b'SUPPLY CHAIN expectations rise and pressure to reduceTo ensure better service and minimizesupport a more sustainable community. In costs intensifies. For instance, it wasinflating demand, suppliers attending thefact, that was the impetus for this article common to deploy a four-person crew forroundtable recommended working withand the rallying cry among the suppliers a typical household goods pack and load.preferred partners and giving them enoughparticipating in the roundtable.Today, they are lucky to be able to deploytime to research alternatives instead of two people, which means the job takesbringing the same move to multipleA shift in the right direction will require a longer and routinely triggers schedulingpartners. To make RFPs less onerous, theycommitmentfrom all stakeholdersto problems on the delivery end. recommended that procurement streamlinedeeper education and an openness to new due diligence with just a few providers andperspectives. Collectively, we can rebal-Although technology can provide somerequire more extensive research only withance our ecosystem and ensure a healthy answers, suppliers across the spectrum agreeindustry as we navigate thesethose solutions come with a hefty priceselected finalists.challenging times.tag, which reduces margins and magnifiesThrough greater openness and transpar-the strain of higher expectations and lowerEllie Sullivan, SGMS-T, SCRP, HCS, is costs. As one provider said, Clients expectency, we can nurture more effective rela- senior vice president, Advisory Services, at a Four Seasons experience on a Super 8tionships built on realistic expectations andWeichert Workforce Mobility.budget, and still expect mints on the pillow. Another issue pressuring industry partners is the complexity of RFPs required by todays procurement professionals. Many solicit long-range price commitments which are impossible given exorbitant inflation.Suppliers are also frequently required to examine and confirm compliance with 20, 30 and even 100 or more pages of data protection, ESG and technology criteria. This demands additional scrutiny and resources and raises the cost ofdoing business.EMPLOYER PERSPECTIVEThe knock-on impact of these challenges is exacerbating the situation for clients, too. They are under immense pressure to supply relocation services faster while managing a wider variety of move types, compliance and quarantine travel restrictions, and higher client expectations. They are alsoSETTING THE STANDARD IN dealing with their own talent shortages and burnout from being so thinly staffed.CANADIAN VEHICLE TRANSPORT.The same employers that are having trouble finding drivers to get their goods to market 40 Years of transportation excellence.have difficulty understanding the signifi-300 trucks augmented by rail service across Canada.cant impact on service providers. These realities and mismatched expectations are Our Move Management technology keeps you in lengthening timelines from a pre-pandemicthe drivers seat throughout your vehicles journey!cycle that was fairly predictable, to a post-pandemic schedule that is at least twiceMature team of dedicated employees always as long. ensures consistent and dependable service.BALANCING THE ECOSYSTEMHansens fleet of seasoned professional driversEach member of the mobility ecosystemtreat your vehicle like their own.plays a vital roleincluding the employees we relocate. Given the Amazon effect (what Flexible pick-up and delivery options to suit your I refer to as an unrealistic ideal of instantevery move type.gratification), it is not easy to set reasonable expectations, especially when the average Local, regional, long-distance, and cross-border attention span is just eight seconds! moves performed.Thankfully, our industry is devoted to exceptional service. Providers take greatOnline quotations at www.LHF.com or call pride in personalized counselling, intuitive technology, and a wide variety of communi- 1-888-420-8888 for more information!cation tools that demonstrate empathy and improve understanding. Winter 2022PERSPECTIVES21'