Performance Management

Performance Management

If you don’t measure performance effectively, how can you manage it effectively? This question is vitally important in freight operations as there are so many component parts to monitor, from fuel consumption and tyre wear through to driver productivity and accident records.

Measuring performance, setting targets for improvements and monitoring progress towards those targets are the cornerstones of successful performance management.

Freight Best Practice has a series of publications available to help you monitor your internal operational performance against Key Performance Indicators (KPIs) and to benchmark your own operation against the very best of the competition.

NEW Fleet Performance Management Tool

Performance Management Best Practice - NEW Fleet Performance Management Tool Incorporating CO 2 Calculator   – Incorporating C0 2 Emissions Calculator

To download the FREE programme please login to the Resource Centre .

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Fleet Performance Management Tool...

Performance Management Best Practice - Fleet Performance Management Tool Incorporating CO 2 Calculator ...Incorporating CO Emissions Calculator

Helps fleet operators improve their operational efficiency through using KPIs and recording performance.

To download the FREE tool please login to the Resource Centre .

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In-fleet Trials of Fuel Saving Interventions...

Performance Management Best Practice - In-fleet Trials of Fuel Saving Interventions for Trucks ...for Trucks

This Guide shows how to establish the potential performance of fuel saving devices in your fleet.

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Introduction to Job Costing for Freight Operators

Performance Management Best Practice - Introduction to Job Costing for Freight Operators This Guide is aimed at helping you understand the true cost of your operation down to individual vehicles in the fleet.

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Key Performance Indicators for the Pallet Sector

Performance Management Best Practice - Key Performance Indicators for the Pallet Sector This Benchmarking Guide helps pallet networks identify real opportunities to maximise transport efficiency.

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KPIs for Food and Drink Supply Chains

Performance Management Best Practice - KPIs for Food and Drink Supply Chains This Benchmarking Guide highlights the results of a survey to measure operational performance in food and drink supply chains.

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KPIs for Non-food Retail Distribution

Performance Management Best Practice - KPIs for Non-food Retail Distribution This Benchmarking Guide highlights the results of a survey to measure operational performance in non-food retail distribution. The KPIs measured include: fuel consumption, vehicle fill and time utilisation.

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KPIs for the Builders Merchant Sector

Performance Management Best Practice - KPIs for the Builders Merchant Sector This Benchmarking Guide details the results and recommended efficiency actions following a benchmarking survey undertaken across the Builders Merchants Sector in March 2006. This was a joint initiative with the Construction Products Association and the Builders Merchants Federation in which 35 depots from eight merchants took part in a 48 hour synchronised survey.

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KPIs for the Food Supply Chain

Performance Management Best Practice - KPIs for the Food Supply Chain This Benchmarking Guide highlights the results of a survey to measure operational performance in food retail distribution. The KPIs measured include: fuel consumption, vehicle fill and time utilisation.

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KPIs for the Next-day Parcel Delivery Sector

Performance Management Best Practice - KPIs for the Next-day Parcel Delivery Sector This Benchmarking Guide highlights the results of a survey to measure operational performance in the Next-day parcel delivery sector. KPIs measured include: fuel consumption, vehicle fill and time utilisation.

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Performance Management for..

Performance Management Best Practice - Performance Management for Efficient Road Freight Operations ..Efficient Road Freight Operations

This Guide explains the process of measuring performance effectively. It includes advice on how information is best collected and interpreted to allow informed decision making in order to achieve operational efficiency improvements.

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