core distribution and

transport function, wholesale and retail and also the provision of households with the

consumer goods that relates to the flow of the information (Handfield and Nichols, 1999).

Moreover, Council of Logistics Management (1991) defined logistics as part of the

supply chain process that plans, implements, and controls the efficient, effective forward and

reverse flow and storage of goods, services, and related information between the point of

origin and the point of consumption in order to meet customers requirements.

Added to this, Johnson and Woods definition (cited in Tilanus, 1997) uses five

important key terms. These are the logistics, inbound logistics, materials management,

physical distribution, and supply-chain management, to interpret. According to them,

Logistics describes the entire process of materials and products moving into, through, and

out of firm. Inbound logistics covers the movement of material received from suppliers.

Materials management describes the movement of materials and components within a firm.

Physical distribution refers to the movement of goods outward from the end of the assembly

line to the customer. Finally, supply-chain management is somewhat larger than logistics, and

it links logistics more directly with the users total communications network and with the

firms engineering staff. The commonality of the recent definitions is that logistics is a

process of moving and handling goods and materials, from the beginning to the end of the

production, sale process and waste disposal, to satisfy customers and add business

competitiveness. It is the process of anticipating customer needs and wants; acquiring the

capital, materials, people, technologies, and information necessary to meet those needs and
wants; optimising the goods- or service-producing network to fulfil customer requests; and

utilizing the network to fulfil customer requests in a timely way (Tilanus, 1997). Simply to

say based on Johnson and Woods definition, logistic is customer-oriented operation

management.

Third Party Logistics (3PL) Definition

Third party logistics providers are independent companies providing single or

multiple logistics services to a purchasing company. Third party logistics providers, although

they do not hold ownership of the product for distribution, are legally bound and responsible

to perform the requested logistics activities of the purchasing company. The relationship

between the two parties is long-term and beneficial. (Chrisoula Papadopoulou, 2001)

Difference between Supply Chain Management and Logistics

In a research done by Abd Aziz Bin Mat Hassan, Afni Binti Zaharudin, Anizah Binti

Mohd Yunus, they concluded that the logistics is the movement of the products involving the

services and information from the source point (supplier) to the end user.

On the other hand, Supply Chain Management is slightly a wider concept that

involves the processes in the logistics management that may be carried out within members

in supply chain. It is by maintaining the management relationships among suppliers, logistics

providers, clients and end users, with the intention to targeting the partnerships or strategic

alliances, in order to enable the intense information sharing and resources as such physical,

monetary and knowledge sharing. Thus, the researchers also concluded that nowadays, the

companies do not compete with other companies, but one supply chain competes with other

supply chains. So, the companies involved in a specific supply chain are managed as a single

entity, not as separated ones.

Delay Definition

In a simple definition, delay can be defined in an operation term as the time entities

spend in the system not being processed (Hopp, 2011).

You and Grossman (2008) have defined that the time delay of the supply chain can be

divided into two parts, 1) delivery lead time and 2) production lead time. The delivery lead

time is described as the time to transfer a product from distribution center to the end users,

while the production lead time is defined as the flow of time that the material takes to

transfer from supplier to the distribution center. Therefore, the delivery lead time is

equivalent to the transportation time from the distribution center to the customer. As for

production lead time, it is equivalent to the addition of all the delayed time gained by

transportation and production from the supplier to the distribution center. This explanation of

the time delay is also similar to the value stream mapping leaning tool (Voekel and

Chapman, 2003).

Impact of Technologies to the Support Activities for Transportation Industry

Technological Influence

Advancement of technologies brings a good working environment to any company

under Support Activities for Transportation Industry (i.e. Logistics Company) in such a way

that there is service efficiency and cost advantage as well. With the rapid change in the

technology nowadays, there will come a time that every process in logistics services will be

automated. In a written article by Adam Robinson (March 2015), entitled as The State of

Third Party Logistics: The Future is Already Here, it has been pointed out that the transport

and delivery of goods may be hassle free by using technology such as GPS, Google Maps,
and Waze which can track locations. Logistics professionals said that this technological

advancement contributes to the improvement of services of logistics and supply chain in the

word. However, only large companies are capable of adapting in this advancement because

the small ones are still in need of more financial resources to upgrade their technologies.

Issues of Concern for Companies under Support Activities for Transportation Industry

Physical Environment

The group of physical distribution or also known as logistics is one of the hurdles

tasks facing by the company, as it needs a highly degree of synchronization among various

organizational units with different and sometimes conflicting objectives. The source of these

potential conflicts lies in the very nature of the prime objective of physical distribution

determining the best means of moving merchandise from the production unit to the consumer

(Richard, 1997). The physical environment of logistics and distribution comprises the

material space where any social and economic activity is embedded in, and also the hard

transport infrastructure that is necessary for the efficient operation of the system, like roads,

railways, warehouses, terminals or ports. Such physical environment appears as a major

external determinant of the movement of vessels and vehicles. It thus can become decisive

for the success or the shortcoming of the distribution system.

Delay In The Process of Delivery and Its Causes

Delays occur when a delivery process takes place later than scheduled. Delays are

mostly caused by three factors: road network congestion, production output and operational

problems in unloading and loading (Sanchez-Rodrigues, Potter, M.Naim 2010). A rigid

routing plan can lead to inefficiencies in the transport routing process (Naim et al., 2006).
This can cause diversions due to unplanned congestion. Also, inadequate capacity of fleet can

be a cause of delays in the process of delivery to customers as well as disruption of transport

operations, (Fowkes et al., 2004). This can have an adverse effect on the frequency and

ultimate on the length of delivery. Also, transport delays due to inefficiency at the shipper

and/or carrier can have a negative effect on the average load on laden trips (McKinnon and

Ge, 2004), since due to delays a potential full load in a single vehicle can become two half-

full vehicles. Delaying shipments until carriage in full truck loads can be a good idea in

reducing the costs for arranging the delivery and increasing efficiency for the logistics

service provider. Unfortunately, at the same time, this would lead to dropping in service

efficiency provided to shippers and addressee. Performance are not being measures alone, the

outstanding of effectiveness and efficiency services also reflect the performance of supply

chain in transport logistics (Lai, Ngai, Cheng, 2002).

Literature verified inefficient intermodal transport can cause difficulty and delays and

error to the supply chain. Even though this process has been upgraded through the use of

containers designed to be carried through ship, train, and truck, delays and potential for error

still occurred said Prater, Biehl, Smith (2001).

According to Climax Metal Products Company (2013), if shipment of any goods or

other performance by seller is delayed at the request of or due to the fault of buyer, seller

may at its option hold the goods at the place of manufacture or elsewhere at the risk and

expense of buyer from the time it is ready for shipment. In the event of any such delay in

shipment, full and final payment for goods is due and payable 30 days after buyer is notified

that the goods are ready for shipment. If the seller is unwilling to accommodate buyer by

holding such goods, buyer must accept shipment immediately.

 According to the Information Resources Management Association (IRMA) (2012)

Lead time is the amount of time it takes to process an order, from start to finish. The slower

shipment or processing of goods can cause a lead time delay. A lead time delay is

threatening because a decrease in throughput will lead to a decrease in overall

competitiveness (IRMA, 2012). Furthermore, another source from Lau (2007) discussed

about the impacts of both shipment lead time and order lead time. Based on the discussion,

the general result is that the longer the lead is time, the smaller is the benefit of information

sharing.

According to Garin (2014), The delays in shipping affected the flow of delivery of

goods. What took 7 days to deliver became three weeks at the minimum. Moreover, OFW

packages, exports and imports of products were delayed as forwarding companies faced

problems regarding their contracts with shipping companies, resulting to loss of income for

all: the forwarding, shipping and trucking companies (Garin, 2014). She stated one of the

effects of Port congestion, which is a cause of the delay of shipments on time.

Delay of the shipments due to severe weather conditions causes particularly all

customers to wait. After many customers were left waiting in vain for on-time delivery of

Christmas presents, the United Parcel Service Incorporated issued a statement apologizing

for the hold-up and said it was working to resolve the problem (Subramanian, 2013).

While shipping delays can make a business owner feel helpless, that doesnt mean

you truly are. Many times, shipping delays can be avoided before your package goes out the

door. Understanding some of the common reasons shipments are delayed can help you make

sure it does not happen to you (Burg, 2012). Moreover, efficiency and communication can
help decrease your number of shipping delays and quickly managing the ones that do occur

can help control the damage.

In some urban areas, especially where older manufacturing sites have been

incorporated into new mixed use developments, the associated gentrification and conversion

of older and unused warehousing space has combined with traffic congestion to compound

delays in routine shipment patterns (Weisbrod & Fitzroy, 2011).

Late or inaccurate deliveries can have major negative impact on consumers future

decisions. Moreover, delays and inaccuracies will have a disastrous impact on customer

satisfaction, brand image, and bottom lines (Phillips, 2012).

Apart from product issues and weak traffic, shipment delays due to labor strife at

West Coast ports might have also weighed on the retailers sales growth (Trefis team, 2015).

The heavy traffic because of work slowing down deliberately likewise the shutdown of ports

gives West coast ports a hard time.

According to the Road Haulage Association, the UKs trade association for the

haulage industry, the four major challenges facing the sector are fuel prices, road congestion,

vehicle security and efficient vehicle utilization. But as many haulage companies are

discovering, help is at hand with a modern GPS tracking system. In the search for increased

efficiency, Profile Handling began the search for a vehicle tracking system to efficiently route

drivers to their next job in order to fulfil same-day services, and also to save time by reducing

calls to drivers mobile phones. Accurate reporting was also important for verifying wait

times at customer locations.

Related Studies
 In a study of Loke et al. (2004), statistical analysis shows that waiting for Prime

Mover is the main delay factor, which contributes to about 41.2%. Therefore, this study

concludes that the vehicles interference is the primary cause of delay in entire container

transshipment operations (Loke et al., 2004). They suggested that adjustments must be made

from time to time based on demand.

In a study of Bailey (2015), net sales of Macys in the 1 st Quarter of year 2015

declined by 9.7% to 6.2 billion dollars, missed analysts sales estimates of 6.3 billion dollars.

The study shows that Macys sales were impacted by shipment delays due to the port dispute

by the West coast as well as harsh winter (Bailey, 2015). Bailey added that at the end of a

labor dispute along the West coast, volume of import at some of the large seaports will return

to normal level.

In a study of Tampa Bay Regional Goods Movement Study (TBRGMS) (2014),

uncertainty in delivery time caused by unanticipated events causes all those involved in the

logistics network to build in risk time, especially for time-sensitive shipments. This study

synthesizes various research sources regarding the economic impact of freight delays to the

economy. This study studies the value of travel time and operating delays.

In a study of Brooks & Trifts (2008; as cited in Brooks et al., 2010), the impact of

road congestion on transit time and cargo delivery delay has been identified as a key element

in North American truck against shipping mode allocation. This study focuses on the

decision-making process by which cargo interests and their agents make mode choice

allocation decisions between land-based transport and sea.

In a study of Djankov et al. (2006), they find that each additional day that a product is

delayed prior to being shipped reduces trade by more than 1%. Moreover, each day is
equivalent to a country distancing itself from its trade partners by about 70 km on average.

This study determines how time delays on shipment affect international trade.

Synthesis

The articles including other conducted studies presented in this Chapter show similar

issues related to the area of study about the problem of transport delays in XYZ Logistics.

Transport delay is a problem in which the action of shipping of goods to the point of
destination did not arrive on time. It is clearly a frustration for clients when their cargoes do

not arrive on time. Some factors causing the transport delays include road network

congestion, operational problems in loading/unloading of cargo, inadequate capacity of fleet,

and weather conditions. As part of minimizing the problem in general, efficiency and

communication can help decrease the number of transport delays. Also quickly managing the

ones that do occur can help control the damage.

Chapter III

Chapter 2 ELIMINATION/REDUCTION OF PREVENTABLE CARGO

TRANSPORT DELAYS IN XYZ LOGISTICS

Abstract

In this chapter, the author has performed the objectives stated in this study. This study aims
to: (1) To assess the current cargo transport process (from receipt of booking order up to
completion of the pick-up and delivery service) of XYZ Logistics, (2) To identify the root
cause/s of the cargo transport delays at XYZ Logistics and classify the preventable and
unpreventable factors causing the delay, and (3) To recommend solutions that will
eliminate/reduce the preventable factors causing the cargo transport delays. With reference
with these objectives, the author used Why-Why Analysis to identify the root causes of the
delay and the results are: (1) replacement of the assigned chassis, (2) no available driver or
late driver, (3) traffic congestion, (4) wrong data entry on Container Release Order, (5) low
qualifications for the delivery team (driver and pahinante), (6) complicated vehicle
checklist, and (7) bad weather condition. With each root cause, there is a set of contributing
factors to its existence. These contributing factors are then identified by the author whether
these factors are preventable or unpreventable. The preventable causes are used in order to
create action plans for them to be eliminated/reduced. With the knowledge of the existence of
these preventable causes, the author used How-How Analysis in order to create action plans
that will help the company eliminate/reduce such causes. The output of recommended action
plans to eliminate/reduce the specified preventable causes of the cargo transport delays in the
second phase of the methodology of this study are: (1) Road Hazard Mapping, (2) modified
Transport (Pick Up and Delivery) Process, (3) modified Job Qualifications for Drivers and
Helpers/pahinante, and (4) modified Daily Vehicle Inspection checklist. These
recommended solutions are mainly about the prevention of occurrence of cargo transport
delays and safety in transport process.

Introduction

XYZ Logistics is one of the third party logistics service providers in the Philippines.

Trucking 1 (TR1) Department, a specific section under Own Fleet Department, provides

logistics service to a specific big client of the company. TR1 has 43 company-owned trucks.

During the period of October 2015 to March 2016, the departments average number of daily

trips is 55. In these trips, there are reported cargo transport delays (See Appendix B for the

actual and delayed trips).

 For a 6-month operational period (October 2015 to March 2016), Trucking 1 (TR1)

Department of XYZ Logistics has recorded an average of 49 delayed cargo reports equivalent

to an average of 2,134 minutes delayed, resulting to a fuel consumption cost of

PHP1,279,683.00.

This study has been conducted in the course of a step-by-step method based on the

outlined objectives: (1) To assess the current cargo transport process (from receipt of booking

order up to completion of the pick-up and delivery service) of XYZ Logistics, (2) To identify

the root cause/s of the cargo transport delays at XYZ Logistics and classify the preventable

and unpreventable factors causing the delay, and (3) To recommend solutions that will

eliminate/reduce the preventable factors causing the cargo transport delays at XYZ Logistics.

Methodology

The methodology adopted for this study is made up of three phases which are the

following:

Phase I Assessment of the current cargo transport process of XYZ Logistics

Phase II Problem analysis concerning cargo transport delays

Phase III Elimination/Reduction of the preventable factors causing the cargo transport

delays

The courses of Input-Process-Output of the three stated objectives of this study are

shown in Figure 3.1, Figure 3.2, and Figure 3.3. These I-P-O courses/processes demonstrate

the outline of the methodology that is used in order to accomplish the study and to provide a

conclusion as well.
PHASE I Assessment of the current cargo transport process of XYZ Logistics

For the first objective which is to assess the current cargo transport process of XYZ

Logistics starting from the receipt of booking order up to the completion of the pick-up and

delivery service, the data needed is the documentation of the result of observation on the

companys Transport Procedure. This document is used to help the author identify a specific

part of the process that the problem may have occurred. The activities from receipt of

booking order up to the completion of pick-up and delivery service are described in details in

this document. The process used to arrive at the final output of the objective is the Process

Mapping. This process is used to define what is being done in each of the activity involved,

who is responsible, and to what standard the activity should be completed.

INPUT PROCESS OUTPUT

Interview with the Process mapping Assessment of the
authorized person company's current
Documentation and cargo transport
observation of the process
current transport
process

FIGURE 3.8: IPO OF OBJECTIVE 1

As shown in Figure 3.1, to be able to come up with the expected output in the studys

first objective, an interview with the authorized person assigned in TR1 Department of XYZ

Logistics is conducted. Also, as a proof of the reliability of the interview, a copy of

documentation of the results of observation on Tranpsort Procedure is provided in this study.

The result of assessment of the process using process mapping in Phase I is used to

contribute in the starting point of the second objective of this study.

PHASE II Problem analysis concerning cargo transport delays

Furthermore, for the second objective which is to identify the root cause/s of the

cargo transport delays at XYZ Logistics and classify the preventable and unpreventable
factors causing the delay, the data needed is the companys Delivery Monitoring Report. This

document is used to gather and analyze how the company monitors their delivery process.

With this, the expected time of arrival of the cargo to the client for every trip is recorded as

well as the actual time of its arrival thus, a proof if there is or there is no delay has been

provided. The process or EMG tool used for this studys second objective are the Paretio

Analysis and the Why-Why Analysis. These are used in order to identify the root cause/s of

the problem stated with verification methods. In line with these verification methods, Service

Quality Survey is conducted to validate one of the identified root causes of the cargo

transport delays.

INPUT PROCESS OUTPUT

Assessment of the Pareto Analysis Identified root
company's current Why-Why Analysis cause/s of the
cargo transport Service Quality reported cargo
process Survey transport delays at
Interview with the XYZ Logistics
authorized person Classified
Documentation of controllable and
the Delivery non-controllable
Monitoring Report causes of the cargo
transport delays

FIGURE 3.9: IPO OF OBJECTIVE 2

In order to reach the second objectives output, the first objectives final output is

used as shown in Figure 3.2. Other than this, an interview with the same authorized personnel

is conducted and the companys report in delivery monitoring is provided. These inputs are

used to come up with a defined analysis using Why-Why Diagram. At the end of Phase II, the

final result of the second objective is the basis for the third objective.

PHASE III Elimination/Reduction of the preventable factors causing the cargo transport

delays
 Lastly, for the third objective which is to recommend solutions that will

eliminate/reduce the preventable factors causing the cargo transport delays at XYZ Logistics,

the process involved is the How-How Analysis. How-How Analysis is used to create action

plan to prevent cargo transport dealays by eliminating/reducing the occurrence of its

preventable causes.

INPUT PROCESS OUTPUT

Interview with the How-How Analysis Eliminated
authorized person /Reduced
Identified root controllable causes
cause/s of the of cargo transport
reported cargo delays
transport delays at
XYZ Logistics
Classified
controllable and
non-controllable
causes of the cargo
transport delays

FIGURE 3.10: IPO OF OBJECTIVE 3

As shown in Figure 3.3, the requirement of the third objective of this study is to have

the final output of the second objective which is the Identified root cause/s of the reported

cargo transport delays at XYZ Logistics and the classified preventable and unpreventable

causes of the cargo transport delays. With this, an interview with the same authorized person

is conducted in order to further explain and support the result of the analysis from the second

objective. The application of the needed inputs to How-How Analysis has resulted to an

improved cargo transport management in XYZ Logistics thus; the occurrence of the

companys transport delays can be eliminated or reduced.

Results and Discussion

PHASE I Assessment of the current cargo transport process of XYZ Logistics

 In the first stage of the methodology, an interview with the Operations Manager of

TR1 Department has been conducted to describe the companys existing cargo transport

process. Along with the interview, a supporting document has been provided that shows the

process of their cargo transport. With the given information, the author constructed a detailed

map of the process involved from the receipt of booking order up to completion of the pick-

up and delivery service. (See Table 3.1)

 TABLE 3.9: CURRENT TRANSPORT (PICK UP AND DELIVERY) PROCEDURE
The cargo pick-up process starts when the dispatcher receives booking. Booking

advice can be received thru phone, mobile and email. The booking will be formalized by

email if it is sent thru phone or mobile.

 To save time, dispatcher will check on availability of truck nearest to the pick-up

point and will assign this truck to the job. Booking information will be used to properly

assign truck for the job including TABS.

The dispatcher acknowledges TABs receipt of booking and informs booking party of

the plate number, mobile number, and the drivers name assigned for the job. Delivery Report

Monitoring updates per handle unit done.

Dispatcher will give pick-up instruction to delivery crew such as: (1) shippers name,

(2) contact person, (3) number of packages, weight, and dimensions, (4) estimated time of

cargo collection, (5) flight details (For Airfreight Cargoes), and (6) start of Delivery

Monitoring Report.

Upon booking of Ocean Freight, details will be provided if the container is only for

positioning, then they will re-book the shipment if already available for pick-up.

The condition of cargoes, seals, etc. will be checked. For irregularities, inform the

Dispatcher immediately. For problems regarding cargoes, secure a Bad Order (B.O.) Report.

Driver shall not accept loaded containers without security seals or with tampered security

seals.

To ensure smooth delivery, require receiver to properly sign Delivery Receipt. For

any irregularities on cargo, receiver shall put remarks on the Delivery Receipt.

Dispatcher will ask the driver for any additional charges such as: (1) bobtail, (2)

waiting time, (3) chassis rental, and (4) loading/unloading.

Driver will inform dispatcher on the following POD details: (1) person received the

cargo, and (2) date and time the cargo is received. Dispatcher will then inform BU of the

POD thru sms or email. Driver/Helper will turn over the properly accomplished Delivery
Receipts to Dispatcher. Dispatcher will turn over the DRs to Billing Team for billing

purposes. Billing Team will make necessary Internal Debit Note (IDN) for BUs. IDN

together with the signed Delivery Receipt and other related documents will be forwarded to

BUs within 48 hours after completion of job.

In general assessment, the current layout of the companys transport process does not

include booking confirmation or any steps that will double check the details of the

transaction.

PHASE II Problem analysis concerning cargo transport delays

With reference to the second objective of the study that is to identify the root cause/s

of the cargo transport delays at XYZ Logistics and classify the preventable and
unpreventable factors causing the delay, the result of the first phase is used. To support this

information, the author has conducted an interview with the same interviewee from the first

phase. The provided Delivery Monitoring Report is used in order to track the cargo transport

happened during the period of October 2015 to March 2016. Table 3.2 below shows the

sample recorded delivery monitoring report (Please see Appendix B for more reference).

TABLE 3.10: SAMPLE RECORDED DELIVERY MONITORING REPORT FOR

WAREHOUSE 1
(1) WH 1
Expected Time of Arrival at the WH 1:10 PM REMARKS
Departure from XYZ Logistics 9:01 PM Traffic congestion
Arrival at the Port/Airport for Cargo Pickup 10:30 PM
Entry at the Port/Airport for Cargo Pickup 10:39 PM Wrong container number on CRO
Starting Time of Loading the Cargoes 11:19 PM
Time After Loading the Cargoes 11:42 PM
Departure from the Port/Airport 11:54 PM
Arrival at the Warehouse 2:03 PM
(LATE IN MINS) 53

Based on the reports from October 2015 to March 2016, XYZ Logistics has recorded

a total number of 1,780 delayed trips out of 10,142 actual trips for Trucking 1 under Own

Fleet Department.

The author performed Pareto Analysis to identify the most frequent contributing

factors that cause the companys cargo transport delay. The analysis is based on the source of

Delivery Monitoring Reports recorded from October 2015 to March 2016 gathered by the

author. Figure 3.4 shows the Pareto Analysis.

 1500 150.00%
100.00%
1340 87.36%92.55%96.64%
1000 66.14%74.17%81.37% 100.00%
948 56.75%
46.97%
500 27.51% 50.00%
477 457 391 351 292 253
0 199 164 0.00%
1 2 3 4 5 6 7 8 9 10
Frequency Cumulative Percentage

FIGURE 3.11: PARETO ANALYSIS

By using Pareto Analysis, the author found out the six most significant problem of

TR1 Department. It specified different delay details that helped the author to determine the

contributing factors causing the cargo transport delay that should be prioritized in order to

recommend action plans that will eliminate/reduce the preventable factors among them. In

view of this, the data provided and the results of the assessment from this studys first phase

and from the Pareto Analysis are used to create Why-Why Analysis. Figure 3.5 illustrates the

Why-Why Diagram that has been constructed based on the authors observation and analysis

thru the gathered data that served as evidence to the existence of the identified causes.
 Replacement of
assigned chassis
Delay in dispatching
the assigned trucks
No available driver or
late driver

Late arrival of trucks Long queue of trucks

at the port entering the port Traffic congestion
2,134 monthly
average cargo
transport delay in Delay in port area
minutes
Wrong container
Incorrect Wrong data entry on number on Container
documentation pick up instruction Release Order

Low qualifications for

Incompetent delivery
the delivery team
team (driver and
(driver and
pahinante)
pahinante)

Unawareness of the Driver is not following

driver about the SOP in vehicle Complicated vehicle
Vehicular accidents checklist
condition of the inspection
vehicle parts

Bad weather
condition

FIGURE 3.12: WHY-WHY DIAGRAM

Verify Root Causes

The Why-Why Diagram shown in Figure 3.5 was utilized for the identification of the

root causes of the identified problem. As the diagram portrays, the root causes of the problem

in XYZ Logistics are the following: (1) Replacement of assigned chassis, (2) No available or

late driver, (3) Traffic congestion, (4) Wrong data entry on Container Release Order, (5) Low

Qualifications for the delivery team (driver and pahinante), (6) Complicated vehicle

checklist, and (7) Bad weather condition.

Before formulating action plans in eliminating the occurrence of the identified

preventable causes of the cargo transport delay, the author has first determined whether each

of the root causes from Why-Why Diagram is a true cause or not. A number of methods were

used to verify these seven root causes.

(1.2) Root Causes: Replacement of assigned chassis

No available driver or late driver

Replacement of
assigned chassis
Delay in dispatching
the assigned trucks
No available driver or
late driver

FIGURE 3.13: REPLACEMENT OF ASSIGNED CHASSIS AND NO AVAILABLE

DRIVER OR LATE DRIVER

Verification Method

In order to verify these root causes, the author used a set of documents showing the

Delivery Monitoring Report that the pahinante of each truck is tasked to record in every

trip starting from the point of departure at the location of XYZ Logistics and back to the
companys premises, covering the pick-up (at the port) and delivery (at the clients

warehouse) process. Aside from the Delivery Monitoring Report, Truck In/Out Worklog is

used. With this set of documents, the author discussed it with the same authorized personnel

that she consulted with for the previous procedures of this study. This is to support the

authors findings using Why-Why Diagram shown in Figure 3.5.

Findings

Based on the results of the Why-Why Diagram, replacement of assigned chassis and

no available driver or late driver are two of the root causes of the problem of delay in cargo

transport in XYZ Logistics. It is under the main factor that cause the stated problem; that is

the delay in dispatching the assigned trucks.

These root causes are indicated in the Delivery Monitoring Report submitted by the

delivery team at the end of every trip. These reports are the tangible proofs that the identified

causes exist in reality for the transport operation of XYZ Logistics (See Appendix B). For a

more comprehensive image, the author has recorded the following tabulated summary of the

incidents reported in which these causes have occurred.

FIGURE 3.14: FREQUENCY OF THE CONTRIBUTING FACTORS CAUSING THE

DELAY (LD AND ROAC)

As shown in Figure 3.7, for the operational period October 2016 to March 2016, the

company experienced delay due to late drivers and replacement of assigned chassis. And

based from the Pareto Analysis shown in Figure 3.4, these two are included in the six most

significant factors causing the cargo transport delay. These causes are particularly examined
by the author in the Delivery Monitoring Reports prepared by the pahinante and in Truck

In/Out Worklog prepared by the dispatcher.

With these findings, the author discussed with the interviewee the action plan that the

company performs at any time the incidents causing the delay in dispatching the assigned

truck. According to the interviewee, the company established the following in order to solve

the problem.

- The Delivery Monitoring Report serves as the daily basis of the Operations

Department to conduct a monthly assessment as to what the usual problems in

delivery process are.This is where the pahinante records the departure time and

arival time of the whole delivery process (See Appendix C for the template).

- The Truck In/Out Worklog (See Appendix C for the template) of the company serves

as their copy to make it be harmony with the details stated and prepared by the

pahinante in the Delivery Monitoring Reports. This data record is being prepared

by the dispatcher to monitor the time of in and out of the trucks. With this, the

dispatcher is able to know the time of departure and arrival of the trucks which will

then figure out if the trucks are late or not in returning back to the companys

premises. This document is necessary in order to know the availability of the trucks,

the chassis, and the drivers for the next scheduled trips.

- In reference with the Delivery Monitoring Report and Trucks In/Out Worklog, the

Operations Department of XYZ Logistics perfoms monthly audit for Trucking 1

(TR1) and aims to assess the common problems occurred during the month that result

to the delay in transporting the cargo containers. By assessing these problems, the

only action they do is they keep track of the delivery team, marks the trips delayed
 and records the number of hours that they travel when there is a contributing factor

that causes the delay in deliveryof the cargo container to its destination.

(3) Root Cause: Traffic Congestion

Late arrival of trucks Long queue of trucks

Delay in port area at the port entering the port Traffic congestion

FIGURE 3.15: TRAFFIC CONGESTION

Verification Method

In order to verify this root cause, the author has also used the Delivery Monitoring

Report that the pahinante of each truck is tasked to record in every trip starting from the

point of departure at the location of XYZ Logistics and back to the companys premises,

covering the pick-up (at the port) and delivery (at the clients warehouse) process. With this

set of documents, the author discussed it with the same authorized personnel that she

consulted with for the previous procedures of this study. This is to support the authors

findings using Why-Why Diagram shown in Figure 3.5.

Findings

Based on the results of the Why-Why Diagram, traffic congestion is one of the root

causes of the problem of delay in cargo transport in XYZ Logistics.

The following figure shows the number of times that reports about the traffic

congestion causing the cargo transport delay has occurred. And it is indicated that this root

cause is ranked as the 1st out of five most significant contributing factors causing the delay

which is analyzed using Pareto Analysis shown in Figure 3.4.

FIGURE 3.16: FREQUENCY OF THE CONTRIBUTING FACTORS CAUSING THE
DELAY (TC)

The frequency indicated in the figure is based on the Delivery Monitoring Reports

recorded from October 2015 to March 2016.

(4) Root Cause: Wrong data entry on Container Release Order

Wrong container
Incorrect Wrong data entry on number on Container
Delay in port area documentation pick up instruction Release Order

FIGURE 3.17: WRONG CONTAINER NO. ON CONTAINER RELEASE ORDER

Verification Method

An interview with the authorized personnel assigned in the Booking Department is

conducted. Aside from Delivery Monitoring Reports, soft copy of the documents showing

the list of the incidents happened due to human error specifically concerning transposition

type of error in encoding container number in Container Release Order is used.

Findings

Delay in cargo transport is also being affected by the contributing factor of delay in

the port area. Aside from the traffic congestion mentioned in the previous identified root

cause of the problem, the author has observed thru the gathered data from Delivery

Monitoring Reports recorded during the period October 2015 to March 2016 that the port

area delay is also due to incorrect documentation concerning container number on Cargo

Release Order (CRO) to be presented to the Customs authorized personnel at the port area.
The following figure shows the frequency of the occurrence of the contributing factors that

cause the cargo transport delay and it is indicated that wrong container number on CRO is

ranked as 4th most significant contributing factor. This is also supported by the interviewee

and added that this scenario happens frequently.

FIGURE 3.18: FREQUENCY OF THE CONTRIBUTING FACTORS CAUSING THE

DELAY (WCNOC)

TR1s current action plan in this scenario is when it happens; the driver and/or the

pahinante shall report it promptly to the dispatcher thru phone. And by the time that the

dispatcher know the incident, he will go straight to the booking department and investigate it.

If the cargo details are already corrected, the dispatcher will then ask for referral slip that

shows that there was a mistake in data records given to the delivery team for pick-up

instructions. This referral slip will be sent thru e-mail to the assigned Customs personnel in

the port area that dispatches cargo containers. With this, the delivery team will be able to

pick-up the cargo container which will significantly affect the time of departure in the port

area and the time of the delivery process as a whole.

(5) Root Cause: Low qualifications for the delivery team (driver and pahinante)

Low qualifications for

Incompetent delivery
the delivery team
team (driver and
Vehicular accidents (driver and
pahinante)
pahinante)

FIGURE 3.19: LOW QUALIFICATIONS FOR THE DELIVERY TEAM (DRIVER

AND PAHINANTE)
 Verification Method

Using the Incident Reports covering the period of April 2015 to March 2016 and

prepared by the Health, Safety, Security, and Environment (HSSE) Officers of XYZ

Logistics, a high number of incidents involving vehicle accidents and minor vehicle

problems is identified. In order to give support to the identified root cause by the author

using Why-Why Diagram shown in Figure 3.5, she conducted an interview with one of the

companys HSSE Officers and made use also of the Delivery Monitoring Reports.

Findings

From the data gathered using Delivery Monitoring Reports recorded during the period

October 2015 to March 2016, Figure 3.13 is created. It shows the number of times that the

contributing factors to the cargo transport delay has occurred. And with this, the author has

recognized the areas where manpower error has been occurred.

FIGURE 3.20: FREQUENCY OF THE CONTRIBUTING FACTORS CAUSING THE

DELAY (INVOLVING MANPOWER ERROR)

In line with this, the author has reviewed the Incident Reports recorded from October

2015 to March 2016. Table 3.3 shows the summary of the data records of 477 vehicular

accidents investigated and provided by HSSE Officers from the HSSE Department of XYZ

Logistics.
TABLE 3.3: NO. OF TIMES THAT THE MAJOR FACTORS CAUSING THE
OCCURRENCE OF VEHICULAR ACCIDENTS EXISTED
NO. OF TIMES THE CATEGORY EXISTED
ROOT CAUSE
2015 2016
CATEGORY
Oct. Nov. Dec. Jan. Feb. Mar.
Manpower 62 56 65 44 27 39
Machine 14 15 11 16 7 9
Material 14 13 12 9 6 8
Method 18 19 16 13 8 11
Environment 20 18 21 14 9 12

Based on the result of tallying the number of incidents happened focusing on

vehicular accidents that is recorded thru Incident Reports, the author has arrived with the

following graph summary of the causes of vehicular accidents based on five major factors:

Manpower, Machine, Material, Method, and Environment.

350
300
250
200
150
100
50
0
MANPOWER MACHINE MATERIAL METHOD ENVIRONMENT

FIGURE 3.21: MAJOR FACTORS CAUSING THE OCCURRENCE OF

VEHICULAR ACCIDENTS

As shown in Figure 3.14, the major factor that causes the occurrence of vehicular

accidents is the Manpower error. And with reference to the Why-Why Diagram shown in

Figure 3.5, incompetent delivery team (driver and pahinante) is a contributing factor of the

occurrence of vehicular accidents whereas this factor is one of the major issues under the

Manpower aspect shown in Figure 3.14. These findings, as said in the previous discussion,

are based on the Incident Reports prepared and investigated by the HSSE Officer assigned in
the examination of the incident occurred. The following circumstances are some of the

results of their investigation in each of the incidents reported concerning manpower errors.

- Unfollowed standard procedures (taking of shortcut processes)

- Inappropriate handling of materials and/or equipment

- Not paying attention while maneuvering trailer trucks

- Unawareness to surroundings

- Miscalculation of the driver

- Followed too closely

- Negligence of the helper/incompetent helper

- Unawareness of the driver about the condition of the vehicle parts

- Inappropriate speed upon taking a turn

- Wrong interpretation of risks

- Violation of the company policies, rules, and regulations

- Not conducting a Pre-Trip Checklist

The authors observation of the companys situation concerning vehicular accidents

has resulted to the conclusion that the company has low qualifications for the jobs of a truck

driver and a pahinante which is being supported by the fact that the major cause of its

certainty is the vehicular accidents due to error of their manpower reported thru Incident

Reports prepared and investigated by the HSSE Officers assigned to examine the incidents.

With the knowledge that the company has problems with the qualifications for their delivery

team, these officers are tasked to create immediate actions. In view of this, the companys

current requirements for job hiring concerning truck drivers and pahinantes are shown in

Table 3.4.
TABLE 3.4: JOB QUALIFICATIONS FOR TRUCK DRIVERS AND PAHINANTE
Departmen
Designation Qualifications Responsibilities
t
Truck driver Own Fleet Must know how to drive manual Plans route
and automatic vehicles and with requirements by
professional drivers license studying schedule
With at least a year of or ad-hoc requests
experience driving trailer truck by the office
& 4 wheels 6 wheels van Delivers / picks-up
With pleasing personality cargoes efficiently
Willing to accept contractual and safely from
employment status to/from origin/
destination
Responsible for the
proper
maintenance and
upkeep of the
vehicle assigned to
him
pahinante Own Fleet With at least a year of Responsible for
experience assisting trailer truck assisting the truck
& 4 wheels 6 wheels van driver
With pleasing personality Fills up the
Willing to accept contractual Delivery
employment status Monitoring Report
form

As to the provided trainings for them that serve as manpower maintenance, the

company conducts skills training for drivers once in every 6 months. This training is called

Defensive Driving Course (DDC) Training. It is 8-hour training about driving and different

speakers are being invited. With regards to the health and safety of the drivers, the Health,

Safety, Security, and Environment (HSSE) Department conducts random drug test from time

to time because drug-related act is one of the contributing factors that causes the inability of

the delivery team to perform their duties and responsibilities.

(6) Root Cause: Complicated vehicle checklist

Unawareness of the Driver is not following

driver about the SOP in vehicle Complicated vehicle
Vehicular accidents checklist
condition of the inspection
vehicle parts

FIGURE 3.22: COMPLICATED VEHICLE CHECKLIST

Verification Method

Same with the verification method of the 5th identified root cause of the problem,

Incident Reports prepared by the HSSE Officers of the company are particularly checked.

Added to this, the author collected details from 30 random truck drivers of the company by

using survey questions in order to support the identified root cause from the Why-Why

Analysis.

Findings

Based on the results of the analysis for the 5 th root cause, the contributing factors that

cause the vehicular accidents are mainly due to manpower error that is shown in Figure 3.14.

One of these is the usual scenario that the drivers are not aware of the condition of the

vehicle parts which leads to accident. In line with this, there is a significant number of

reported incidents that happened only because of the malfunction of some vehicle parts that

the assigned driver is tasked to check before leaving the companys premises and proceed

with the cargo delivery.

 350
300
250
200
150
100
50
0
MANPOWER MACHINE MATERIAL METHOD ENVIRONMENT

FIGURE 3.14: MAJOR FACTORS CAUSING THE OCCURRENCE OF

VEHICULAR ACCIDENTS

By conducting the interview with a HSSE Officer, the author has arrived with the

recognized information that the main reason of these incidents concerning malfunctioned

vehicle parts is that their drivers are not following the Standard Operating Procedure in

relation to the companys provided Daily Vehicle Inspection checklist shown in Figure 3.16.
 FIGURE 3.23: EXISTING DAILY VEHICLE INSPECTION CHECKLIST

And with this, the author performed survey procedure concerning 30 random

company drivers from TR1 Department. These 30 drivers are picked randomly and asked to

answer the survey questions that the author has prepared. Figure 3.17 shows the survey form.

FIGURE 3.24: SURVEY QUESTIONNAIRE

 This survey aims to identify and verify the problems behind the drivers

noncompliance with the Standard Operating Procedure concerning the inspection of the

trucks thru Daily Vehicle Inspection checklist before leaving the companys premises. Based

on the results, out of 30 respondents, 21 of them are experiencing difficulty in inspecting the

vehicle and answering the checklist aside from the reason that the checklist is not visually

appealing making it more difficult to answer in reference with some of their personal

comments attached in the survey forms. The following table shows the summary of the

survey conducted by the author.

TABLE 3.5: SURVEY RESULTS

Perception Expectation Gap
Statement REMARKS
Score Score Score
Not a contributing factor to the
1 4.2 4.1 0.1
problem.
Not a contributing factor to the
2 4.9 5.0 -0.1
problem.
Not a contributing factor to the
3 4.9 4.6 0.3
problem.
A contributing factor to the
4 3.4 4.5 -1.1
problem that needs improvement.
Not a contributing factor to the
5 4.1 5.0 -0.9
problem but has to examine.

As shown in Table 3.5, statement 4 which pertains to the physical appearance of the

materials being used in inspection of trucks (such as Daily Vehicle Inspection checklist)

before leaving the companys premises has obtained the highest negative result. This means

that there is really a problem with this Standard Operating Procedure in TR1 that the

company has implemented. The author has only considered statement 4 simply because it

involves the drivers noncompliance with the companys policy in terms of vehicle inspection

that is necessary in order to prevent serious accidents that may lead to damage to cargo and

property, and to the delivery teams health condition.

(7) Root Cause: Bad weather condition

Bad weather
Vehicular accidents condition

FIGURE 3.25: BAD WEATHER CONDITION

Verification Method

In verifying the accuracy of existence of bad weather condition as one of the root

causes of the identified problem, the same documents that are particularly checked by the

author in the 5th and 6th root causes are used. Along with this set of documents of Incident

Reports, the author has verified it with the same HSSE Officer that she consulted with in the

previous discussion.

Findings

By examining all the Incident Reports happened during the period of October 2015 to

March 2016, the author has identified the number of vehicular accidents occurred. Based on

the results, vehicular accidents are happening also because of bad weather conditions. The

following table shows the summary of the reported vehicular accidents due to bad weather

condition.

TABLE 3.6: NO. OF RECORDED DELAYED TRIPS DUE TO BAD WEATHER

CONDITIONS
2015 2016 Total
Oct. Nov. Dec. Jan. Feb. Mar.
19 10 6 2 0 1 39

Concerning the unforeseen situation such as bad weather condition, the author has

observed that the company does not have a formal action plan for this. The company

personnel are only dependent on the weather forecast that is being reported thru televisions,
radio, and online news. They do not have a system that particularly checks the daily weather

condition to make scheduled trips be ready just in case the severity of the bad weather

condition increases.

Classifications of the Contributing Factors Causing the Cargo Transport Delay

This study also aims to classify the result of the Why-Why Diagram shown in Figure

3.5 whether the identified contributing factors to the delay are preventable or unpreventable.

By classifying them, the studys objective 3 will be reached; that is to recommend action

plans that will eliminate/reduce only the preventable causes.

1. Preventable (Internal Aspect)

Preventable causes or internal aspects that cause the delay are defined to be the

factors that contribute to the occurrence of the problem which can be prevented.

Replacement of
assigned chassis
Delay in dispatching
the assigned trucks
No available driver or
late driver

Wrong container
Incorrect Wrong data entry on number on Container
documentation pick up instruction Release Order

Low qualifications for

Incompetent delivery
the delivery team
team (driver and
(driver and
pahinante)
pahinante)

Unawareness of the Driver is not following

driver about the SOP in vehicle Complicated vehicle
condition of the inspection checklist
vehicle parts

FIGURE 3.26: PREVENTABLE CAUSES

2. Unpreventable (External Aspect)

Unpreventable causes or external aspects that cause the delay are defined to be the

factors that contribute to the existing problem which cannot be prevented.

Late arrival of trucks Long queue of trucks

at the port entering the port Traffic congestion

Bad weather
condition

FIGURE 3.27: UNPREVENTABLE CAUSES

PHASE III Elimination/Reduction of the preventable causes of the cargo transport delays

The third and the last phase of this study aims to recommend solutions that will

eliminate/reduce the preventable factors causing the cargo transport delays at XYZ Logistics.

The process involved is the How-How Analysis. As mentioned on the previous part of this

chapter, How-How Analysis is used in order to create action plan that will help

eliminate/reduce the occurrence of the problem of delay in cargo transport. Figure 3.21

shows the How-How Diagram.

 Increase the number of spare
time on expected duration of
Replacement of
the whole transport procedure
assigned chassis
Develop a delay prevention
action plan
No available driver or
late driver Create Road Hazard Mapping

Provide additional formal steps

in internal processing for
Wrong container Modify the transport (pick-up Create clarification step
documents handling such as
number on Container and delivery) procedure for unclear and/or missing
Container Release Order
Release Order focusing on the documents booking details and add
where details of the cargo
review containers are specified confirmation step for it.

Develop additional
Low qualifications for qualifications for the delivery
the delivery team team (driver and pahinante)
(driver and based on the current industrys
pahinante) varying needs

Eliminate the unnecessary

points included in the checklist
such as some vehicle parts
that the trucks do not have
Complicated vehicle Amend the Daily Vehicle
checklist Inspection checklist for the
drivers convenience
Improve the format of the table
of the checklist and provide
extra space on the side of each
of the vehicle parts to be
inspected

FIGURE 3.28: HOW-HOW DIAGRAM

Output of the provided solution per root cause of the problem:

1. Root Causes: Replacement of the assigned chassis and no available driver or late driver

With the knowledge about the replacement of the assigned chassis and no available

driver or late driver that is due to the late return of the previous scheduled trips as one of the

root causes of the stated problem, the author has formed necessary action plans such as

increasing the leadtime for cargo transport process and creating Road Hazard Mapping

(template is shown in Figure 3.22) which will serve as the delivery teams guide to be

familiarized with the area that they will traverse during the transport process, for example,

from Manila Port to the clients warehouse in Cavite.

FIGURE 3.29: ROAD HAZARD MAPPING TEMPLATE

By doing this method, the total number of travel time in hours and distance in

kilometers from point X to point Y will be indicated in the report form. In this way, the
delivery team will be able to provide adjustments in times of problem with the delay or other

external factors that may arise.

The author created a template that can be easily understood by the delivery team.

With this, the company will have to require the delivery team especially the truck driver to

study the final output of each Road Hazard Mapping report prepared by the HSSE

Department as soon as it is done. In this way, safety and delay prevention may be addressed

resulting to the on-time arrival of the delivery team back in the premises of XYZ Logistics

thus, resulting to the availability of the resources for the next scheduled trips.

As to its execution, Road Hazard Mapping will be done by a HSSE Officer every 3

months. The trips that they will have to consider the most are the trips from Manila Port to

Pasig (WH1), Bulacan (WH2), Cavite (WH3), Pampanga (WH4), Alabang (WH5), and

Laguna (WH6).

The following figure shows an example of a Road Hazard Mapping with a route from

Manila Port to Rosario, Cavite.

 FIGURE 3.30: SAMPLE ROAD HAZARD MAPPING

2. Root Cause: Wrong data entry on Container Release Order

In order to prevent wrong data entry on computerized documents specifically the

required entry permits to be submitted upon entering the port to release the cargo container,

the author has added clarification steps and confirmation steps to not just track the documents

but also to review them and see if there is an occurrence of incident concerning transposition

type of error in data entry. By doing this, a need for standard data file will have to be created

where basic cargo details are being recorded. As mentioned in the previous discussion, the

needed documents that the delivery team must have with them upon entering the port are the

following: (1) Customs entry, (2) Bill of Lading, (3) Invoice, (4) Packing list, (5) Other

import permits, (6) Gate pass, and last but not the least (7) CRO (Container Release Order).

These are the documents that need to be thoroughly checked and confirmed first before

handing over to the delivery team to prevent documents trouble at the port, thus preventing
also the delay in time of staying at the port. The following figures show the comparison of

the current start of the transport process of XYZ Logistics.

Current Proposed

FIGURE 3.31: COMPARISON OF THE CURRENT AND PROPOSED TRANSPORT

PROCESS
TABLE 3.7: PROPOSED TRANSPORT (PICK UP AND DELIVERY) PROCESS
3. Root Cause: Low qualifications for the delivery team (driver and pahinante)

Table 3.8 and Table 3.9 show the complete details of the enhanced qualifications for

truck driver and pahinante.

TABLE 3.8: PROPOSED JOB QUALIFICATIONS FOR TRUCK DRIVERS

Position: Truck Driver
Department: Own Fleet
Responsibilities
Qualifications
Education Job Skills Others
Possession of Must know how to With at least 5 Plans route
a high school drive manual and years of requirements by
diploma automatic vehicles experience studying schedule
Completion of and with driving trailer or ad-hoc requests
a driving skills professional truck & 4 by the office
and safety drivers license wheels 6 Delivers / picks-up
course Has good wheels van cargoes efficiently
communication Willing to and safely from
skills accept to/from origin/
Has excellent contractual destination
hearing and vision employment Responsible for
Preferrably knows status the proper
how to make minor Has knowledge maintenance and
mechanical repairs in health and upkeep of the
en route to their safety vehicle assigned to
destination Has the ability him
Flexible in nature to make
adjustments in
congested
traffic situation
Has the ability
to sit for long
period of time/
ability to cope
with life on the
road
TABLE 3.9: PROPOSED JOB QUALIFICATIONS FOR TRUCK HELPER /
PAHINANTE
Position: Truck Helper / pahinante
Department: Own Fleet
Responsibilities
Qualifications
Education Job Skills Others
Possession Has good at least 2 years of Responsible
of a high communication experience assisting for assisting
school skills trailer truck & 4 the truck driver
diploma Flexible in nature wheels 6 wheels van Fills up the
Maintains phone Willing to accept Delivery
contact with contractual Monitoring
dispatcher to employment status Report form
receive delivery or Has knowledge in
pick up instructions health and safety
or to receive notice Has the ability to sit
of changes in for long period of
scheduled delivery time/ ability to cope
or pick up with life on the road

The current qualification for the driver in terms of working experience related to the

same job title is with at least one year working experience. Based on the study conducted by

the author about the average number of years of experience in driving trailer trucks in most

of the third party logistics service providers, there is a requirement for the applicants for the

driver position that at least about 2 years of relevant experience should be in his working

career.

In general, XYZ Logistics aims to have drivers who can deliver cargo on time,

undamaged and without acquiring citations or having accidents. In line with this, the drivers

are expected to be safety conscious at all times. Before starting a trip and at intervals

throughout, drivers must inspect the assigned trucks to them to make sure they can carry the

cargo safely. This is in accordance with the Standard Operating Procedure concerning the

Daily Vehicle Checklist that the company already has. They must obey all traffic laws and

that includes knowing which roads are closed to truck traffic. Truckers must be good drivers,
constantly assessing the traffic around them and road conditions, then making any necessary

adjustments. They need quick reflexes, normal vision, good coordination and adequate

hearing. Drivers who can make minor mechanical repairs en route to their destinations should

be preferred.

Furthermore, most truck drivers spend a great deal of time away from home and their

families. At times, they must drive in congested traffic or during inclement weather. They are

typically on a timetable. All of these factors can generate stress, so they need the ability to

cope with life on the road. The drivers also need self-control when dealing with dangerous

drivers. Defensive Driving Course training will help them gain knowledge more about

driving. This training is given by XYZ Logistic that their drivers must comply with. Much of

their time is spent alone, so drivers need to be able to function independently. Mechanical

problems, road closings or delivery changes can require a driver to adapt to alterations in

plans, so they need a certain amount of flexibility in their nature.

4. Root Cause: Complicated vehicle checklist

In order to modify the companys existing Daily Vehicle Inspection checklist, the

author has first conducted a survey having 30 random company drivers. With this survey, it

has been found out that the drivers are not following the SOP simply because the existing

checklist is complicated and that based on their personal comments, it is not visually

appealing or does not have a good layout that will add to the drivers convenience. The

existing checklist is shown in Figure 3.16.

 FIGURE 3.16: EXISTING DAILY VEHICLE INSPECTION CHECKLIST

And based on the results of the conducted survey and walkthrough audit, the author

has arrived at the proposed Daily Vehicle Inspection checklist shown in Figure 3.25.
 FIGURE 3.32: PROPOSED NEW DAILY VEHICLE INSPECTION CHECKLIST

With this proposed new checklist, an improvement in the existing checklists layout is

done and non-value parts for inspection that are indicated in it are removed. In this way, the

time and compliance with the SOP of the delivery team will significantly change. This is in

such a way that their time for vehicle inspection will be shortened and they will be compliant

in terms of following their SOP for vehicle inspection.

Conclusion

The conclusions are as follows.

Using Why-Why Analysis, the identified root causesof the cargo transport delays that

exist in the company are the following: (1) replacement of the assigned chassis, (2) no

available driver or late driver, (3) traffic congestion, (4) wrong data entry on Container

Release Order, (5) low qualifications for the delivery team (driver and pahinante), (6)

complicated vehicle checklist, and (7) bad weather condition. With each root cause, there

is a set of contributing factors to its existence. These contributing factors are then

identified by the author whether these factors are preventable or unpreventable. The

preventable causes are used in order to create action plans for them to be

eliminated/reduced. This step is done in the last phase of the methodology of this study.

The output of recommended action plans to eliminate/reduce the specified preventable

causes of the cargo transport delays in the second phase of the methodology of this study

are the following: (1) Road Hazard Mapping, (2) modified Transport (Pick Up and

Delivery) Process, (3) modified Job Qualifications for Drivers and Helpers/pahinante,

and (4) modified Daily Vehicle Inspection checklist. These recommended solutions are

mainly about the prevention of occurrence of cargo transport delays and safety in

transport process.
 Chapter IV

CONCLUSION

XYZ Logistics is a third party logistics service provider. In view of this, it is

expected that a concern towards clients feedback about the reliability of the service delivery

should be the companys focal point in order to deliver a quality and excellent service beyond

their expectations. However, for the past years in service (Years 2014 and 2015), the

companys Own Fleet Department (OFD) was having difficulty in dealing with delayed cargo

transport.

For a 6-month operational period (October 2015 to March 2016), Trucking 1 (TR1)

Department of XYZ Logistics has recorded a monthly average of 49 delayed cargo reports

equivalent to a monthly average of 2,134 minutes delayed, resulting to a fuel consumption

cost of PHP1,279,683.00.

By studying the occurrence of the problem stated, the author aims to: (1) assess the

current cargo transport process (from receipt of booking order up to completion of the pick-

up and delivery service) of XYZ Logistics, (2) identify the root cause/s of the cargo transport

delays at XYZ Logistics and classify the preventable and unpreventable factors causing the

delay, and (3) recommend solutions that will eliminate/reduce the preventable factors causing

the cargo transport delays at XYZ Logistics.

With reference to the first objective of this study, the author used process mapping in

order to assess the current transport process of the company. And by doing so, the author has

found out that the current transport process of XYZ Logistics does not have any confirmation

for the booking transactions. These findings have contributed to the identification of the
contributing factors that cause the occurrence of the delay in cargo transport that the

company has experienced.

As to the execution of the second objective, Why-Why Analysis is used. The author

has first identified three major aspects of where the stated problem may have occurred. These

major aspects are the delay in dispatching the assigned trucks, delay in port area, and

vehicular accidents. By analyzing these situations and providing supporting documents, the

author has arrived to the following root causes of the problem: (1) replacement of the

assigned chassis, (2) no available driver or late driver, (3) traffic congestion, (4) wrong data

entry on Container Release Order, (5) low qualifications for the delivery team (driver and

pahinante), (6) complicated vehicle checklist, and (7) bad weather condition.

With each root cause, there is a set of contributing factors to its existence. These

contributing factors are then identified by the author whether these factors are preventable or

unpreventable. The preventable causes are used in order to create action plans for them to be

eliminated/reduced. The output of recommended action plans using How-How Analysis to

eliminate/reduce the specified preventable causes of the cargo transport delays as this studys

third and last objective are the following: (1) Road Hazard Mapping, (2) modified Transport

(Pick Up and Delivery) Process, (3) modified Job Qualifications for Drivers and

Helpers/pahinante, and (4) modified Daily Vehicle Inspection checklist. These

recommended solutions are mainly about the prevention of occurrence of cargo transport

delays and safety in transport process.

 Chapter V

RECOMMENDATION

The results of this study were limited to the identification of the external and internal

factors causing delays in cargo transport. The external factor includes port area delay and

unforeseen incidents such as road accidents due to bad weather conditions. On the other side,

internal factor includes the manpower error in the companys transport process. Therefore, it

is recommended to consider other factors like for example, the impact of limited resources to

the delay in cargo transport.

The tools used in this study are not sufficient in order to make further research about

the problem stated; that is the cargo transport delays. In view of this, it is highly

recommended by the author to add more technical tools. This study may serve as a basis for

studies related in the Support Activities for Transportation Industry or in Transport and

Storage Sector as a whole.

Furthermore, it is recommended that the future researchers of this study consider

analyzing other data sources that can identify failure points or the contributing factors in the

delay which affect the cargo transport process. They can study other operational activities in

the company like the procurement of resources and client acceptance and review which may

also be encountering problems resulting to the delay in cargo transport.

REFERENCES
 APPENDICES

APPENDIX A

NO. OF RECORDED ACTUAL TRIPS

Number of Actual Trips per Month Average Daily Trips
Sales Office / YEAR 2015 YEAR 2016 per WH
Warehouse Octob Novem Decem Janua Februa Mar
er ber ber ry ry ch
WH1 242 269 215 224 269 215 8
WH2 181 202 161 181 202 161 6
WH3 302 336 269 302 336 269 10
WH4 363 403 323 363 403 323 12
WH5 60 67 54 60 67 54 2
WH6 544 605 484 544 605 484 18
Average Total Daily Trips per Day 55

NO. OF RECORDED DELAYED TRIPS

Number of Delayed Trips per Month AVERAGE per
Sales Office / YEAR 2015 YEAR 2016 WH
Warehouse Octob Novemb Decemb Janua Februa Marc
er er er ry ry h
WH1 47 52 59 66 66 67 60
WH2 39 41 44 43 47 45 43
WH3 32 39 42 45 49 55 44
WH4 49 55 58 65 59 66 59
WH5 32 37 32 31 33 31 33
WH6 49 47 56 64 69 69 59
AVERAGE per
41 45 49 52 54 56 49
Month

NO. OF MINUTES DELAYED IN ALL TRIPS

Number of Minutes Delayed in All Trips per Month AVERAGE per
Sales Office / YEAR 2015 YEAR 2016 WH
Warehouse Octob Novemb Decemb Janua Februa Marc
er er er ry ry h
WH1 2084 2724 2743 2543 2324 2121 2423
WH2 1882 1721 1866 1848 1923 1767 1835
WH3 1506 2139 2302 2336 2197 1511 1999
WH4 2260 2838 2747 2540 2763 2354 2584
WH5 1362 1418 1501 1421 1478 1456 1439
WH6 2883 2482 2102 2128 2899 2657 2525
AVERAGE per
1996 2220 2210 2136 2264 1978 2134
Month
 APPENDIX B

DELIVERY MONITORING REPORT OF DELAYED TRIPS

(FOR WH 1, WH 2, AND WH3 ONLY FROM OCTOBER 2015 TO MARCH 2016)
(2) WH 1
Expected Time of Arrival at the WH 1:10 PM REMARKS
Departure from XYZ Logistics 9:01 PM
Arrival at the Port/Airport for Cargo Pickup 9:55 PM
Entry at the Port/Airport for Cargo Pickup 10:13 PM
Starting Time of Loading the Cargoes 10:30 PM
Time After Loading the Cargoes 10:47 PM
Encountered vehicle problem
Departure from the Port/Airport 11:09 PM
Traffic congestion
Arrival at the Warehouse 1:58 PM
(LATE IN MINS) 48

(3) WH 1
Expected Time of Arrival at the WH 1:10 PM REMARKS
Departure from XYZ Logistics 9:11 PM
Arrival at the Port/Airport for Cargo Pickup 10:09 PM Port entrance congestion
Entry at the Port/Airport for Cargo Pickup 10:22 PM
Starting Time of Loading the Cargoes 11:26 PM
Time After Loading the Cargoes 11:44 PM
Departure from the Port/Airport 11:53 PM
Arrival at the Warehouse 1:48 PM
(LATE IN MINS) 38

(4) WH 1
Expected Time of Arrival at the WH 1:10 PM REMARKS
Departure from XYZ Logistics 9:04 PM
Arrival at the Port/Airport for Cargo Pickup 10:00 PM
Entry at the Port/Airport for Cargo Pickup 10:11 PM
Starting Time of Loading the Cargoes 10:24 PM
Time After Loading the Cargoes 10:49 PM
Departure from the Port/Airport 11:03 PM Encountered vehicle problem
Arrival at the Warehouse 2:03 PM
(LATE IN MINS) 53
 (5) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:10 PM

Arrival at the Port/Airport for Cargo Pickup 10:06 PM

Entry at the Port/Airport for Cargo Pickup 10:19 PM

Starting Time of Loading the Cargoes 10:32 PM

Time After Loading the Cargoes 10:51 PM

Departure from the Port/Airport 11:06 PM Encountered vehicle problem

Arrival at the Warehouse 1:52 PM

(LATE IN MINS) 42

(6) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:06 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:38 PM

Entry at the Port/Airport for Cargo Pickup 10:46 PM

Starting Time of Loading the Cargoes 10:55 PM Quick lunch break

Time After Loading the Cargoes 11:27 PM

Departure from the Port/Airport 11:38 PM Encountered vehicle problem

Arrival at the Warehouse 1:57 PM

(LATE IN MINS) 47

(7) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:06 PM

Arrival at the Port/Airport for Cargo Pickup 10:07 PM

Entry at the Port/Airport for Cargo Pickup 10:24 PM

Starting Time of Loading the Cargoes 10:38 PM

Time After Loading the Cargoes 10:59 PM

Departure from the Port/Airport 11:13 PM Encountered vehicle problem

Arrival at the Warehouse 1:52 PM

(LATE IN MINS) 42

(8) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:01 PM

Arrival at the Port/Airport for Cargo Pickup 9:57 PM

Entry at the Port/Airport for Cargo Pickup 10:08 PM

Starting Time of Loading the Cargoes 10:21 PM

Time After Loading the Cargoes 10:46 PM

Departure from the Port/Airport 11:03 PM Encountered vehicle accident

Arrival at the Warehouse 1:54 PM

(LATE IN MINS) 44

(9) WH 1
Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:06 PM

Arrival at the Port/Airport for Cargo Pickup 10:02 PM

Entry at the Port/Airport for Cargo Pickup 10:13 PM

Starting Time of Loading the Cargoes 10:26 PM

Time After Loading the Cargoes 10:51 PM

Departure from the Port/Airport 11:15 PM Vehicle accident

Arrival at the Warehouse 2:01 PM

(LATE IN MINS) 51

(10) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:01 PM

Arrival at the Port/Airport for Cargo Pickup 9:55 PM

Entry at the Port/Airport for Cargo Pickup 10:13 PM

Starting Time of Loading the Cargoes 10:30 PM

Time After Loading the Cargoes 10:47 PM

Departure from the Port/Airport 11:09 PM Encountered vehicle problem

Arrival at the Warehouse 1:44 PM

(LATE IN MINS) 34

(11) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:01 PM

Arrival at the Port/Airport for Cargo Pickup 10:07 PM

Entry at the Port/Airport for Cargo Pickup 10:20 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:23 PM

Time After Loading the Cargoes 11:41 PM

Departure from the Port/Airport 11:52 PM

Arrival at the Warehouse 1:57 PM

(LATE IN MINS) 47

(12) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:01 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:30 PM

Entry at the Port/Airport for Cargo Pickup 10:39 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:19 PM

Time After Loading the Cargoes 11:42 PM

Departure from the Port/Airport 11:54 PM

Arrival at the Warehouse 2:03 PM

(LATE IN MINS) 53

(13) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 8:59 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:35 PM

Entry at the Port/Airport for Cargo Pickup 10:47 PM

Starting Time of Loading the Cargoes 10:56 PM

Time After Loading the Cargoes 11:14 PM

Departure from the Port/Airport 11:16 PM Encountered vehicle problem

Arrival at the Warehouse 1:47 PM

(LATE IN MINS) 37

(14) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:07 PM

Arrival at the Port/Airport for Cargo Pickup 10:08 PM

Entry at the Port/Airport for Cargo Pickup 10:25 PM

Starting Time of Loading the Cargoes 10:39 PM

Time After Loading the Cargoes 11:00 PM

Quick lunch break
Departure from the Port/Airport 11:14 PM
Traffic congestion
Arrival at the Warehouse 1:48 PM

(LATE IN MINS) 38

(15) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:07 PM

Arrival at the Port/Airport for Cargo Pickup 10:10 PM

Entry at the Port/Airport for Cargo Pickup 10:23 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:28 PM

Time After Loading the Cargoes 11:46 PM

Departure from the Port/Airport 11:57 PM

Arrival at the Warehouse 2:02 PM

(LATE IN MINS) 52

(16) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:11 PM

Arrival at the Port/Airport for Cargo Pickup 10:07 PM

Entry at the Port/Airport for Cargo Pickup 10:18 PM

Starting Time of Loading the Cargoes 10:31 PM

Time After Loading the Cargoes 10:56 PM

Departure from the Port/Airport 11:20 PM Traffic congestion

Arrival at the Warehouse 1:46 PM

(LATE IN MINS) 36

(17) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:03 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:39 PM

Entry at the Port/Airport for Cargo Pickup 10:48 PM

Starting Time of Loading the Cargoes 11:01 PM Quick lunch break

Time After Loading the Cargoes 11:47 PM

Departure from the Port/Airport 11:55 PM

Arrival at the Warehouse 1:56 PM

(LATE IN MINS) 46

(18) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:07 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:34 PM

Entry at the Port/Airport for Cargo Pickup 10:42 PM

Starting Time of Loading the Cargoes 10:56 PM

Time After Loading the Cargoes 11:17 PM

Departure from the Port/Airport 11:23 PM Traffic congestion

Arrival at the Warehouse 1:50 PM

(LATE IN MINS) 40

(19) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:05 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:34 PM

Entry at the Port/Airport for Cargo Pickup 10:43 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:23 PM

Time After Loading the Cargoes 11:46 PM

Departure from the Port/Airport 11:58 PM

Arrival at the Warehouse 1:42 PM

(LATE IN MINS) 32

(20) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:06 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:48 PM

Entry at the Port/Airport for Cargo Pickup 10:51 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:06 PM

Time After Loading the Cargoes 11:25 PM

Departure from the Port/Airport 11:53 PM

Arrival at the Warehouse 1:53 PM

(LATE IN MINS) 43

(21) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:00 PM

Arrival at the Port/Airport for Cargo Pickup 9:56 PM

Entry at the Port/Airport for Cargo Pickup 10:07 PM

Starting Time of Loading the Cargoes 10:20 PM

Time After Loading the Cargoes 10:45 PM

Departure from the Port/Airport 11:00 PM Traffic congestion

Arrival at the Warehouse 1:48 PM

(LATE IN MINS) 38

(22) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:01 PM

Arrival at the Port/Airport for Cargo Pickup 9:51 PM

Entry at the Port/Airport for Cargo Pickup 10:10 PM

Starting Time of Loading the Cargoes 10:28 PM

Time After Loading the Cargoes 10:49 PM

Encountered vehicle problem
Departure from the Port/Airport 11:01 PM
Traffic congestion
Arrival at the Warehouse 1:59 PM

(LATE IN MINS) 49

(23) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:02 PM

Arrival at the Port/Airport for Cargo Pickup 10:03 PM

Entry at the Port/Airport for Cargo Pickup 10:20 PM

Starting Time of Loading the Cargoes 10:34 PM

Time After Loading the Cargoes 10:55 PM

Quick lunch break
Departure from the Port/Airport 11:09 PM
Traffic congestion
Arrival at the Warehouse 1:53 PM

(LATE IN MINS) 43

(24) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:05 PM

Arrival at the Port/Airport for Cargo Pickup 10:01 PM

Entry at the Port/Airport for Cargo Pickup 10:12 PM

Starting Time of Loading the Cargoes 10:25 PM

Time After Loading the Cargoes 10:50 PM

Departure from the Port/Airport 11:04 PM Vehicle accident

Arrival at the Warehouse 2:05 PM

(LATE IN MINS) 55

(25) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:05 PM

Arrival at the Port/Airport for Cargo Pickup 9:59 PM

Entry at the Port/Airport for Cargo Pickup 10:12 PM

Starting Time of Loading the Cargoes 10:29 PM

Time After Loading the Cargoes 10:46 PM

Departure from the Port/Airport 11:08 PM Traffic congestion

Arrival at the Warehouse 1:59 PM

(LATE IN MINS) 49

(26) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:08 PM

Arrival at the Port/Airport for Cargo Pickup 10:11 PM

Entry at the Port/Airport for Cargo Pickup 10:24 PM Wrong cargo container on CRO

Starting Time of Loading the Cargoes 11:32 PM

Time After Loading the Cargoes 11:51 PM

Departure from the Port/Airport 12:03 PM

Arrival at the Warehouse 2:02 PM

(LATE IN MINS) 52

(27) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:03 PM

Arrival at the Port/Airport for Cargo Pickup 9:59 PM

Entry at the Port/Airport for Cargo Pickup 10:14 PM Wrong cargo container on CRO

Starting Time of Loading the Cargoes 11:37 PM

Time After Loading the Cargoes 11:55 PM

Departure from the Port/Airport 12:09 AM

Arrival at the Warehouse 1:46 PM

(LATE IN MINS) 36

(28) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 8:59 PM Encountered vehicle problem

Arrival at the Port/Airport for Cargo Pickup 10:33 PM

Entry at the Port/Airport for Cargo Pickup 10:41 PM

Starting Time of Loading the Cargoes 10:52 PM Quick lunch break

Time After Loading the Cargoes 11:44 PM

Departure from the Port/Airport 11:58 AM

Arrival at the Warehouse 1:51 PM

(LATE IN MINS) 41

(29) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:03 PM Encountered vehicle problem

Arrival at the Port/Airport for Cargo Pickup 10:24 PM

Entry at the Port/Airport for Cargo Pickup 10:33 PM

Starting Time of Loading the Cargoes 10:49 PM

Time After Loading the Cargoes 11:00 PM
Traffic congestion
Departure from the Port/Airport 11:12 PM
Traffic violation
Arrival at the Warehouse 2:04 PM

(LATE IN MINS) 54

(30) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:05 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:36 PM

Entry at the Port/Airport for Cargo Pickup 10:47 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:20 PM

Time After Loading the Cargoes 11:44 PM

Departure from the Port/Airport 11:53 PM

Arrival at the Warehouse 1:41 PM

(LATE IN MINS) 31

(31) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:03 PM

Arrival at the Port/Airport for Cargo Pickup 9:59 PM
Entry at the Port/Airport for Cargo Pickup 10:10 PM
Starting Time of Loading the Cargoes 10:23 PM
Time After Loading the Cargoes 10:48 PM
Departure from the Port/Airport 11:03 PM Traffic congestion

Arrival at the Warehouse 1:51 PM

(LATE IN MINS) 41

(32) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:04 PM

Arrival at the Port/Airport for Cargo Pickup 9:54 PM
Entry at the Port/Airport for Cargo Pickup 10:13 PM
Starting Time of Loading the Cargoes 10:31 PM
Time After Loading the Cargoes 10:52 PM
Departure from the Port/Airport 11:04 PM Encountered vehicle problem

Arrival at the Warehouse 1:50 PM

(LATE IN MINS) 40

(33) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:05 PM

Arrival at the Port/Airport for Cargo Pickup 10:06 PM

Entry at the Port/Airport for Cargo Pickup 10:23 PM

Starting Time of Loading the Cargoes 10:37 PM

Time After Loading the Cargoes 10:58 PM

Departure from the Port/Airport 11:12 PM Vehicle accident

Arrival at the Warehouse 2:03 PM

(LATE IN MINS) 53

(34) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:08 PM

Arrival at the Port/Airport for Cargo Pickup 10:04 PM
Entry at the Port/Airport for Cargo Pickup 10:15 PM
Starting Time of Loading the Cargoes 10:28 PM
Time After Loading the Cargoes 10:53 PM
Traffic congestion
Departure from the Port/Airport
11:07 PM Quick lunch break
Arrival at the Warehouse 1:44 PM

(LATE IN MINS) 34

(35) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:08 PM

Arrival at the Port/Airport for Cargo Pickup 10:02 PM
Entry at the Port/Airport for Cargo Pickup 10:15 PM
Starting Time of Loading the Cargoes 10:32 PM
Time After Loading the Cargoes 10:49 PM
Departure from the Port/Airport 11:11 PM Traffic congestion

Arrival at the Warehouse 1:52 PM

(LATE IN MINS) 42

(36) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:09 PM

Arrival at the Port/Airport for Cargo Pickup 10:12 PM

Wrong container number on CRO
Entry at the Port/Airport for Cargo Pickup 10:25 PM
Quick lunch break
Starting Time of Loading the Cargoes 11:30 PM

Time After Loading the Cargoes 11:48 PM

Departure from the Port/Airport 11:59 PM

Arrival at the Warehouse 1:59 PM

(LATE IN MINS) 49

(37) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:10 PM

Arrival at the Port/Airport for Cargo Pickup 10:11 PM
Entry at the Port/Airport for Cargo Pickup 10:28 PM
Starting Time of Loading the Cargoes 10:42 PM
Time After Loading the Cargoes 11:03 PM
Traffic violation
Departure from the Port/Airport 11:17 PM
Traffic congestion
Arrival at the Warehouse 2:01 PM

(LATE IN MINS) 51

(38) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:06 PM

Arrival at the Port/Airport for Cargo Pickup 10:00 PM
Entry at the Port/Airport for Cargo Pickup 10:18 PM
Starting Time of Loading the Cargoes 10:35 PM
Time After Loading the Cargoes 10:52 PM
Departure from the Port/Airport 11:14 PM Encountered vehicle problem

Arrival at the Warehouse 1:54 PM

(LATE IN MINS) 44

(39) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:00 PM Traffic violation

Arrival at the Port/Airport for Cargo Pickup 10:33 PM

Entry at the Port/Airport for Cargo Pickup 10:45 PM

Starting Time of Loading the Cargoes 10:56 PM

Time After Loading the Cargoes 11:14 PM

Traffic congestion
Departure from the Port/Airport 11:24 PM
Quick lunch break
Arrival at the Warehouse 1:49 PM

(LATE IN MINS) 39

(40) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:03 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:34 PM

Entry at the Port/Airport for Cargo Pickup 10:45 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:18 PM

Time After Loading the Cargoes 11:41 PM

Departure from the Port/Airport 11:50 PM

Arrival at the Warehouse 1:59 PM

(LATE IN MINS) 49

(41) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:01 PM Encountered vehicle problem

Arrival at the Port/Airport for Cargo Pickup 10:38 PM

Entry at the Port/Airport for Cargo Pickup 10:42 PM

Starting Time of Loading the Cargoes 10:59 PM

Time After Loading the Cargoes 11:19 PM

Departure from the Port/Airport 11:27 PM Traffic congestion

Arrival at the Warehouse 1:58 PM

(LATE IN MINS) 48

(42) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:15 PM

Arrival at the Port/Airport for Cargo Pickup 10:11 PM
Entry at the Port/Airport for Cargo Pickup 10:24 PM
Starting Time of Loading the Cargoes 10:37 PM
Time After Loading the Cargoes 10:56 PM
Traffic congestion
Departure from the Port/Airport 11:11 PM
Quick lunch break
Arrival at the Warehouse 1:48 PM

(LATE IN MINS) 38

(43) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:09 PM

Arrival at the Port/Airport for Cargo Pickup 10:05 PM
Entry at the Port/Airport for Cargo Pickup 10:16 PM
Starting Time of Loading the Cargoes 10:29 PM
Time After Loading the Cargoes 10:54 PM
Traffic violation
Departure from the Port/Airport
11:08 PM Traffic congestion
Arrival at the Warehouse 1:58 PM

(LATE IN MINS) 48

(44) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:09 PM

Arrival at the Port/Airport for Cargo Pickup 10:03 PM
Entry at the Port/Airport for Cargo Pickup 10:16 PM
Starting Time of Loading the Cargoes 10:33 PM
Time After Loading the Cargoes 10:50 PM
Departure from the Port/Airport 11:12 PM Vehicle accident

Arrival at the Warehouse 2:01 PM

(LATE IN MINS) 51

(45) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Encountered vehicle problem
Departure from XYZ Logistics
9:08 PM Traffic congestion
Arrival at the Port/Airport for Cargo Pickup 10:50 PM

Entry at the Port/Airport for Cargo Pickup 10:54 PM

Starting Time of Loading the Cargoes 11:05 PM

Time After Loading the Cargoes 11:25 PM Quick lunch break

Departure from the Port/Airport 11:59 PM

Arrival at the Warehouse 1:53 PM

(LATE IN MINS) 43
 (46) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:02 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:44 PM

Entry at the Port/Airport for Cargo Pickup 10:52 PM

Starting Time of Loading the Cargoes 11:05 PM

Time After Loading the Cargoes 11:21 PM Quick lunch break

Departure from the Port/Airport 11:59 PM

Arrival at the Warehouse 2:03 PM

(LATE IN MINS) 53

(47) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:11 PM

Arrival at the Port/Airport for Cargo Pickup 10:12 PM
Entry at the Port/Airport for Cargo Pickup 10:29 PM
Starting Time of Loading the Cargoes 10:43 PM
Time After Loading the Cargoes 11:04 PM
Departure from the Port/Airport 11:18 PM Vehicle accident

Arrival at the Warehouse 1:48 PM

(LATE IN MINS) 38

(48) WH 1

Expected Time of Arrival at the WH 1:10 PM REMARKS

Departure from XYZ Logistics 9:06 PM

Arrival at the Port/Airport for Cargo Pickup 10:00 PM
Entry at the Port/Airport for Cargo Pickup 10:11 PM
Starting Time of Loading the Cargoes 10:26 PM
Time After Loading the Cargoes 10:51 PM
Departure from the Port/Airport 11:08 PM Vehicle accident

Arrival at the Warehouse 2:02 PM

(LATE IN MINS) 52

(1) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:00 PM

Arrival at the Port/Airport for Cargo Pickup 10:01 PM
Entry at the Port/Airport for Cargo Pickup 10:18 PM
Starting Time of Loading the Cargoes 10:32 PM
Time After Loading the Cargoes 10:53 PM
Departure from the Port/Airport 11:09 PM Vehicle accident

Arrival at the Warehouse 2:58 AM

(LATE IN MINS) 53
 (2) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:21 PM Late driver

Arrival at the Port/Airport for Cargo Pickup 10:34 PM

Entry at the Port/Airport for Cargo Pickup 10:49 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:29 PM

Time After Loading the Cargoes 11:47 PM,

Departure from the Port/Airport 11:56 PM

Arrival at the Warehouse 2:59 AM

(LATE IN MINS) 54

(3) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:05 PM

Arrival at the Port/Airport for Cargo Pickup 10:04 PM
Entry at the Port/Airport for Cargo Pickup 10:18 PM
Starting Time of Loading the Cargoes 10:29 PM
Time After Loading the Cargoes 10:48 PM
Traffic congestion
Departure from the Port/Airport
10:59 PM Quick lunch break
Arrival at the Warehouse 2:47 AM
(LATE IN MINS) 42

(4) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:02 PM

Arrival at the Port/Airport for Cargo Pickup 9:58 PM
Entry at the Port/Airport for Cargo Pickup 10:11 PM
Starting Time of Loading the Cargoes 10:24 PM
Time After Loading the Cargoes 10:43 PM
Traffic violation
Departure from the Port/Airport
10:54 PM Traffic congestion
Arrival at the Warehouse 2:39 AM
(LATE IN MINS) 34

(5) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:29 PM Replaced assigned chassis

Arrival at the Port/Airport for Cargo Pickup 10:36 PM

Entry at the Port/Airport for Cargo Pickup 10:49 PM

Starting Time of Loading the Cargoes 11:01 PM

Time After Loading the Cargoes 11:24 PM

Departure from the Port/Airport 11:36 PM Traffic congestion

Arrival at the Warehouse 2:56 AM

(LATE IN MINS) 51

(6) WH 2
Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 8:57 PM

Arrival at the Port/Airport for Cargo Pickup 9:51 PM
Entry at the Port/Airport for Cargo Pickup 10:09 PM
Starting Time of Loading the Cargoes 10:26 PM
Time After Loading the Cargoes 10:43 PM
Departure from the Port/Airport 10:53 PM Encountered vehicle problem

Arrival at the Warehouse 2:49 AM

(LATE IN MINS) 44

(7) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:00 PM

Arrival at the Port/Airport for Cargo Pickup 9:56 PM
Entry at the Port/Airport for Cargo Pickup 10:07 PM
Starting Time of Loading the Cargoes 10:20 PM
Time After Loading the Cargoes 10:45 PM
Encountered vehicle problem
Departure from the Port/Airport
11:02 PM Traffic congestion
Arrival at the Warehouse 2:53 AM
(LATE IN MINS) 48

(8) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:02 PM

Arrival at the Port/Airport for Cargo Pickup 10:01 PM
Entry at the Port/Airport for Cargo Pickup 10:15 PM
Starting Time of Loading the Cargoes 10:26 PM
Time After Loading the Cargoes 10:45 PM
Traffic congestion
Departure from the Port/Airport
10:54 PM Quick lunch break
Arrival at the Warehouse 2:43 AM
(LATE IN MINS) 38

(9) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:03 PM

Arrival at the Port/Airport for Cargo Pickup 9:59 PM
Entry at the Port/Airport for Cargo Pickup 10:10 PM
Starting Time of Loading the Cargoes 10:23 PM
Time After Loading the Cargoes 10:48 PM
Traffic violation
Departure from the Port/Airport
11:02 PM Traffic congestion
Arrival at the Warehouse 2:56 AM
(LATE IN MINS) 51

(10) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:00 PM Encountered vehicle problem

Arrival at the Port/Airport for Cargo Pickup 10:31 PM

Entry at the Port/Airport for Cargo Pickup 10:41 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:15 PM

Time After Loading the Cargoes 11:38 PM

Departure from the Port/Airport 11:47 PM

Arrival at the Warehouse 2:58 AM

(LATE IN MINS) 53

(11) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:05 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:41 PM

Entry at the Port/Airport for Cargo Pickup 10:50 PM

Starting Time of Loading the Cargoes 11:03 PM Encountered loading problem

Time After Loading the Cargoes 11:49 PM

Departure from the Port/Airport 11:57 PM

Arrival at the Warehouse 3:07 AM

(LATE IN MINS) 62

(12) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:17 PM Late driver

Arrival at the Port/Airport for Cargo Pickup 10:21 PM

Entry at the Port/Airport for Cargo Pickup 10:35 PM
Starting Time of Loading the Cargoes 10:48 PM
Time After Loading the Cargoes 11:09 PM
Departure from the Port/Airport 11:18 PM Encountered vehicle problem

Arrival at the Warehouse 3:12 PM

(LATE IN MINS) 67

(13) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:05 PM

Arrival at the Port/Airport for Cargo Pickup 10:00 PM
Entry at the Port/Airport for Cargo Pickup 10:14 PM
Starting Time of Loading the Cargoes 10:24 PM
Time After Loading the Cargoes 10:46 PM
Traffic congestion
Departure from the Port/Airport 10:53 PM
Quick lunch break
Arrival at the Warehouse 2:33 AM

(LATE IN MINS) 28

(14) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:31 PM Late driver

Arrival at the Port/Airport for Cargo Pickup 10:41 PM

Entry at the Port/Airport for Cargo Pickup 10:53 PM

Starting Time of Loading the Cargoes 11:04 PM

Time After Loading the Cargoes 11:23 PM

Traffic violation
Departure from the Port/Airport 11:29 PM
Traffic congestion
Arrival at the Warehouse 2:54 AM

(LATE IN MINS) 49

(15) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 8:57 PM

Arrival at the Port/Airport for Cargo Pickup 10:37 PM Traffic congestion

Entry at the Port/Airport for Cargo Pickup 10:45 PM

Starting Time of Loading the Cargoes 10:58 PM

Time After Loading the Cargoes 11:16 PM

Departure from the Port/Airport 11:21 PM Encountered vehicle problem

Arrival at the Warehouse 2:48 AM

(LATE IN MINS) 43

(16) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 8:57 PM

Arrival at the Port/Airport for Cargo Pickup 9:46 PM

Entry at the Port/Airport for Cargo Pickup 10:01 PM

Starting Time of Loading the Cargoes 10:17 PM Encountered loading problem

Time After Loading the Cargoes 11:15 PM

Departure from the Port/Airport 11:26 PM

Arrival at the Warehouse 2:41 AM

(LATE IN MINS) 36

(17) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:00 PM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 10:32 PM

Entry at the Port/Airport for Cargo Pickup 10:40 PM

Starting Time of Loading the Cargoes 10:49 PM Encountered loading problem

Time After Loading the Cargoes 11:21 PM

Departure from the Port/Airport 11:32 PM

Arrival at the Warehouse 2:37 AM

(LATE IN MINS) 32

(18) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:02 PM Traffic violation

Arrival at the Port/Airport for Cargo Pickup 10:36 PM

Entry at the Port/Airport for Cargo Pickup 10:44 PM

Starting Time of Loading the Cargoes 10:55 PM Encountered loading problem

Time After Loading the Cargoes 11:47 PM

Departure from the Port/Airport 12:01 AM

Arrival at the Warehouse 3:03 AM

(LATE IN MINS) 58

(19) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Traffiic congestion
Departure from XYZ Logistics
9:02 PM Traffic violation
Arrival at the Port/Airport for Cargo Pickup 10:36 PM

Entry at the Port/Airport for Cargo Pickup 10:49 PM

Starting Time of Loading the Cargoes 11:01 PM

Time After Loading the Cargoes 11:19 PM

Departure from the Port/Airport 11:24 PM

Arrival at the Warehouse 2:36 AM

(LATE IN MINS) 31

(20) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:00 PM

Arrival at the Port/Airport for Cargo Pickup 9:54 PM
Entry at the Port/Airport for Cargo Pickup 10:12 PM
Starting Time of Loading the Cargoes 10:29 PM
Time After Loading the Cargoes 10:46 PM
Traffic congestion
Departure from the Port/Airport
11:08 PM Quick lunch break
Arrival at the Warehouse 2:54 AM
(LATE IN MINS) 49

(21) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:05 PM

Arrival at the Port/Airport for Cargo Pickup 10:06 PM
Entry at the Port/Airport for Cargo Pickup 10:23 PM
Starting Time of Loading the Cargoes 10:37 PM
Time After Loading the Cargoes 10:58 PM
Departure from the Port/Airport 11:12 PM Vehicle accident

Arrival at the Warehouse 3:03 AM

(LATE IN MINS) 58

(22) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:09 PM

Arrival at the Port/Airport for Cargo Pickup 10:05 PM
Entry at the Port/Airport for Cargo Pickup 10:18 PM
Starting Time of Loading the Cargoes 10:31 PM
Time After Loading the Cargoes 10:50 PM
Departure from the Port/Airport 11:05 PM Encountered vehicle problem

Arrival at the Warehouse 3:09 AM

(LATE IN MINS) 64

(23) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:03 PM

Arrival at the Port/Airport for Cargo Pickup 10:04 PM
Entry at the Port/Airport for Cargo Pickup 10:21 PM
Starting Time of Loading the Cargoes 10:38 PM
Time After Loading the Cargoes 10:49 PM
Encountered vehicle problem
Departure from the Port/Airport 10:52 PM
Traffic congestion
Arrival at the Warehouse 2:46 AM

(LATE IN MINS) 41

(24) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:02 PM

Arrival at the Port/Airport for Cargo Pickup 9:59 PM
Entry at the Port/Airport for Cargo Pickup 10:13 PM
Starting Time of Loading the Cargoes 10:28 PM
Time After Loading the Cargoes 10:47 PM
Traffic violation
Departure from the Port/Airport 10:56 PM
Traffic congestion
Arrival at the Warehouse 2:50 AM

(LATE IN MINS) 45

(25) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Traffic congestion
Departure from XYZ Logistics
9:05 PM Encountered vehicle problem
Arrival at the Port/Airport for Cargo Pickup 10:41 PM

Entry at the Port/Airport for Cargo Pickup 10:53 PM

Starting Time of Loading the Cargoes 11:04 PM

Time After Loading the Cargoes 11:27 PM Quick lunch break

Departure from the Port/Airport 11:51 PM

Arrival at the Warehouse 3:09 AM

(LATE IN MINS) 64

(26) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:24 PM Replaced assigned chassis

Arrival at the Port/Airport for Cargo Pickup 10:21 PM

Entry at the Port/Airport for Cargo Pickup 10:37 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:12 PM

Time After Loading the Cargoes 11:34 PM

Departure from the Port/Airport 11:44 PM

Arrival at the Warehouse 2:47 AM

(LATE IN MINS) 42

(27) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:03 PM

Arrival at the Port/Airport for Cargo Pickup 10:04 PM

Entry at the Port/Airport for Cargo Pickup 10:12 PM

Starting Time of Loading the Cargoes 10:25 PM Encountered loading problem

Time After Loading the Cargoes 11:22 PM

Departure from the Port/Airport 11:34 PM

Arrival at the Warehouse 2:43 AM

(LATE IN MINS) 38

(28) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:06 OM

Arrival at the Port/Airport for Cargo Pickup 10:09 PM

Entry at the Port/Airport for Cargo Pickup 10:19 PM
Starting Time of Loading the Cargoes 10:34 PM
Time After Loading the Cargoes 10:57 PM
Departure from the Port/Airport 11:08 PM Traffic congestion

Arrival at the Warehouse 2:52 AM

(LATE IN MINS) 47

(29) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Traffic violation
Departure from XYZ Logistics
9:03 PM Traffic congestion
Arrival at the Port/Airport for Cargo Pickup 10:27 PM

Entry at the Port/Airport for Cargo Pickup 10:36 PM

Starting Time of Loading the Cargoes 10:51 PM

Time After Loading the Cargoes 11:09 PM

Departure from the Port/Airport 11:16 PM Encountered vehicle problem

Arrival at the Warehouse 2:49 AM

(LATE IN MINS) 44

(30) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:03 PM

Arrival at the Port/Airport for Cargo Pickup 9:59 PM
Entry at the Port/Airport for Cargo Pickup 10:10 PM
Starting Time of Loading the Cargoes 10:23 PM
Time After Loading the Cargoes 10:48 PM
 Traffic congestion
Departure from the Port/Airport 11:12 PM
Quick lunch break
Arrival at the Warehouse 2:58 AM

(LATE IN MINS) 53

(31) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 8:57 PM

Arrival at the Port/Airport for Cargo Pickup 9:51 PM
Entry at the Port/Airport for Cargo Pickup 10:09 PM
Starting Time of Loading the Cargoes 10:26 PM
Time After Loading the Cargoes 10:43 PM
Departure from the Port/Airport 10:48 PM Vehicle accident

Arrival at the Warehouse 2:47 AM

(LATE IN MINS) 42

(32) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:02 PM

Arrival at the Port/Airport for Cargo Pickup 10:05 PM

Entry at the Port/Airport for Cargo Pickup 10:18 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:23 PM

Time After Loading the Cargoes 11:41 PM

Departure from the Port/Airport 11:52 PM

Arrival at the Warehouse 2:57 AM

(LATE IN MINS) 52

(33) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:04 PM

Arrival at the Port/Airport for Cargo Pickup 10:02 PM

Entry at the Port/Airport for Cargo Pickup 10:15 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:19 PM

Time After Loading the Cargoes 11:37 PM

Departure from the Port/Airport 11:46 PM

Arrival at the Warehouse 2:59 AM

(LATE IN MINS) 54

(34) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 8:54 PM

Arrival at the Port/Airport for Cargo Pickup 10:00 PM

Entry at the Port/Airport for Cargo Pickup 10:13 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:16 PM

Time After Loading the Cargoes 11:34 PM

Departure from the Port/Airport 11:45 PM

Arrival at the Warehouse 2:42 AM

(LATE IN MINS) 37

(35) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Traffic congestion
Departure from XYZ Logistics
9:00 PM Traffic violation
Arrival at the Port/Airport for Cargo Pickup 10:29 PM

Entry at the Port/Airport for Cargo Pickup 10:38 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:18 PM

Time After Loading the Cargoes 11:41 PM

Departure from the Port/Airport 11:53 PM

Arrival at the Warehouse 3:04 AM

(LATE IN MINS) 59

(36) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 8:58 PM

Arrival at the Port/Airport for Cargo Pickup 9:54 PM

Entry at the Port/Airport for Cargo Pickup 10:09 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:32 PM

Time After Loading the Cargoes 11:50 PM

Departure from the Port/Airport 12:02 AM

Arrival at the Warehouse 3:04 AM

(LATE IN MINS) 59

(37) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:01 PM

Arrival at the Port/Airport for Cargo Pickup 10:04 PM

Entry at the Port/Airport for Cargo Pickup 10:17 PM Wrong container number on CRO

Starting Time of Loading the Cargoes 11:25 PM

Time After Loading the Cargoes 11:44 PM

Departure from the Port/Airport 11:56 PM

Arrival at the Warehouse 3:01 AM

(LATE IN MINS) 56

(38) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:02 PM

Arrival at the Port/Airport for Cargo Pickup 10:04 PM

Entry at the Port/Airport for Cargo Pickup 10:18 PM

Starting Time of Loading the Cargoes 10:30 PM Encountered loading problem

Time After Loading the Cargoes 11:25 PM

Departure from the Port/Airport 11:41 PM

Arrival at the Warehouse 2:57 AM

(LATE IN MINS) 52

(39) WH 2

Expected Time of Arrival at the WH 2:05 AM REMARKS

Departure from XYZ Logistics 9:04 PM

Arrival at the Port/Airport for Cargo Pickup 10:02 PM

Entry at the Port/Airport for Cargo Pickup 10:16 PM
Starting Time of Loading the Cargoes 10:34 PM
Time After Loading the Cargoes 10:51 PM
Departure from the Port/Airport 11:05 PM Vehicle accident

Arrival at the Warehouse 2:57 PM

(LATE IN MINS) 52

(1) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:00 AM

Arrival at the Port/Airport for Cargo Pickup 1:54 AM
Entry at the Port/Airport for Cargo Pickup 2:06 AM
Starting Time of Loading the Cargoes 2:23 AM
Time After Loading the Cargoes 2:46 AM
Traffic congestion
Departure from the Port/Airport
3:02 AM Traffic violation
Arrival at the Warehouse 8:04 AM
(LATE IN MINS) 59

(2) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 12:55 AM

Arrival at the Port/Airport for Cargo Pickup 1:58 AM

Entry at the Port/Airport for Cargo Pickup 2:11 AM Wrong container number on CRO

Starting Time of Loading the Cargoes 3:19 AM

Time After Loading the Cargoes 3:38 AM

Departure from the Port/Airport 3:50 AM

Arrival at the Warehouse 7:49 AM

(LATE IN MINS) 44

(3) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:09 AM

Arrival at the Port/Airport for Cargo Pickup 2:07 AM

Entry at the Port/Airport for Cargo Pickup 2:20 AM

Starting Time of Loading the Cargoes 2:33 AM

Time After Loading the Cargoes 2:52 AM

Departure from the Port/Airport 3:05 AM Vehicle accident

Arrival at the Warehouse 8:00 AM

(LATE IN MINS) 55
 (4) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:05 AM

Arrival at the Port/Airport for Cargo Pickup 2:00 AM
Entry at the Port/Airport for Cargo Pickup 2:17 AM
Starting Time of Loading the Cargoes 2:31 AM
Time After Loading the Cargoes 2:52 AM
Departure from the Port/Airport 3:06 AM Encountered vehicle problem

Arrival at the Warehouse 7:48 AM

(LATE IN MINS) 43

(5) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:02 AM Encountered vehicle probelm

Arrival at the Port/Airport for Cargo Pickup 2:35 AM

Entry at the Port/Airport for Cargo Pickup 2:42 AM

Starting Time of Loading the Cargoes 2:50 AM Encountered loading problem

Time After Loading the Cargoes 3:47 AM

Departure from the Port/Airport 3:59 AM

Arrival at the Warehouse 7:58 AM

(LATE IN MINS) 53

(6) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 12:57 AM

Arrival at the Port/Airport for Cargo Pickup 1:51 AM
Entry at the Port/Airport for Cargo Pickup 2:09 AM
Starting Time of Loading the Cargoes 2:26 AM
Time After Loading the Cargoes 2:43 AM
Traffic congestion
Departure from the Port/Airport
2:53 AM Traffic violation
Arrival at the Warehouse 7:43 AM

(LATE IN MINS) 38

(7) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:00 AM

Arrival at the Port/Airport for Cargo Pickup 1:56 AM
Entry at the Port/Airport for Cargo Pickup 2:07 AM
Starting Time of Loading the Cargoes 2:20 AM
Time After Loading the Cargoes 2:45 AM
Departure from the Port/Airport 3:02 AM Encountered vehicle accident

Arrival at the Warehouse 7:45 AM

(LATE IN MINS) 40
 (8) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:02 AM

Arrival at the Port/Airport for Cargo Pickup 2:01 AM
Entry at the Port/Airport for Cargo Pickup 2:15 AM
Starting Time of Loading the Cargoes 2:26 AM
Time After Loading the Cargoes 2:45 AM
Departure from the Port/Airport 2:54 AM Encountered vehicle problem

Arrival at the Warehouse 7:46 AM

(LATE IN MINS) 41

(9) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:03 AM

Arrival at the Port/Airport for Cargo Pickup 1:59 AM
Entry at the Port/Airport for Cargo Pickup 2:10 AM
Starting Time of Loading the Cargoes 2:23 AM
Time After Loading the Cargoes 2:48 AM
Departure from the Port/Airport 3:02 AM Traffic congestion

Arrival at the Warehouse 7:54 AM

(LATE IN MINS) 49

(10) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:09 AM

Arrival at the Port/Airport for Cargo Pickup 2:07 AM
Entry at the Port/Airport for Cargo Pickup 2:21 AM
Starting Time of Loading the Cargoes 2:34 AM
Time After Loading the Cargoes 2:55 AM
Departure from the Port/Airport 3:05 AM Traffic congestion

Arrival at the Warehouse 7:53 AM

(LATE IN MINS) 48

(11) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Traffic congestion
Departure from XYZ Logistics
1:00 AM Traffic violation
Arrival at the Port/Airport for Cargo Pickup 2:32 AM

Entry at the Port/Airport for Cargo Pickup 2:42 AM

Starting Time of Loading the Cargoes 2:54 AM

Time After Loading the Cargoes 3:14 AM Quick break

Departure from the Port/Airport 3:47 AM

Arrival at the Warehouse 7:47 AM

(LATE IN MINS) 42

(12) WH 4
Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:00 AM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 2:29 AM

Entry at the Port/Airport for Cargo Pickup 2:42 AM

Starting Time of Loading the Cargoes 2:51 AM

Time After Loading the Cargoes 3:12 AM

Departure from the Port/Airport 3:20 AM Encountered vehicle problem

Arrival at the Warehouse 7:50 AM

(LATE IN MINS) 45

(13) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 12:59 AM

Arrival at the Port/Airport for Cargo Pickup 2:01 AM
Entry at the Port/Airport for Cargo Pickup 2:12 AM
Starting Time of Loading the Cargoes 2:25 AM
Time After Loading the Cargoes 2:50 AM
Departure from the Port/Airport 3:04 AM Encountered vehicle problem

Arrival at the Warehouse 7:54 AM

(LATE IN MINS) 49

(14) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:00 AM Encountered vehicle problem

Arrival at the Port/Airport for Cargo Pickup 2:32 AM

Entry at the Port/Airport for Cargo Pickup 2:40 AM

Starting Time of Loading the Cargoes 2:49 AM Encountered loading problem

Time After Loading the Cargoes 3:29 AM

Departure from the Port/Airport 3:41 AM

Arrival at the Warehouse 7:36 AM

(LATE IN MINS) 31

(15) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:07 AM

Arrival at the Port/Airport for Cargo Pickup 2:09 AM
Entry at the Port/Airport for Cargo Pickup 2:20 AM
Starting Time of Loading the Cargoes 2:33 AM
Time After Loading the Cargoes 2:58 AM
Departure from the Port/Airport 3:08 AM Traffic congestion

Arrival at the Warehouse 7:44 AM

(LATE IN MINS) 35

(16) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:00 AM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 2:22 AM

Entry at the Port/Airport for Cargo Pickup 2:30 AM

Starting Time of Loading the Cargoes 2:42 AM

Time After Loading the Cargoes 3:03 AM

Departure from the Port/Airport 3:12 AM Encountered vehicle problem

Arrival at the Warehouse 7:48 AM

(LATE IN MINS) 43

(17) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:08 AM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 2:39 AM

Entry at the Port/Airport for Cargo Pickup 2:54 AM Wrong container number on CRO

Starting Time of Loading the Cargoes 3:31 AM

Time After Loading the Cargoes 3:48 AM

Departure from the Port/Airport 3:59 AM

Arrival at the Warehouse 8:01 AM

(LATE IN MINS) 56

(18) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Traffic congestion
Departure from XYZ Logistics
1:01 AM Encountered vehicle problem
Arrival at the Port/Airport for Cargo Pickup 2:28 AM

Entry at the Port/Airport for Cargo Pickup 2:39 AM Wrong container number on CRO

Starting Time of Loading the Cargoes 3:19 AM

Time After Loading the Cargoes 3:35 AM

Departure from the Port/Airport 3:44 AM

Arrival at the Warehouse 7:46 AM

(LATE IN MINS) 41

(19) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:29 AM Replaced assigned chassis

Arrival at the Port/Airport for Cargo Pickup 2:36 AM

Entry at the Port/Airport for Cargo Pickup 2:49 AM

Starting Time of Loading the Cargoes 3:01 AM

Time After Loading the Cargoes 3:24 AM

Traffic congestion
Departure from the Port/Airport 3:36 AM
Encountered vehicle problem
Arrival at the Warehouse 7:56 AM

(LATE IN MINS) 51

(20) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:00 AM

Arrival at the Port/Airport for Cargo Pickup 1:54 AM
Entry at the Port/Airport for Cargo Pickup 2:12 AM
Starting Time of Loading the Cargoes 2:29 AM
Time After Loading the Cargoes 2:46 AM
Departure from the Port/Airport 3:08 AM Vehicle accident

Arrival at the Warehouse 7:58 AM

(LATE IN MINS) 53

(21) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:05 AM

Arrival at the Port/Airport for Cargo Pickup 2:06 AM
Entry at the Port/Airport for Cargo Pickup 2:23 AM
Starting Time of Loading the Cargoes 2:37 AM
Time After Loading the Cargoes 2:58 AM
Departure from the Port/Airport 3:12 AM Encountered vehicle problem

Arrival at the Warehouse 7:53 AM

(LATE IN MINS) 48

(22) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:09 AM

Arrival at the Port/Airport for Cargo Pickup 2:05 AM
Entry at the Port/Airport for Cargo Pickup 2:18 AM
Starting Time of Loading the Cargoes 2:31 AM
Time After Loading the Cargoes 2:50 AM
Traffic congestiion
Departure from the Port/Airport 3:05 AM
Traffic violation
Arrival at the Warehouse 7:55 AM

(LATE IN MINS) 50

(23) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 12:57 AM

Arrival at the Port/Airport for Cargo Pickup 1:59 AM
Entry at the Port/Airport for Cargo Pickup 2:14 AM
Starting Time of Loading the Cargoes 2:28 AM
Time After Loading the Cargoes 2:47 AM
Departure from the Port/Airport 3:01 AM Vehicle accident

Arrival at the Warehouse 7:59 AM

(LATE IN MINS) 54

(24) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:04 AM

Arrival at the Port/Airport for Cargo Pickup 2:01 AM
Entry at the Port/Airport for Cargo Pickup 2:14 AM
Starting Time of Loading the Cargoes 2:26 AM
Time After Loading the Cargoes 2:47 AM
Traffic congestion
Departure from the Port/Airport 3:00 AM
Quick break
Arrival at the Warehouse 7:47 AM

(LATE IN MINS) 42

(25) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:08 AM

Arrival at the Port/Airport for Cargo Pickup 2:11 AM

Entry at the Port/Airport for Cargo Pickup 2:24 AM Wrong container number on CRO

Starting Time of Loading the Cargoes 3:32 AM

Time After Loading the Cargoes 3:51 AM

Departure from the Port/Airport 4:03 AM

Arrival at the Warehouse 8:01 AM

(LATE IN MINS) 56

(26) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:11 AM

Arrival at the Port/Airport for Cargo Pickup 2:14 AM

Entry at the Port/Airport for Cargo Pickup 2:27 AM Wrong container number on CRO

Starting Time of Loading the Cargoes 3:35 AM

Time After Loading the Cargoes 3:54 AM

Departure from the Port/Airport 4:01 AM

Arrival at the Warehouse 7:48 AM

(LATE IN MINS) 43

(27) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:07 AM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 2:31 AM

Entry at the Port/Airport for Cargo Pickup 2:43 AM

Starting Time of Loading the Cargoes 2:56 AM Encountered loading problem

Time After Loading the Cargoes 3:45 AM

Departure from the Port/Airport 3:58 AM

Arrival at the Warehouse 8:04 AM

(LATE IN MINS) 59

(28) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:03 AM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 2:27 AM

Entry at the Port/Airport for Cargo Pickup 2:36 AM

Starting Time of Loading the Cargoes 2:47 AM

Time After Loading the Cargoes 3:03 AM

Departure from the Port/Airport 3:16 AM Encountered vehicle problem

Arrival at the Warehouse 7:44 AM

(LATE IN MINS) 39

(29) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Encountered vehicle problem
Departure from XYZ Logistics
1:09 AM Traffic congestion
Arrival at the Port/Airport for Cargo Pickup 2:41 AM

Entry at the Port/Airport for Cargo Pickup 2:51 AM

Starting Time of Loading the Cargoes 3:03 AM

Time After Loading the Cargoes 3:23 AM Quick break

Departure from the Port/Airport 3:56 AM

Arrival at the Warehouse 7:58 AM

(LATE IN MINS) 53

(30) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:08 AM

Arrival at the Port/Airport for Cargo Pickup 2:02 AM
Entry at the Port/Airport for Cargo Pickup 2:17 AM
Starting Time of Loading the Cargoes 2:32 AM
Time After Loading the Cargoes 2:51 AM
Encountered vehicle problem
Departure from the Port/Airport
3:02 AM Traffic congestion
Arrival at the Warehouse 7:56 AM

(LATE IN MINS) 51

(31) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:03 AM

Arrival at the Port/Airport for Cargo Pickup 2:01 AM
Entry at the Port/Airport for Cargo Pickup 2:17 AM
Starting Time of Loading the Cargoes 2:32 AM
Time After Loading the Cargoes 2:49AM
Departure from the Port/Airport 3:01 AM Traffic congestion

Arrival at the Warehouse 7:43 AM

(LATE IN MINS) 38

(32) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:01 AM

Arrival at the Port/Airport for Cargo Pickup 1:58 AM
Entry at the Port/Airport for Cargo Pickup 2:11 AM
Starting Time of Loading the Cargoes 2:23 AM
Time After Loading the Cargoes 2:44 AM
Departure from the Port/Airport 2:58 AM Traffic congestion

Arrival at the Warehouse 7:41 AM

(LATE IN MINS) 36

(33) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:07 AM

Arrival at the Port/Airport for Cargo Pickup 2:10 AM
Entry at the Port/Airport for Cargo Pickup 2:21 AM
Starting Time of Loading the Cargoes 2:34 AM
Time After Loading the Cargoes 2:59 AM
Departure from the Port/Airport 3:10 AM Vehicle accident

Arrival at the Warehouse 7:57 AM

(LATE IN MINS) 52

(34) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:00 AM

Arrival at the Port/Airport for Cargo Pickup 2:02 AM
Entry at the Port/Airport for Cargo Pickup 2:17 AM
Starting Time of Loading the Cargoes 2:31 AM
Time After Loading the Cargoes 2:50 AM
Encountered vehicle problem
Departure from the Port/Airport
2:59 AM Quick break
Arrival at the Warehouse 7:52 AM

(LATE IN MINS) 47

(35) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:01 AM

Arrival at the Port/Airport for Cargo Pickup 2:04 AM

Entry at the Port/Airport for Cargo Pickup 2:17 AM Wrong container number on CRO

Starting Time of Loading the Cargoes 3:25 AM

Time After Loading the Cargoes 3:44 AM

Departure from the Port/Airport 3:56 AM

Arrival at the Warehouse 7:52 AM

(LATE IN MINS) 47

(36) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:02 AM

Arrival at the Port/Airport for Cargo Pickup 2:04 AM
Entry at the Port/Airport for Cargo Pickup 2:19 AM
Starting Time of Loading the Cargoes 2:33 AM
Time After Loading the Cargoes 2:52 AM
Departure from the Port/Airport 3:01 AM Vehicle accident

Arrival at the Warehouse 7:58 AM

(LATE IN MINS) 53

(37) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:09 AM

Arrival at the Port/Airport for Cargo Pickup 2:06 AM
Entry at the Port/Airport for Cargo Pickup 2:19 AM
Starting Time of Loading the Cargoes 2:31 AM
Time After Loading the Cargoes 2:52 AM
Departure from the Port/Airport 3:05 AM Vehicle accident

Arrival at the Warehouse 7:59 AM

(LATE IN MINS) 54

(38) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:01 AM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 2:24 AM

Entry at the Port/Airport for Cargo Pickup 2:32 AM

Starting Time of Loading the Cargoes 2:46 AM

Time After Loading the Cargoes 3:09 AM

Quick break
Departure from the Port/Airport 3:16 AM
Traffic congestion
Arrival at the Warehouse 7:43 AM

(LATE IN MINS) 38

(39) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:05 AM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 2:36 AM

Entry at the Port/Airport for Cargo Pickup 2:47 AM

Starting Time of Loading the Cargoes 2:58 AM

Time After Loading the Cargoes 3:19 AM Encountered vehicle problem

Departure from the Port/Airport 3:51 AM

Arrival at the Warehouse 7:42 AM

(LATE IN MINS) 37

(40) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:00 AM Traffic congestion

Arrival at the Port/Airport for Cargo Pickup 2:31 AM

Entry at the Port/Airport for Cargo Pickup 2:41 AM Quick break

Starting Time of Loading the Cargoes 3:15 AM

Time After Loading the Cargoes 3:38 AM

Departure from the Port/Airport 3:47 AM

Arrival at the Warehouse 7:59 AM

(LATE IN MINS) 54

(41) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:03 AM

Arrival at the Port/Airport for Cargo Pickup 2:05 AM
Entry at the Port/Airport for Cargo Pickup 2:16 AM
Starting Time of Loading the Cargoes 2:29 AM
Time After Loading the Cargoes 2:54 AM
Traffic congestion
Departure from the Port/Airport
3:08 AM Quick break
Arrival at the Warehouse 7:44 AM

(LATE IN MINS) 39

(42) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:08 AM

Arrival at the Port/Airport for Cargo Pickup 2:03 AM
Entry at the Port/Airport for Cargo Pickup 2:18 AM
Starting Time of Loading the Cargoes 2:33 AM
Time After Loading the Cargoes 2:52 AM
Departure from the Port/Airport 3:03 AM Vehicle accident

Arrival at the Warehouse 7:52 AM

(LATE IN MINS) 53

(43) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:03 AM

Arrival at the Port/Airport for Cargo Pickup 2:06 AM
Entry at the Port/Airport for Cargo Pickup 2:22 AM
Starting Time of Loading the Cargoes 2:37 AM
Time After Loading the Cargoes 2:54 AM
Encountered vehicle problem
Departure from the Port/Airport
3:01 AM Quick break
Arrival at the Warehouse 7:58 AM

(LATE IN MINS) 45

(44) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:24 AM Replaced assigned chassis

Arrival at the Port/Airport for Cargo Pickup 2:21 AM

Entry at the Port/Airport for Cargo Pickup 2:37 AM Wrong container number on CRO

Starting Time of Loading the Cargoes 3:12 AM

Time After Loading the Cargoes 3:34 AM

Departure from the Port/Airport 3:44 AM

Arrival at the Warehouse 7:47 AM

(LATE IN MINS) 42

(45) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:29 AM Late driver

Arrival at the Port/Airport for Cargo Pickup 2:24 AM

Entry at the Port/Airport for Cargo Pickup 2:32 AM Wrong container number on CRO

Starting Time of Loading the Cargoes 3:11 AM

Time After Loading the Cargoes 3:27 AM

Departure from the Port/Airport 3:36 AM

Arrival at the Warehouse 7:39 AM

(LATE IN MINS) 34

(46) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:05 AM

Arrival at the Port/Airport for Cargo Pickup 2:02 AM
Entry at the Port/Airport for Cargo Pickup 2:15 AM
Starting Time of Loading the Cargoes 2:27 AM
Time After Loading the Cargoes 2:48 AM
Departure from the Port/Airport 3:02 AM Vehicle accident

Arrival at the Warehouse 7:59 AM

(LATE IN MINS) 52

(47) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:04 AM

Arrival at the Port/Airport for Cargo Pickup 2:04 AM
Entry at the Port/Airport for Cargo Pickup 2:20 AM
Starting Time of Loading the Cargoes 2:33 AM
Time After Loading the Cargoes 2:54 AM
Quick break
Departure from the Port/Airport 3:06 AM
Traffic congestion
Arrival at the Warehouse 7:51 AM

(LATE IN MINS) 46

(48) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 1:02 AM

Arrival at the Port/Airport for Cargo Pickup 2:04 AM

Entry at the Port/Airport for Cargo Pickup 2:18 AM

Starting Time of Loading the Cargoes 2:30 AM Encountered loading problem

Time After Loading the Cargoes 3:25 AM

Departure from the Port/Airport 3:41 AM

Arrival at the Warehouse 7:49 AM

(LATE IN MINS) 44
 (49) WH 4

Expected Time of Arrival at the WH 7:05 AM REMARKS

Departure from XYZ Logistics 12:55 AM

Arrival at the Port/Airport for Cargo Pickup 1:57 AM

Entry at the Port/Airport for Cargo Pickup 2:11 AM

Starting Time of Loading the Cargoes 2:23 AM Encountered loading problem

Time After Loading the Cargoes 3:26 AM

Departure from the Port/Airport 3:35 AM

Arrival at the Warehouse 7:43 AM

(LATE IN MINS) 38

APPENDIX C

SCHEDULE OF TRIPS TO NORTH-BASED WAREHOUSES

WH1 - PASIG
Expected Time of Arrival at the WH 1:10 PM
Departure from XYZ Logistics 9:00 AM
Arrival at the Port/Airport for Cargo Pickup 10:00 AM 1 hour
Entry at the Port/Airport for Cargo Pickup 10:15 AM 15 minutes
Starting Time of Loading the Cargoes 10:35 AM 15 minutes
Time After Loading the Cargoes 10:55 AM 20 minutes
Departure from the Port/Airport 11:10 AM 15 minutes
Arrival at the Warehouse 1:10 PM 2 hours
Entry at the Warehouse 1:12 PM 2 minutes
Starting Time of Unloading the Cargoes 1:17 PM 5 minutes
Time After Unloading the Cargoes 1:37 PM 20 minutes
Departure from the Warehouse 1:52 PM 15 minutes
Arrival at XYZ Logistics 3:22 PM 1.5 hour

WH2 - BULACAN
Expected Time of Arrival at the WH 2:05
Departure from XYZ Logistics 9:00
Arrival at the Port/Airport for Cargo Pickup 10:00 1 hour
Entry at the Port/Airport for Cargo Pickup 10:15 15 minutes
Starting Time of Loading the Cargoes 10:30 15 minutes
Time After Loading the Cargoes 10:50 20 minutes
Departure from the Port/Airport 11:05 15 minutes
Arrival at the Warehouse 2:05 3 hours
Entry at the Warehouse 2:07 2 minutes
Starting Time of Unloading the Cargoes 2:12 5 minutes
Time After Unloading the Cargoes 2:32 20 minutes
Departure from the Warehouse 2:47 15 minutes
Arrival at XYZ Logistics 4:47 2 hours

WH4 - PAMPANGA
Expected Time of Arrival at the WH 7:05 AM
Departure from XYZ Logistics 1:00 AM
Arrival at the Port/Airport for Cargo Pickup 2:00 AM 1 hour
Entry at the Port/Airport for Cargo Pickup 2:15 AM 15 minutes
Starting Time of Loading the Cargoes 2:30 AM 15 minutes
Time After Loading the Cargoes 2:50 AM 20 minutes
Departure from the Port/Airport 3:05 AM 15 minutes
Arrival at the Warehouse 7:05 AM 4 hours
Entry at the Warehouse 7:07 AM 2 minutes
Starting Time of Unloading the Cargoes 7:12 AM 5 minutes
Time After Unloading the Cargoes 7:32 AM 20 minutes
Departure from the Warehouse 7:47 AM 15 minutes
Arrival at XYZ Logistics 10:47 AM 3 hours
 APPENDIX D

DELIVERY MONITORING REPORT TEMPLATE OF XYZ LOGISTICS

TRUCK IN/OUT WORKLOG TEMPLATE OF XYZ LOGISTICS