All participants will be able to listen only until the question and answer portion of the call. At that time press star one to ask a question. Now I will turn the meeting over to Ms. Jennifer Symoun. Ms. Symoun, you may begin.
Good afternoon or good morning to those of you to the West. Welcome to the Talking Freight Seminar Series.
My name is Jennifer Symoun and I will moderate today's seminar. Today's topic is Freight Performance Metrics. Please be advised that today's seminar is being recorded. Today we will have two presenters.
Sam Fayez of productivity Apex and LTC Leslie Sullivan of the US Transportation Command.
I do have a third presented listed, Ed Strocko and he will no longer be presenting today sort first presenter will be Sam Fayez.
He is a director of supply solutions at Apex.
Holds a Ph.D. and industrial engineering.
The knowledge base is an automated supply chain definition and modeling tool.
Aprotic activity Apex he directed several projects for a permit and private organizations organizations.
This band ranges from research and development in the areas of supply chain and logistics'.
Technology assessment, interdependency is modeling and analysis.
He was elected to serve and a supply chain Council tentacle development steering committee.
Leslie Sullivan is a graduate of New Jersey ROTC program.
His commission as an Army transportation officer.
She has served in various command and staff position at the company battalion brigade and major command levels in United States.
And the Middle East and Europe.
She is a certified joint specialty officer and has vast experience in joint transportation operations.
She is assigned to the U.S. Transportation Command, Scott Airforce Base, Illinois.
Lt. Colonel Sullivan is married, has two children and resides in O'Fallon, Illinois.
I would like to go over a few logistical details today's seminar will last 90 minutes with 60 minutes allocated for speakers and 30 minutes for Q&A.
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If file containing the audio and visual will be posted to the talking freight website.
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With that, with a get started with our first presenter of the day, Sam Fayez and of productivity Apex.
If you think of questions during this presentation or the other presentation type them into the chat area on your screen and questions will be answered in the last 30 minutes of the seminar.
Sam, I will bring up your presentation and let you go ahead and get started.
I'm going to make it a little larger here.
Of the colors get different a little bit.
It may change in the system but everything else should be the same.
They get, Jennifer for this introduction.
The presentation I'm going to go through today is actually titled advances in supply chain and logistic decision and support tools, but due to the subject of the seminar will be focusing on the performance metrics
and the metrics that are available right now and our experiences on taking these metrics in customizing it for different organizations.
As a quick agenda, I we will go through a one slide to show a the span of the kind of work we are doing at productivity Apex, then I we will go through some slides describing in some detail the supply chain operation different model
and I will focus on the best of practices and benchmarking as well as the performance measures.
Then, I we will go through related simulation tools because as you go through the score model, it will be very difficult to implement because it is delivered as 500 page document,
so we take this to another level by integrating it with some tools to automate the process and instead of giving you a report, it gives you a dynamic report city cannot monitor different scenarios.
The simulation tools I we will go through something, maybe interesting for some people.
However, you will see while you are presenting something related to space, but I want to present something related to NASA, in particular the space transportation system.
And some supply tools related to DOT, one project we have done was the office of freight management, in particular a tool which is called freight technology assessment tool and a running project that we are doing for DMV
and it's called multi cat efficiency study.
This is a span of work we are doing for productivity Apex.
We do a lot of work in transportation and supply chain management and also we do a lot aerospace Fort Nassau.
Then we do some work for transportation, airports book is in flow.
We do a lot knowledge discovery and data mining as well as we have a sector of software engineering.
The score model which stands for this supply chain operations reference model it is a supply chain, and it was founded in 1996.
It was founded by two leading consulting firms.
PR T M is Advanced Manufacturing Research.
Initially the supply chain Council included 69 voluntary mentors.
As we are talking right now we have over 1,000 corporate members and corporate members are engaged within the supply chain Council not only using the output from the council but contributing.
What is good about this council is not an academic Council is a council that has been funded by practitioners.
They were the building blocks of all the Model and the framework of which I we will go through in detail.
But also, it includes some of government agencies and software developers.
The main product of the supply chain Council is the supply chain Operation reference model.
Actually, it is not a bottle, it is the same work.
The escort model is considered today as the gold standard for defining a benchmark in the supply chain.
It is a process of free market, but the free-market actually combines three different frameworks and this is where the strength of the score model comes.
These three remarks are the business process Engineering, so there are standard processes at the highest level of the processes are planned, a source make, and in able so it captures the planning part of your organization
and of your supply chain and logistics' activities and the execution in terms of source make deliver which captures the material flow and of course it in able which provides the backbone of all the information and the data
and the management of all these execution and planning activities.
The second part of the framework which is actually [ indiscernible ] metrics, you can see on the graphics the benchmarking park.
These wonder metrics spans over different metrics of details, it's also a high level and can be decomposed down to a very low level so you can query your system so you have data to use and get these metrics
and start to measure aggregated at the high level so you can have these metrics across the different organization structure of and a different reporting levels and sometimes if you attach the right technology you can have it real-time.
The first part which are the best practices and these best practices have been accumulated over the years, and all the best practice included in the model have been proven and have been used by the best performers and the companies
and the enterprises that has the highest supply chain maturity worldwide.
Like something maybe I forgot to tell, the supply chain Council have been originated in North America, but now we have successfully opened at different chapters worldwide.
We have a big chapter in Europe was a lot of annual events, China, Japan, Australia, New Zealand and South East Asia and South America and Africa.
It is a growing and these metrics have been growing tremendously.
The benchmarking part is now you have this business process Engineering and have the benchmarking of the -- You use the different processes provided within the score model.
When you go over the level of details, you have over 280 processes you can define any process you have.
Have you define the supply chain you can measure the performance of your supply chain.
The third step is the supply chain Council supplied data of how the best supply chain performing in the market actually did it looks like and then you can benchmark your supply chain against the other ones
and you can see the gaps you have to fulfill to increase your supply chain performance and achieve other levels of supply chain maturity.
If you find gaps, it provides you also with Best practices, you can see these are the best practice I can implement any can select some of these best practices and implement some of them going through study
and analysis to see which best practice will bring you the highest performance.
The good thing about this core for a Merck is all these relationships are pre defined, so you have the relationship between the processes between the metrics and between the practices.
One level of details span over all the different levels.
This is just to give it a standard the supply chain can be customized published this core models can be customized to any supply chain and give you the benefit of looking at your pet tricks and to and.
All the carriers in between.
This is the span of the processes and how they are related to each other at the very high level.
You have a plan source deliver and return.
The process is very important and I pointed earlier that the escort model is a generic model so have three levels of details and these three levels of details, one, two
and three are defined in this core Model but we know that every supply chain, every company has its own business practice and has its own way of doing business.
So leveled four and five are at levels that can be customized from levels three in particular for your company and industry.
The KRP, a lot people has different wording for it.
Some call it figures of measure come some cult figures of measure.
The bottom line, it all means the same.
I have a certain system that is behaving there are not so brisk that give me an indication of how this system is behaving.
This is the starting point of the metrics.
There are two categories of the mattress for any enterprise from the supply chain point of view.
The ones that are customer facing and the ones that are in turn only effacing, the customer things these are the metrics that if you are going to work on the customer are going to feel it.
There are three categories.
One looks at the reliability and the other one for the fix ability.
When we go to the mattress one of the customer perfect order fulfilling means all the orders that's going out of my warehouses or distribution center [ indiscernible ] and the output is in terms of percentage percentage.
So [ indiscernible ] is designed generic within the score model as you will deliver the right product to the right customer at the right time
or the right package of the right shipping documents in the right conditions with the right quality and if you satisfy all of this than this order is perfect.
For example, yet shall have 100 orders for this customer.
Then you can measure the per thickness of each order and say my order for this customer is 80%, means that if you send 100 orders than 20 orders did not fulfil these six or seven.
You can measure it for customers by product line, measure if however you want and however your business case is.
Another category is measured by cycle time and cycle time is from the time I receive the order for my customer how long it took me an even sourcing from other supplies going to my carriers getting the trucking company to load
and so on till the customer receives the order, and the bottom line is [ indiscernible ].
Financial statements and other things.
The fix ability process, there are three metrics which is the stability, downsizing and flexibility and this is the measure of if the demand increase, if my customer requires more for me,
how long are you going to take me in order to boost up my internal capacity that can be sustained to the new demand and new requirements.
These are the metrics that if I would work on I would increase my customer service level.
The internal one which is actually impacts my efficiency and how I am working on my costs costs, and basically the fuss -- book is on cost and asset management deficiencies.
If I have a supply chain how much I am paying in order to manage the supply chain and what about the cost of goods sold.
MRS level one metric.
If we go down below we can go up to 250 metric so you can measure what every need.
This is just an example, showing you how this can be measured.
This shows the order fulfillment cycle time.
There are two events.
The first event is you receive the order from your supplier, then you go through processing the order.
Then you go through with filling the order.
Others will go through production or sourcing from a supplier then you'll go through shipping delivering and then the second event will be the delivery of the order.
After the delivery of the order your customer will [ indiscernible ] will go through testing the product they find is right and going through the payment cycle time.
At that time they will be observed in which you can get your payment.
You can see that the order fulfillment time measures to order delivery, but then the order to cash cycle time is measured from orders received to payment receipt and you can escalate it from that.
From the time you [ indiscernible ].
Which is actually something important on the financial statements and the balance sheet sheet.
Just also for example the next level, we use this core Model process to define my supply chain and then start measuring the metrics and I stuck to measure my metrics and I go to some data provided,
limited by the supply chain found but it is widely available within other benchmarking companies who actually.
I would just take you to the example of the order fulfillment lead time.
The order fulfillment lead time is 38.2 days and the median is 29.5 if you are in the industry.
Then you can measure yourself.
If you find it is lower than that, that means you're really doing good, if it is more than that, then you have to work on it.
The next step would go to the best of practices show how to enhance my lead time and start to work on what best practice our employment, and implementation of deployment and you can't go to the next step and see what is missing.
These metrics everybody will say I have different metrics I don't want to use that.
There are benefits of using the metric as is because this is standard metrics where you cannot go get data of how your competitor is behaving, you can use it as is.
But if you're metrics are different than you can customize it.
This is an example of how we took these score metrics like Nassau, and we actually make some changes and customize it for NASA and when we do a benchmark we don't to a bench mark
and other competitors in the market because the competitors have different business models but benchmark against yourself.
How NASA was making the orders and we can enhance this by implementing this.
Of course, I'm not trying to make a sales pitch for the supply chain Council but this is what is going behind the scenes to get this model running.
Being a member of the freight chain Council can benefit you and can benefit your business.
It will give a big slice of exposure to the supply chain, it's a Model that actually has some field, it is purely mean, there are no that attach to the mob appeared in of the process, the best practices and the metrics.
It will give you -- it is developed and maintained and used by practitioners so it will make a lot of sense to you.
A lot of brains and hard work behind the scene.
-- proud to be part of the Working Group, an industry groups.
It is a not for profit organizations so everybody in the council is somebody who is working and if you want to have something to contribute, and as you contribute you get a lot benefit back.
They have also training which is a new thing.
The model is straight forward to use, you get over 250 metrics.
Some of the model tools that we provide in the score model are basically all that are simulation model.
The one I'm going through his the supply chain simulation.
This is actually -- White simulation?
We wanted to go to the implementation of the score model.
We wanted to provide a certain tool that you go and define your supply chain and to measure your supply chain and by measuring your supply chain and defining its, it actually mimics their actual supply chain.
As the model is validated with your as is that is, you can go and look at the Best practices and creating what is scenarios on the simulation model, run it and see how this point to impact the method that you pre defined.
Before going through the NASA thing, the supply chain is Zurich complicated.
It is much more complicated than the supply chain we know here because it has multiple locations and these other locations that no one had ever done before.
We have the supply chain to indicate the launch date which is actually sometimes called the SPACE-BAR truck and heavy supply chain of the payload.
In order to have some deliverables from earth back to Russian space station from the international space station to contribute to an exploration mission.
In space, it goes through space transportation between different location.
It's Hot deliverables from space to the customer.
You take pictures and send it back to the customer.
On the planet service, it becomes a supplier.
When the order starts it was actually the shipment of its stars to go and close as all of us has seen, collecting and executing experience and Senate it back to the Deep Space Network.
And at the end, if the mission was successful you will have deliverables back to earth in terms of that information and knowledge and ultimately physical samples appeared just to give a contrast on the scope,
this is only the portion on earth rehab around 1500 suppliers and you can see these suppliers are standing all over the United States except [ indiscernible ]
and this is just to show you the complexity of how the supply chain spans over this huge geographic area.
Just a quick contrast, because everybody on the seminar is actually not space, just to get a quick contrast of the difference.
This is a truck a limit of 80,000 pounds with 60,000 pounds payload.
You can travel thousands of miles, have multiple hubs, going to cross-docking, multiple distribution centers, sourcing and getting other things on board.
And then you return empty.
The maximum speed is the speed limit of those you go through.
On the other hand, the space shuttle which is the SPACE-BAR, the total weight is over 4 million pounds.
The payload is 53,700 pounds and millions of miles traveled distant which is essentially the lowest distance between Mars and earth and they are close in orbits together.
Limited and remote delivery points.
At the end there will be a couple of pounds of physical examples.
If we contrast any supply chain we know on earth [ indiscernible ].
These are the different features.
Now, Nassau is going through a change.
Is going from the space shuttle going to a launch solution including CLV [ indiscernible ] so this supply chain is getting more complex.
When NASA approaches us they ask us to provide them with Best practices, so that we can take the supply chain maturity to another level and take the supply chain performance on another level.
We started with the understanding of this supply chain and then getting out and getting definition in means of structure, we use the score bottle and customize it for Nassau, the information flow the performance measures and so forth,
then we get this different integration and creaked what we call a knowledge base.
Them provide a sharing mechanism to be able to share this across the different supply chains of NASA.
Then we developed the knowledge to generate the simulation model and define the key performance indicator, run the simulation model and get the commercial practices from the score model and beyond specifically for aerospace,
integrate it within the model develop what is in there and run the Model and see how they metrics is going to behave.
This is just an example.
You'll see a portion of the hit enter dependencies and the complexity of supply chain.
This is what we are using is an analysis of what is the metrics?
What if we relocate?
Instead of having one launch date we have two?
How this is going to impact my supply chain and to and kicking what if I change the lead times?
What if I introduce [ indiscernible ]?
How all this going to be paid?
The output basically of the model is time, cost, utilization but then we take these output and we dashboard them at the very high level which actually aggregating these fines
and utilization to provide them with the Mac tricks that can be at the strategic or tactical level.
Had can be viewed and assist them in decision making and directing the budget so we can achieve maximum of portability, highest performance and sustainability of the program.
Basically, other projects which is closely related to the Department of transportation and freight technology, this was an assessment tool that we developed in conjunction with the Department of transportation transportation.
The tool is you define the supply chain come we is the score from or at the beginning but then we took it out side so we can put any framework you want but still keeping the same relationship, you have process, defined metrics
and best practices.
The other thing we can define new technologies, then you go through some subjective analysis for qualitative measures and some financial measures and you define it for each technology and each performance metric,
then at the end of the planning tour you have a list of technologies so that if it has a certain budget it can actually say okay these are the best technology that will bring the highest performance public
and private so I will allocate my budget this way.
The last time want to go through is the multi carrier efficiency studying.
Basically, we are taking what we have done for the DOT which is the tool to do very focused cost-benefit analysis for private sector so that the trucking companies can see the benefits as well as the benefits.
We can see how this impacts the safety and other important mattress for the interest of the public.
And we want to see the impact technology safety and other public interest from the OT point of view.
I think that sets and I tried to keep it brief.
If you have any questions you can forward to me.
Or are president and you can see our contact information peer.
I think, Sam.
I will bring back up the Contact Information Beijing our next presentation for those of you that want to write it down.
If you have any questions for it Sam or for our next presenter please type them into the chat areas and send them to everyone
and we will get to those after the next presentation we're now bring to move on to Lieutenant-Colonel Leslie Sullivan of US TRANSCOM.
I will be flipping Leslie's slide for her, so you will hear her say next slide so just ignored that.
But afternoon, ladies and gentlemen.
For the next 5920 minutes I will be providing some information on the defense transportation coordination initiative or DTCI and I promise you I won't use to many acronyms we will see how many at the end of the briefing.
Our mission is to partner with a world-class transportation services provider or 3PL to manage a continental United States distribution material for selected services and defense logistic agency shipping locations.
We will leverage the winning coordinators' existing commercial business with his best commercial practices and our large volume of DOD freight to achieve efficiencies and distribution associated cost savings.
Let me provide you a little bit of background on how DCTI came about.
In 2003, the U.S. Transportation Command at Scott Air Force Base, Illinois, became DOD distribution process owner with this DPO designation US TRANSCOM became the single entity to utilize the single distribution system.
DCTI is a DPO initiative that contributes to the Defense Department's goal to integrate logistics' and make it more efficient.
DCTI as a continental United States freight management system that will increase operational effectiveness.
DCTI implementation will reduce cycle times and improve predictability through the use of more dedicated trucked schedules, cross-docking operations better mode selection and mode optimization.
DCTI will obtain efficiencies to best business practices such as increased consolidations and mode conversions.
Why are we doing this?
Currently, DOD transports the rate for more than 600 shipping locations using hundreds of commercial freight transportation providers to move the freight to thousands of destinations within the continental U.S.
This freight transportation is managed by more than 600 transportation officers were assigned various components of the Department of Defense such as the Defense logistics Agency in, the army, the Navy, the Air Force
and this authority under the Taylor transportation contract or TTC or to issue tenders for freight shipment.
Transportation officers act in a decentralized fashion, rather than DOD efficiency or expense.
This freight is moving with no enterprise, no collaboration and no centralized management.
This creates a very segmented distribution system.
Third-party logistics providers are much more effective in optimization and consolidation of freight, of minimizing the empty aisles and improving operational effectiveness and customer confidence.
In 2001, DOD conducted a prototype test with a 3PL firm to manage transportation of selected commodity, outbound from the southeast region of the U.S. which highlighted valuable lessons that showed you that the concept could work.
It's on the third from the last bullet on DCTI goals, but you'll see that cost savings is an important DCTI goal in addition, to garnering deficiencies.
Conservative estimates indicate a net savings in excess of 20 percent of the DOD historical operations and maintenance cost.
In dollars, that's about 58 million annually.
Next slide, please, Jennifer.
Guidance and oversight.
Everybody answers to someone and our oversight is provided by the Office of the Secretary of Defense, specifically the transportation and Policy Office Office, they are a strong lead.
US TRANSCOM acquisition and legal communities provide oversight as well as the comptroller.
Distribution prince is provided to a distribution steering Group and the combatant commanders council among others.
The DCTI Program Manager, Colonel Jim Lovell reports directly to the Trans, commander who is a four star Airforce general.
DCTI is the Defense logistics Agency and other supporting agencies.
Next line there were dozens of industry participants in the proposal discussions we have one on one discussions with 31 industry representatives such as IBM, CH Robinson, a writer, Lance star,
we received a lot of good input from our industry representatives.
We also have involvement and have key player rolls from trade associations such as the American trucking Association and the National Defence Transportation Association.
This slide is showing in the face in DCTI side activation plan.
DCTI will be phased in in three phases using the lessons learned from the prototype to implement a phased safe start approach.
Phase I includes Defense logistics Agency and events distribution centers such as Barstow, California, Corpus Christi topics -- Texas and will begin 165 days after contract award.
Phase II will start before the completion of phase 1 and will incorporate activities within close proximity of the DLA and DDC distribution Center selected area ports and DOD shippers.
Phase III will start before the completion of Phase II and rollout will be two of the other DOD activities and is scheduled to be completed 25 months from contract award.
What will the DCTI coordinator actually do?
The DCTI coordinator will range, Courtney, monitor and control freight shipment from notification to deliver.
The DCTI coordinator will have the visibility of freight movement requirements and access to a network of transportation providers to schedule and fulfil those requirements.
He brings a tremendous capacity and a network of carriers to the table.
It is the DCTI for better who managed care quality and performance.
The DCTI goal proven best practices.
Next slide what won't the DCTI corridor do?
The court later when not have anything to do with Ocala's freight movements only continental United States.
It won't handle bender shipments shipments, for example, the DCTI corner won't get in large unit moves to a Iraq and Afghanistan and other areas of operation.
He won't be involved in household good or bulk and missile fields are small packages, on sensitive are classified shipments are arms ammunition or explosives.
With all these exclusions, the coordinating will be responsible for about one-third of DOD freight.
Next slide, please.
The performance threshold.
These are the Key Performance indicators we are going to measure in the class of a quality assurance surveillance plan
and their associated acceptable performance levels as you can see the contractor will be graded not only on on-time pickup and delivery but we expect a 98 percent loss and damage free shipment and to be able to process loss
and damage claims within 120 days, 99 percent of the time.
Our market research and industry discussions indicate these officials are achievable.
The government will also monitor and measure progress toward achieving cost savings.
The government's established goals for cost savings is 19.1%.
By the end of Phase three, for a total of 23.2% under this contract.
How would measure performance?
The Quality assurance surveillance plan is a rendition for evaluating contractor performance while implementing the DCTI performance worked statement.
It also covers government responsibilities to ensure successful partnership between the government and the contractor.
Program management reviews will be held twice during Phase I and monthly thereafter.
PMR will be conducted to evaluate current progress and provide permit assessment of performance.
On a quarterly basis during Phase I the government shipper Quality assurance Representative will compare the shipment data using two sources.
The Quality assurance person will take DL a data from distribution standard system and the contractor system.
He will compare this data, do the analysis and each shipping location and for its quarterly to us here at the DCTI P M. o Office for evaluation and adjudication.
Following the DCTI office review, the information will be shared with the contractor to help focus management attention and substandard performance.
If after adjudication and collaboration of the data and findings, it's determined that the contractor failed to achieve the 98 percent on time pickup threshold, a percentage of the monthly management the will be reduced.
There will also be random inspections.
We will conduct random inspections of the contractors processes, this internal inspection system and additionally, if he is adhering to the systems' security requirements we've laid out in the performance work statement.
Finally, we have a Web based process request system where any user or customer can submit improvement requests.
This process will be on our website and it's a method for soliciting customer feedback and recommendations on improving our business processes which we will share with the DCTI coordinator.
This concludes my briefing.
We do have a website.
I didn't include it in the side but its DCTI .TRANSCOM.mil.
Thank you, Leslie.
Before we get to questions, I'm going to bring up one side and talk about the freight peer to peer program.
I don't see any questions typed in.
I do have a question in the room here.
We will open the phone line to any questions.
I did want to mention the peer to peer program.
They're is a slide show on your screen that has the Web address, the e-mail address and the phone number.
The program is meant for state DOT and Metropolitan Planning Organization and is meant to facilitate information sharing.
If you go to the website you will be able to get more information, or you can call or e-mail appeared with that, I we will go to the question we have in the room.
Please feel free to typing have questions.
This is crystal from federal highway administration.
I was wondering when you all negotiated transit times, did you find yourself making adjustments in metropolitan areas that are highly congested are they fairly standard?
We adjusted for particular areas.
Is that data public?
No, it is not right now because we are still in source selection.
I will let crystal repeat her question.
We had the backing going.
I just turned it off.
I was just wondering in general what congestion major issue was discussed with your 3PL provider?
I cannot answer that question question.
I don't know.
I wasn't here when they were doing the one on one discussions discussions, but -- it's not just one provider,.
I'm sorry, I can't answer that question.
Thank-you cards it looks like another question that was typed in for you.
When management services are reduced how will that freight be tendered?
Again, I can't answer that one either.
It is in our cost of arena and I am not a cost, pricing died.
I can't take the question down and asked if he can tell me to ask it.
The question comes from Ed Miller, an ad, I will bring up the intro side, if you want to e-mail Leslie with your question maybe she can get back to you with the answer.
We don't have any other questions that were typed in.
At this point, what we will do is open the phone lines and Siva of questions over the throne.
Operator if you could give directions.
If you would like to ask an audio question press star won, Q-mack Mead airline and record your first and last name when requested.
2F Kanani A question press star one.
One moment, please.
There are no audio questions at this time.
At this time, I don't believe have any other questions.
With that, we will and had an end early.
I am trying to bring up the intro side that does have the presenters e-mail address on it.
I want to thank both of our presenters today and think everybody in attendance were attending today's seminar.
The recording of this event will be available on the talking freight website and I will send out an e-mail when it becomes available.
The next seminar will be held on January 17th.
This actually -- today's seminar was the last seminar where you'll be able to register on the Web apps website.
Starting in January will have a different registration process.
There will be an e-mail going out that will tell you where to go to register for the January, March seminars.
Actually, there also is a link on the slide.
You'll see the last bulletin says after the conference to register for future seminars, that's where you could go to register for the January through March seminars.
I encourage you to sign up to these seminars and encourage you to join the freight planning list serve.
Enjoy the rest of your day