Philosophy / Principles

• TransTech only employs experienced distribution consultants. You will not pay to train a consultant with TransTech. In addition, your TransTech team will always include a company principal.


• TransTech employs a peer review system - other TransTech professionals analyze every concept. This adds an extra level of objectivity and experience to every design.


• The same TransTech consultants perform all phases of a client project. This insures that important criteria are not compromised in implementation.


• TransTech makes recommendations that are the most economic for the client - not the newest, trendiest, highest tech, least expensive, easiest to implement, etc.


• TransTech will lead and assist you through multiple alternatives of your distribution operations in the study and final design process. More than 1 alternative may have a positive ROI, 1 has the highest ROI.


• Distribution and logistics is an integral part of the supply chain that impacts nearly every aspect of business.


• At least every 5 years, it is necessary to assess your current business and to take an in-depth look at your markets (business segments and customers), product offerings, growth, supplier/manufacturing sources, outbound location analysis, facilities, equipment, systems, and processes. With the affect of globalization, many businesses should do the process every 3 years.


• Inventory accuracy is vital to any effective distribution operation. Inventory accuracy is never compromised in our recommendations.


• Documenting of the current operation is important because in many instances, some of the parties who will be asked to participate in the decision making process do not know the current process.


• A risk assessment is important in any project.


• Our experience shows that the most successful systems are those where final operational performance was considered throughout the design process.


• Our goal is to provide services that exceed our client's expectations.


• Equipment manufacturers and distributors will normally find solutions that incorporate use of their equipment and services rather than finding optimal solutions.


• WMS (Warehouse Management System) capabilities should be considered during the operation design process, not after.


• The most important reason to measure any activity or function is to improve performance.


• "Low Hanging Fruit" are improvements that can be implemented at any stage of a project, even the discovery stage.


• The two most important responsibilities of management are: 1. Get the job done and 2. Improve performance.


• "Benchmarking" is not the objective. "Best practice" is not the objective. "Improvement" is the objective.


• TransTech treats all client information and data as "nondisclosure" information.