Choose the option that best describes your current state.
1. Network design and lane strategy
Reactive. We move freight lane by lane with limited network design.
Basic lane planning exists, but mode and routing decisions are inconsistent.
We periodically evaluate network structure and sourcing points.
We actively optimize lanes, nodes, and modal choices with data.
Our network is engineered, modeled, and continuously re-optimized.
2. Carrier procurement and contract strategy
Mostly spot market or legacy relationships without structured procurement.
Some annual bids exist, but rate structures and service terms are fragmented.
Core lanes are sourced strategically, but governance is uneven.
Carrier strategy is aligned by lane, service type, and performance metrics.
Procurement is segmented, benchmarked, and contract architecture is robust.
3. Cross-border operating model
U.S. and Mexico operations run separately with minimal coordination.
There is some coordination, but handoffs still create delays or cost leakage.
Border handoffs are mostly controlled, but not fully integrated.
Execution is coordinated across both sides with clear ownership.
End-to-end cross-border execution is integrated, standardized, and scalable.
4. Customs, trade compliance, and documentation discipline
Frequent document issues, avoidable holds, or dependency on external fire-fighting.
Compliance is mostly outsourced and internal visibility is limited.
Processes are defined, but there are still recurring exceptions.
Documentation and compliance controls are consistent and monitored.
Compliance is proactive, measurable, and embedded into planning.
5. Visibility, data, and performance reporting
Limited reporting. We mainly react when a shipment problem happens.
Basic tracking exists, but KPI visibility is fragmented.
We monitor key service metrics, though root-cause analysis is inconsistent.
Operational data supports performance management and decision-making.
We run a structured KPI framework with actionable insights across the network.
6. Internal ownership and governance
No clear owner. Knowledge sits with individuals or external providers.
Ownership exists informally, but escalation paths and standards are unclear.
Roles are assigned, though decision rights and governance need work.
The operation has defined ownership, routines, and review mechanisms.
Governance is formalized, cross-functional, and supports continuous improvement.
Optional: biggest challenge today
