US 20060218058 A1
The system of this invention manages customer orders using vendor supplied software systems interfaced on a real-time basis to touch the data in each system on a real-time basis. In effect, there is horizontal communication between the various components of the system such as inventory, purchasing, order management and receipt, logistics and inventory to have continual data flow without using a vertical software interface. As a result, customer orders are received on a real-time basis using screens that are user friendly to promptly take orders, to verify customer data and to verify the ability to meet those orders. Transmission of documents within the system is minimized thereby making it more efficient, timely and cost efficient.
1. A system for processing customer orders for goods in a computer-based data processing system having a plurality of connected databases, comprising:
an input component for entry of customer orders;
a processor for validating customer orders and controlling user interaction with the plurality of databases through a plurality of components operating on the processor, including:
a component for automatically checking inventory for availability of ordered goods;
a component for enabling retrieval and tracking of goods stored in inventory to create shipping loads;
a component for building shipping loads from the retrieved goods; and
a component for scheduling delivery of shipping loads to a plurality of customers.
2. A method for processing customer orders in a computer-based data processing system comprising the steps of:
receiving the customer orders for goods from an input source;
processing the customer orders based on information stored in a plurality of connected databases;
checking an inventory availability of the ordered goods in response to the customer orders;
retrieving the ordered goods that are available from inventory;
building a shipping load for the ordered goods available from inventory; and
scheduling the shipping load with a selected carrier for delivery to a customer.
3. The method for processing customer orders of
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18. A system for processing customer orders comprising:
an input component for accepting orders for goods received from customers;
a plurality of databases that are accessed by the input component;
a component for processing customers orders based on information stored in the plurality of databases;
a component for checking inventory availability for ordered goods;
a component for facilitating the retrieval of the ordered goods that are available from inventory;
a component for building a shipping load for the ordered good available from inventory; and
a component for scheduling the shipping load with a selected carrier for customer delivery.
19. The system for processing customer orders of
20. The system for processing customer orders of
21. The system for processing customer orders of
This application is a continuation of application Ser. No. 09/083,681, filed May 22, 1998, which is a continuation of application Ser. No. 08/474,970 filed Jun. 7, 1995, now U.S. Pat. No. 5,758,329 issued May 26, 1998, which is a continuation of application Ser. No. 08/111,242, filed Aug. 24, 1993, now U.S. Pat. No. 5,666,493 issued Sep. 9, 1997.
1. Field of the Invention
The present invention relates to a system for providing efficient management and fulfillment of customer orders in a food processing and distribution environment. More specifically, the invention relates to a system having an order management function, integrated with financial services to process orders promptly and create current and efficient financial records. Likewise the system includes a logistics function for processing orders and consolidating them into appropriate loads for delivery over transportation systems. Integrated in the system is an inventory management system that cooperates with the order management function, financial services function and logistics function to properly manage the raw material and finished product through a warehouse for delivery to a customer. Also included in the system is a purchasing system based upon an electronic catalog that streamlines the purchasing function by using blanket vendor orders to approve the purchase of the necessary materials to support the system.
2. Related Art
A software package named Flashpoint provided by Knowledge Ware, Inc. is utilized to create screens for customer service representatives. PRISM software provided by Marcam is used to operate IBM AS/400 mini computers to support terminals using Flashpoint software. SMS software, supplied by ITLS of Canada, resides on the AS/400 platform to support the logistics function and TRACS software supplied by Westerley Development Corp., supports PCs driven by the TRACS software. Rhumba/400 software is supplied by Wall Data, as well as PC Support by IBM to enable communications between an AS/400 platform and PC terminals. Furthermore, Software 2K provided by Software 2000 of Boston, Mass. supports financial functions. Marcam has issued U.S. Pat. No. 4,864,507 pertaining to a method and apparatus for process manufacture control. The aforementioned vendor software and patent are hereby incorporated by reference.
None of the foregoing software is integrated to provide an efficient order management system. In the past, these software packages operated vertically. This prior architecture does not provide the necessary system integration for efficient real-time data management.
The present invention has the ability to efficiently receive customer orders, process them, create appropriate financial records and coordinate this information with the inventory and manufacturing functions to prepare and load consolidated shipment for transportation to a customer. This is accomplished by touching each sub-system's database on a real time basis by horizontal integration of each system to create a harmonious flow of data between systems. This unique concept allows for continual updating of the system over time.
Most importantly, a deal with a customer is settled before the order is taken by using the horizontal data flow between systems to verify availability to meet the order, integrate customer data and price the deal while speaking to the customer.
It is an object of this invention to efficiently receive and process customer orders.
It is another objective of this invention to minimize costs of a food processing and supply business.
It is yet another object of this invention to create a system tailored to customer profiles for the delivery of products.
It is still another object of the invention to efficiently manage inventory.
It is yet another object of this invention to efficiently assemble and deliver loads of products to customers.
It is further an object of this invention to efficiently purchase and account for materials.
It is still another object of this invention to create a financial system to support each of the above objectives.
It is an object of this invention to create and integrate a system incorporating the above functions at minimal cost.
It is still another object of this invention to provide business control features to manage such a system.
The invention is better understood by reading the following Detailed Description of the Preferred Embodiments with reference to the accompanying drawing figures, in which like reference materials refer to like elements throughout, and in which:
In describing preferred embodiments of the present invention illustrated in the drawings, specific terminology is employed for the sake of clarity. However, the invention is not intended to be limited to the specific terminology so selected, and it is to be understood that each specific element includes all technical equivalents which operate in a similar manner to accomplish a similar process.
Generally, the GUI (graphic user interface) consolidates the various fields by pulling data from numerous screens into one screen used by a customer service representative. When a specific field is entered, the interface updates the supporting multiple screens thereby saving time while interacting with a customer. The resulting screen is user friendly and responds to queries in real time.
PRISM software on the AS/400 platform interfaces with Flashpoint software on the PC platforms to allow the creation of the above-described user friendly screens, and to interact with other modules of this invention. The enabler software between the PRISM customer order management software and the Flashpoint software is the Rhumba 400 and the IBM PC support. This interface also talks to Software 2000 that maintains accounts receivable (A/R) files. It also allows for keeping separate data stored in synchronization without having the data keyed in.
The Exception Resolution process design (103) involves putting in procedures and policies to ensure customer service levels. This begins with the order acceptance process all the way through the collection and application of cash. For any problems that arise, that process will have procedures and policies to handle and resolve them.
Logistics (104) primary objective is to reduce the outbound and also the inbound freight costs of the organization. This is accomplished in a couple of ways (1) by using software to consolidate the less than truckload shipments to different plants to have better utilization of the trucking operation. It also houses a low cost core carrier list to be utilized to expedite shipping processes and to monitor the performances of carriers.
Pricing (105) is in software residing on a LAN file server. It is geared towards looking at customers, markets and products. In addition, it brings in other business data like product cost, profitability targets, where customer ship-to's are located, freight delivering costs to develop delivery pricing to customer and FOB pricing picking up shipper's dock. Included are market adjustments, overhead, et cetera, to be used to compile and work out a customer product pricing. (Also seen on
Warehousing (106) is designed to ensure inventory accuracy, to put away and retrieve inventory in an expedient fashion, to validate the order to ensure what is loaded on the truck, and to ensure all documentation prepared for the shipment is accomplished.
DEALS (8) includes discretionary spending, negotiating deals with customers by writing them an AP check to rebate for performance, initiating a credit memo to them on account, giving them a “Gelco check” for buying advertisements, or buying down their price for special promotional activities that customers may undertake. Also, the sales representatives will have the ability to put discount lists into the system via this DEAL system (8) to give them a special allowance. This information is fed into PRISM and shows an allowance off of their invoice when invoicing occurs. The sales representative can create a credit memo to issue invoice errors and apply the amount to a pre-set account.
This DEALS system (8) also houses the sales representatives' targets by product category and customer by which they will be measured. This also gathers the data to support customer profitability reporting.
Performance Reporting (112) is where all the data comes together. This is outside of the AS/400 environment, on a LAN file server, to gather data from the order acceptance, the invoicing, the pricing, the shipping and the DEALS (8) function, plus brokerage fees to brokerage companies that service accounts. From this data is generated all of the performance reportings such as sales representative activities, customer profitability, analysis of movement trends and the like. There will be a customer score card created to rate the customer for profitability, volume and the like. This data is used for management decisions related to this customer.
Order Fulfillment (114) is used after order acceptance and it gets the product picked and packed at the warehouse, closes the order, and generates all necessary documents.
Credit Memo (116), G/L (General Ledger) (118), AP (Accounts Payable) System (120), Accounts Receivable System (122), how customer credit is established, and procedures (how they interact at order entry time is important), and are all traditional accounting functions.
If it is not a customer pickup, go to the Full Truckload decision in Box 308 which questions a full truckload or not. Full truckload means did the customer order an entire truckload with their product or is their order on two separate truckloads. For example, is there half an order of frozen and half an order of chilled orange juice? In the present system, these are two separate orders, and therefore do not create a full truckload even though in theory it would be a full truckload. If there is a full truckload you go to “carrier selection” which will be two or three processes down the decision tree. If you don't, the orders are passed onto order consolidation. Again, the process here is to determine which are full truckloads and which are the LTL shipments. The LTL shipments would again go to the order consolidation function which is one of the keys to the entire process.
Further, the function shown in Box 316 asks if they can be consolidated if the delivery window is compatible and if the customer shipped to is the same?
The next decision is shown in Box 318 and asks if it is a truckload? Of course, if a full truckload is determined there is no need to proceed. This would be the optimal consolidation if a half a truckload of frozen and a half a truckload of chilled orange juice goes to the same customer. Then you have a full truckload going to the same customer and delivered on the same day, for optimal consolidation. If the arrow to the left says there is a full truckload, the decision tree goes down immediately into carrier selection.
If the decision shown in Box 320 says there is not a full truckload but the two orders are going to the same customer, it then looks at other orders going in the same destination area. There is basically one more check within the destination area. If not, it goes back into the rest of the orders for the next consolidation which is the arrow to the right.
If it is in the same destination area, then it goes to Box 322 the origin area locations 1 and 2. The system would try to put all orders for location 1 before putting location 2. If not in the same origin area the arrow goes to the right and it goes back into potential consolidation with other orders. If yes, it is in the origin area, then the decision arrow going down indicates it might be consolidated.
The decision shown in Box 324, “form,” means the form of the product, i.e., frozen, chilled or dry, because the way it is loaded in the truck makes a difference. Frozen goes in the nose of the truck, followed by chilled, and then dry. The reason for this is the location of the cooling unit. Therefore, these should be loaded exactly opposite of the way the truck is built. Stop 1 would be dry, stop 2 chilled, and stop 3 frozen to prevent unnecessary unloading. Consolidation is determined in this form.
The decision shown in Box 326 is the consolidation process. The preceding decisions result in the consideration input to Box 328 to consolidate loads by picking the furthest and latest point away and to build the truckload from that information.
The decision of Box 330 is to select the next closest, i.e. shipment to Los Angeles and San Francisco (next closest). It looks at the next closest load that fits the other requirements (form, destination, origin, et cetera).
The decision of Box 332 says does it fit the time and capacity? Capacity means “x” amount of weight and truckload (for juice it is about 44,000 lbs, meat 36,000 lbs). The difference being that the meat product is packed different on the pallet to only get about 20 pallets on a truck, and the way the meat is stacked results in about 36,000 lbs, not fully cubed out most of the time. Juice products are case goods that are stacked accordingly and can obtain fully cubed out pallets of about 44,000 lbs. Therefore, two 25,000 lb juice orders cannot be sent to the same truck or the load will be 50,000 lbs and the truck would be overweight and not legal.
If the decision is yes, then go to Box 334 which takes the data that there is 44,000 lbs of juice or 36,000 lbs of meat. This data is compared to maximum truckload weight. If the comparison shows that the weight of the load approached the maximum truckload weight, then the order consolidation is finished. If not, then more orders need to be picked to get up to the truckload amount.
If yes, the consolidation is finished, then go to Box 336 and answer what is the cost of delivering these orders. The cost of full truckload rates is built into the system for carrier X.
The next decision Box is 338 which asks if that is acceptable. The logistics planner is going to use his judgment when he sees what the system calculates and the cost. If not acceptable, then it will go back to consolidation and possibly change the parameters. It might be done manually with the system actually calculating the difference in freight. If it is not acceptable, there is the option to do a manual load build.
If acceptable, go to Box 340 which queries if it is a full truckload. This means that it may not be a full truckload and there may only be so many orders which can be consolidate or weighed out (i.e., 44,000 lbs). If there are not enough full truckloads from of all these orders, which does occasionally happen, some LTL carriers do their own load consolidation and pick up small orders from various customers and go to a dock and break bulk terminal to put loads together on the same truck. These carriers are more costly due to the personal consolidation and handling of the product. The ultimate goal is to build full truckloads to lower the freight costs rather than have someone else do it.
If not, go to LTL carrier assignment. The lowest cost LTL carrier should be tendered the load. If it is a full truckload go directly to carrier selection, which is assignment of a full truckload carrier. Either way, there is a carrier selection process.
Carrier Selection Process
The decision point in Box 344 is customer requested carrier. A customer may request a specific carrier. If yes, it goes to Box 352 which says to notify a carrier that they have a load. This comes later in the decision process.
If not, the decision goes to Box 346 and asks if any of the in-house fleets want the load. If not, go to Box 348 carrier assignment. A database has been designed and set up which contains all of the carriers, service areas and rates. It looks at all the carriers and picks a carrier from the list which is decision Box 350.
Decision Box 350 determines from a list of carriers that haul products to the service area(s) to which the load is destined. The carrier list identifies the carriers and their rates to selected areas. The load is then tendered to the selected carrier with the lowest rate, but the lowest may not have the right equipment available and therefore the decision is made to offer to carrier B. Therefore, the decision is not only the lowest cost carriers with available equipment.
The decision Box 360 feeds into the decision process of Box 350 and inputs a carrier monitoring process which helps determine which carrier to use based on different factors and not on just the cost factor alone. Even though carrier A may be the lowest cost carrier its service rate may be less than 100%, e.g. 90%, while carrier B may be 99% and only cost $10.00 more. Then the decision is made to use carrier B because of the service level considerations. If none of the carriers has equipment available to haul the load, then the decision goes back to an in-house carrier. Assuming that a carrier was not found, the process goes to Box 346. At certain times of the year it has been found difficult to assign carriers to products, necessitating the use of in-house fleets.
Decision Box 352 notifies the carrier. This may be done by telephone or EDI. If via EDI, the carrier may access their mailbox and say yes or no. There are certain transaction forms that are then generated. One is a load tender form 990 that the carrier would send back with an acceptance or rejection of the load. If carrier's are on EDI it would be an efficient process. There is also a load tender form which is not in any of these other process boxes which states what the contents of the load are, for example, the customer, weight, product type, delivery date, et cetera. Rather than relay the information over the phone, a fax including the information is sent to the carrier via the load tender form requesting the carrier's signature if the load is accepted. After acceptance, the executed form is returned via fax. The manual notification of the carrier process is by fax, phone or a combination thereof. EDI is however the preferred means.
Decision Box 354 is a less than truckload shipment. Certain orders are LTL shipments and need to go through a carrier selection process.
Decision Box 356 queries if the customer requested an LTL carrier? There are only a few carriers that haul LTL shipments. If it is not a customer requested carrier, then the process goes to the regular carrier assignment decision in Box 348. The decision is no different for an LTL shipment than for a full truckload regarding carrier assignment considerations. The service level of LTL is also considered. In other words, carrier A may be a truckload only going to that area and truckload B may be a LTL carrier going to that service area. If the LTLs go to California, the decision is to pick that carrier.
Decision Box 352 first determines if there is a customer requested carrier then goes through the carrier selection process of Box 352.
Decision Box 358 instructs that the carrier is to confirm the appointment, meaning that they will pick up the product at the warehouse. This process is done by the carrier calling the warehouse and confirming the appointment. If they do not confirm the appointment, then the load is cancelled and the process follows the exact same selection process, and reassigns the carrier's load to another carrier.
As discussed above, decision Box 360 feeds into the carrier selection process. The carrier monitoring process sets the standards a carrier must meet before it is selected. Criteria are established such as 98% on time delivery, or 1% claims, meaning damaged products, short products or overages that are related to the carrier. In other words, the load could be shipped short which may not be the carrier's fault, but if the carrier has continual shortages, this needs to be tracked. The carrier monitoring process also considers the number of times a carrier rejects a load. For example, if 10 loads were offered and only 8 were accepted, it could mean unavailable equipment. Another criteria is the time it takes to pick up the order at the warehouse, and if they are late. This is considered an exception to on time pick up. If the standard is 98% on time and they are 97% on time, this information needs to be captured. The carrier is required to furnish the actual delivery date. The result is a report or score card which gives them a rating. The selection process is used to weed out the carriers that do not provide the required service level. Based on the report card, the carriage may be rebid to other carriers.
Decision Box 364 is the order release portion. At that point there is a decision as to whether the order is going to be shipped. Logistics would actually confirm and send it to the warehouse to be shipped.
Decision Box 366 instructs to generate a pick ticket. A pick ticket is something that is used by the warehouse to determine the location that a product is stored. It shows the products to be put on the truck by SKU level. It states for example that 100 cases of Florida Gold and a 64 oz 12 (12 64 oz to a case) are needed. It may then pick 100 cases of Old South Premium chilled orange juice 8 oz bottles that are 84 to a case. It locates the product by SKU level and instructs placement on the truck by order. It may have multiple orders for one truckload. Box 374, going off the order release in decision Box 364, is another pick ticket which is the same as decision Box 366.
Decision Box 376 is where the truck is actually loaded. Again, the truck must be loaded taking into consideration the commodity type(s) of the load. Decision Box 376 determines how to actually load the truck (e.g., frozen, chilled and dry).
Decision Box 368 determines that the load needs to be closed. At the time the load is closed, the SMS software in the warehouse produces a screen that says the load that is going to the Supervalue in Omaha, Nebr. consists of 200 cases of Florida Gold and 300 cases of Old South at a particular weight. In order to change the count, a warehouse person must verify the count, in other words override the 200 cases of Florida Gold to 201. The weight is either manually or automatically calculated. At that time, the Bill of Lading is generated by the PRISM software system using an SKU number so that a change in quantity would automatically change the data on the weight. A four digit alpha code designating the carrier is used to produce that information directly on the Bill of Lading, closing the load and generating the Bill of Lading.
Decision Box 370 means that information feeds into the invoices. It is fed into Box 368 as well for indicating that the product was shipped. As a result, an invoice is created.
Decision Boxes 370 and 372 are information outputs which feed to the financial data base.
Returning to decision Box 380, a Bill of Lading is generated, which is a legal document that the carrier must retain on the truck at all times while hauling the product. This states the products that are on the truck; where the products are being delivered, and the carrier. It is a legal document required by the ICC for shipments on interstate highways. A Bill of Lading is generated by the system after the information in Box 368 is inputted to close out the load.
Decision Box 382 determines that the driver signs the Bill of Lading. The driver basically signs that he received that product. For example, decision Box 382 indicates that the driver received in the truck 200 cases of Florida Gold orange juice. When the load reaches its destination and the customer says they only received 199 cases, the carrier can be held accountable. The carrier basically signed to say that they received and are responsible for 200 cases of the product. The signing also makes the Bill of Lading a fully executed document for legal purposes.
Decision Box 382 indicates that the Bill of Lading on file should have been executed by the driver to verify any information that may be needed at a later date.
Decision Box 384 is a completed Bill of Lading after the driver signs it.
Freight Claim Management
Decision Box 390 is that when a phone call is received from the carrier or customer, a sequential incident number is assigned. It is called an incident number because at that point there is no decision as to whether it is going to be a claim or not. It tracks all instances of overages, shortages, and damages (OS&D).
Decision Box 400 says to generate any credit/debit memo for any OS&D. If after going through the entire claim process and determining that there is an OS&D and the shipper is at fault, then a debit and credit memo is generated so that it is outside of the normal process. If there is an OS&D involved, the customer will not pay for that. If the customer ordered the 200 cases of Florida Gold orange juice and only received 199, short 1 case, it will only pay for 199. A debit/credit memo is generated to accounts receivable so that when the customer pays for that invoice it is only going to pay for 199. The customer's accounts receivable is then updated.
Decision Box 410 indicates to notify an order management caseworker of reported shortages and damages. In other words, the carrier calls and reports the customer's shipment was short or damaged. Order management is then notified.
Decision Box 412 indicates to notify a caseworker to be proactive with customers to settle potential claims.
Decision Box 414 indicates that because there is a reported shortage or damage to notify the warehouse to resolve inventory discrepancies.
Decision Box 416 determines what to do if a damage report is made.
Decision Box 452 indicates to record the damage reason in the incident database. This is done to identify if a particular product keeps getting damaged in transit. The information is recorded in this database for damage from packaging, carrier mishandling, etc. to track the damages by reason code to correct the situations. With carrier problems this can be transferred to their report card as part of the carrier monitoring process.
Box 420 queries if this is an in-house carrier. The reason for this determination is because in-house carriers are treated differently. If yes, the process goes to decision Box 422 and the report is resolved within 48 hours. At that point it may take some investigation to determine who was at fault. If it's not resolved within 48 hours (maximum amount of time on an internal claim) the process goes to decision Box 436, to be explained later. If resolved within 48 hours, and fault assigned, the process goes to decision Box 424.
Decision Box 426 assigns the cost for damage to a carrier or shipper.
Decision Box 428 determines whether the actual amount of damage is over $25.00. If so, a claim is filed with the carrier in decision Box 440. There is a nine-month period in the United States and three months in Canada for filing an ICC claim/form which identifies the product, the damage and the dollar amount.
Decision Box 420, is basically the same decision that is made for an outside carrier that is made for an in-house carrier. If the carrier is at fault, then the process goes to Box 428 and determines if the amount of damage is $25.00. The process then goes through the decision whether a claim is to be filed. If the carrier is not at fault, the shipper absorbs the cost of the damage.
Decision Box 432 is a damage report to find out why there is continuing damage. The incident database was created in order to generate this type of damage report. The decision Boxes 432, 434, 436 and 418 are directed to handling non-damaged, that is short or over products. First, a determination is made whether the report shows an OS&D over $25.00. If yes, the process goes through the regular investigation and handles the damage report accordingly.
If not in 90 days, the process goes to decision Box 444 where a claim tracer is generated which states a claim was filed, and inquires why the carrier has not responded. If the carrier does respond in 90 days, it is acknowledged. Otherwise the carrier must confirm that they received the claim and are researching it. Nothing needs to be settled in this 90-day period. A follow up on the promptness of the settlement is used for the carrier scorecard.
In decision Box 448, if the claim is resolved, then the carrier pays the settlement.
In decision Box 450, if carrier doesn't pay within a 60 day period, the loss resulting from the damage is deducted from the freight bill per an agreement with the carrier.
Freight Payment/Reconciliation Process
Decision Box 454 is PRISM software. The arrow down indicates that an order is passed whether full or LTL to logistics. Logistics does its whole process and goes through load consolidation and carrier selection (note the rate established for the carrier). This rate information then is fed back to PRISM.
Decision Box 456 provides that because the carrier is known there is no need to perform a reconciliation any more. A carrier sends a freight bill including mileage, stop off charges and dividers, requiring a 100% audit of those freight bills back to the Bill of Lading. On the Bill of Lading is hand typed the actual amount of freight that is expected to be paid. Again, the carrier selection process lists the carrier and the rates they charge so when a carrier is selected and they've accepted the load, the system actually takes that freight amount and prints it on the Bill of Lading. This allows the freight bill to be used in performing a reconciliation, and to pay the carrier directly by going and approving the payment (a final check before releasing those bills for payment).
Below decision Box 456 is payment approval that may be going on once a week by paying carrier ABC for all the loads hauled in that week to generate one invoice in a summary type format that shows the loads that went out in that five day period. Then the “hold five days” step is used initially for the purpose of taking into account additional charges that may occur while delivering the load. For example, the driver may be retained at a customer's dock for a specific reason, resulting in a detention charge, so the carrier may bill for that depending on the rules that are in effect for their rate. All such information is captured within that five-day period. Five days is not fixed so the system can be modified to have a separate adjustment process where the initial estimated freight charges are used based on what is shown on the carrier selection process and a separate adjustment charge made when this detention occurred resulting in an adjustment to that particular invoice/order number. For example, once a week all payments due to carrier ABC are sent from decision Box 456 indicating to make a freight payment, to S2K software in finance. The payment request would be interfaced into accounts payable. The coding is performed within the logistics process using the account numbers with an interface into accounts payable.
The line item out to the right of the hold five days area called “delivery proof/freight bill” is a request for the carrier to send proof of delivery on all freight bills on an exception basis.
Proof of Delivery
The process goes to decision box 464, and if there are any OS&D, the carrier needs to notify the caseworker. The carrier is required while at the customer's dock to call and say if there is a problem (discussed earlier). He needs to notify the shipper again to be proactive with the customer and the shipper determines if a back order or shipment is needed, or whatever else, to satisfy the customer's needs.
Decision Box 466 indicates that after the carrier has notified the caseworker that there are no changes to the Bill of Lading, the customer signs the Bill of Lading and this is proof of delivery. The earnings process is basically complete at this point.
Decision Box 468 indicates for the carrier to EDI the freight bill to the shipper, or EDI the date and time of delivery to the logistics network. This will further remove paper from the system.
Decision Box 470 shows that the shipper pays the freight bill by accounts payable, without the need of a paper freight bill.
Decision Box 472 queries whether the customer pays the shipper or rather makes any deduction on the invoice that's in addition to the agreed upon OS&D. In addition, even if no OS&D is reported, the customer still may nonetheless take a deduction on the invoice. Decision Box 474 shows that shipper requests a copy of the Bill of Lading from the carrier when the customer does not pay the shipper. Anytime there is a shortage in a receivable amount from the carrier that's not justified or documented, a copy of the Bill of Lading is requested from the carrier. This information is used to adjust accounts receivable, if appropriate. They are required to be kept on file for six years by the ICC. This is the only time that this piece of paper is required to be delivered to the shipper. If the customer does pay the shipper the full amount, then Box 476 shows that the C.O. is closed and cash is to be applied fully if there are no discrepancies in accounts receivable. The C.O. was closed earlier in the process.
Modifications and variations of the above-described embodiments of the present invention are possible, as appreciated by those skilled in the art in light of the above teachings.
It is therefore to be understood that, within the scope of the appended claims and their equivalents, the invention may be practiced otherwise than as specifically described.