Prime America Logistics, Inc. 

18725 E. Gale Avenue, Ste. 205

City of Industry, CA 91748

Phone: (800) 424-7746 | Fax: (800) 230-3724 | www.primeamerica.biz

Sustainable business practices and supply chains reduce waste, cut costs, and improve profit margins. To help your business improve its supply chain sustainability, review the following tips:

1. Avoid reinventing the wheel. Minimizing waste is the first step in sustainability. Before investing in your own supply chain technology, distribution center (DC), or delivery fleet, consider using existing resources through a third-party logistics (3PL) provider. Many 3PLs have the resources--from offering an expedited service to storing parts in a field stocking location--to help you expand or improve your business.

2. Map your supply chain. Ensure that all stops along your supply chain--from production facilities to warehouses and DCs to customer locations--are optimally aligned. A well-mapped supply chain can reduce transportation legs, cutting fuel costs and carbon emissions.

3. Evaluate your packaging. Use the least amount of materials possible while still ensuring the security of the package's contents. A damaged item means a return shipment and more carbon emissions.

4. Optimize your transport modes. Ocean, truck, intermodal, and air transportation each produce a different level of carbon output per unit. Consider the time and distance constraints for each shipment, and select the shipping mode that will address both with minimum carbon footprint.

5. Consolidate and maximize space. When possible, consolidate shipments to maximize container and trailer use. If you're unable to fill a container with one shipment, don't let it ship half full. Use a less than truckload service and book only the amount of container space you require.

6. Tune in to technology. When it comes to logistics, the smallest detail can mean all the difference. Using telematics and analytics, some logistics providers can identify even the smallest strength or weakness in operations, and realign them for better route and driver optimization. By staying in tune with every detail --from a left turn to an aircraft landing--you ensure that each leg of your supply chain is as sustainable and efficient as possible.

7. Assess your assembly strategy. Store-ready displays take up more space than unassembled ones, and can cost up to twice as much to ship overseas. Ship in bulk and work with your 3PL to assemble the final product upon arrival.

8. Go paperless where possible. Companies switching from paper to electronic billing can eliminate an estimated 124 million sheets of paper annually. Paperless invoices convert lengthy customs documents into electronic data, automating the customs process and saving time.

9. Know your role in reverse. Defective parts or products are often sent to a central DC for sorting before going to their final destination for repair, replacement, or proper disposal. Shipping items directly to the manufacturer or repair facility cuts fuel costs, driver miles, and unnecessary emissions, while saving time and improving the customer experience.

10. Analyze your carrier. Assess your carrier's fleet, whether on land, ocean, or air, as well as any additional solutions that can save your company money while lowering its environmental impact.

Alex Reyes, Administrative Assistant

Alex Reyes is a strong asset to Prime America. Since he joined the team in April 2011, he has worked hard to establish himself as the go-to contact for fleet and compliance within the company. Currently working out of Prime's corporate office, Alex exudes the skills and demeanor that have made him a success at the company.

Alex studied Information Security at ITT School of Technology. From there, he started his career at a Best Buy Services/Distribution Center in 2007, where he quickly advanced to Warehouse/Parts Manager in reclamation. In his position, he managed a team of 80 people across the country and became skilled in the areas of shipping, inventory control, and purchasing.

In his role at Prime America, Alex benefits from engaging with new people and learning the processes of the company. He hopes to move into a management position within the company where he can further utilize his skills.

In his free time, Alex enjoys spending as much time as he can with his friends and family, especially with his brothers and sisters. 

Thank you, Alex, for being a part of Team Prime!

When it comes to putting supply chain risk management to practice, logistics leaders are most concerned with customer risk, demand channel volatility, and the chance of a double-dip recession, according to Supply Chain Strategies and Practices for Volatile Conditions, a financial security survey of 300 supply chain executives.

Management priorities are focused on efforts to reduce order cycle time to customers, improve throughput, and accelerate the supply chain, all of which reduce capital risk exposure. But, in addition to the economic focus, companies are greatly concerned about severe events affecting the supply chain and a sense that they need to get out ahead of those events, says survey author Lisa Harrington, senior fellow at the University of Maryland's Supply Chain Management Center, Robert H. Smith School of Business.

Key to the process of getting ahead of severe events is planning and rehearsing for disasters and for recovery. Companies that had previously experienced a disaster or disruption were more willing to invest in pre-event preparation. Rehearsal was also important for those companies. Companies that rehearsed performed better when confronting a crisis than those who had not planned, or had planned but never rehearsed.

Three other factors affect the degree of an event's impact: discovery, communications, and decision-making. The faster a company discovers and communicates that a severe event has taken place, the less impact it has, or the company sees more positive performance results.

Just as critical is decision-making, recognizing the severity of an event, and communicating effectively, improves the outcome, but slow decision-making can significantly impact results, as well. In one example, a company calculated that a one-hour delay in making a decision on how to respond could result in a full day's delay in getting product to the affected site.

The greater the financial impact of a disruption, the higher the likelihood that it could have been managed better, suggests the study. There seems to be a direct correlation between how well an event is managed and the financial cost.

• Storage for up to 3,000 pallets
• Warehouse meets all regulatory requirements
• Customized fulfillment to fit customer needs
• Pick and pack by part, case, or pallet
• Improved flexibility to expand and contract inventory
• Complete inventory control
• Real-time online visibility and tracking

• Service and pricing customized to your schedule and budgets
• Service throughout the U.S. and Canada
• Complete cargo security
• 24 hour online tracking
• Fleet maintained by Penske nationwide
• Drivers with impeccable safety records
• Personal attention with every shipment
• One point of contact