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VENN-CORP.COM
CREATING CUSTOM SOLUTIONS FOR THE UNIQUE
CHALLENGES INCURRED IN PROJECT LOGISTICS
HISTORY
Venn-Corp (VC) originated as the Construction Logistics Unit of one of North America’s
largest third-party logistics providers.
VENN-CORP WORKS WITH VENDORS
GLOBALLY AND MANAGEMENT PARTNERS
THROUGHOUT THE AMERICAS
With VC's origin in the logistics industry and our relationship to DM Transportation and
the Evans Group of Companies, we are able to access a wide–breadth of
NORTH AMERICA
transportation, warehousing and ancillary-service, industry partners. Venn Corp offers
our clients service to all modes of transport (LTL, FTL, inter-modal, air and ocean), as
well a global network of logistics service providers to bring certainty to what is often the
uncertain world of project logistics.
Venn-Corp has combined its experienced transport specialists and logistics-industry
resources with professionals who are credentialed in project/construction management;
FF&E design and procurement; and, program/project scheduling.
Together, VC’s
diverse staff can fully address both the transport, as well as management needs of
complex capital projects, utilizing proprietary transport, project and inventory
management systems, as well as a geographically diverse warehouse network to
provide our unique project logistics solutions.
25 YEARS OF TRANSPORT EXPERIENCE
CENTRAL AND
SOUTH AMERICA
Building a Stronger Network
We have established local cartage, storage trailer
and warehousing partners in the following markets:
SPANNING 11 COUNTRIES 46 CITIES IN NORTH, CENTRAL AND SOUTH AMERICA
Typical Supply Chain Costs are Reduced by Repetition
Since distribution patterns rarely change, efficiencies are developed
by frequent competitive bidding by logistics providers
THERE IS A NEED FOR AN
EFFECTIVE AND RESPONSIVE
PROJECT LOGISTICS MODEL
DISTRIBUTION
CENTER
MANUFACTURER
RETAILER
SOLUTION: Venn-Corp’s Project Logistics Services
Project Logistics
What is the definition of a “Project”:
A temporary endeavor with a defined start and end,
which when completed meets all pre-established objectives.
How Do “Project Logistics” Differ From Other Forms of Distribution?
• Each project has unique transportation and logistics requirements
• Projects are typically not organized nor contracted with logistics in mind
• Project stakeholders do not have visibility into transportation issues – until there
is a problem!
• Project logistics are often not subjected to the pricing rigors of other services or
commodities
Venn-Corp successfully manages project logistics for the following:
•Project Owners and Construction Managers
•New construction projects and multi-site programs
•Retrofit or renovation of existing facilities
•Product placement rollouts
•FF&E vendor production, transport and installation schedule coordination
Venn-Corp’s services assist the project team in developing,
implementing and managing the logistics program from inception
through the financial close-out of the project.
The Typical Project Logistics System
If the FF&E delivery is left controlled by the manufacturer, all transportation
choices will be subservient to the strategy of the vendor and is unlikely to
mesh with the project’s schedule.
PROJECT OWNER or CM
Failure to React to Changes at Job Site Will
Lead to Increased Secondary Costs Including:
• Warehousing
• Crew Changes
• Handling / Recovery
• Delays / Acceleration
• Damage Loss
Established Expectations
• Issues PO# or Contract to vendor with
scope and schedule information
POTENTIAL PROBLEMS:
• No visibility into status
• Vendor unable to meet
production schedules
• Unable to meet /manage
transport logistics to
THE JOB SITE
meet delivery schedule
• Lack of logistics staff
POTENTIAL PROBLEMS:
• Permitting issues
PROJECT VENDOR
• Labor / Weather delays
Product Ships from Vendor
• Damages / Claims
• Acting on PO# Instructions,
vendor ships product to job site
• Miscommunication within the project team
•Variable project logistics activity despite
fixed logistics overhead.
HOW DO YOU CONTROL
COSTS
AND STAY ON SCHEDULE ?
HOW DO YOU MEET
EXPECTATIONS
AND STILL CONTROL COSTS?
SOLUTION: Venn-Corp’s Project Logistics Services
PROJECT OWNER/CM
Planning
the Project
• Receive Project Owner’s instructions
• Verify vendor receipt and PO terms
• Contact PM, GC and sub-trades
• Review project Vs. production schedules
• Develop a freight strategy for each project
• Schedule pick-ups and delivery times
• Set up on-line tracking and tracing
Establish logistics budget
PROJECT LOGISTICS
MANAGEMENT
Controlling the project
• Develop a project based S.O.P.
• Standardize transportation,
warehousing and receiving procedures
• Provide project schedule updates
• Report product status
• Control and reporting costs
against logistics budget
• Establish standardized claims policy
• Venn-Corp absorbs project logistics overhead
• Specially Trained Project Logistics Staff
Including transportation specialists,
project managers schedulers
• Established vendor contractor relationships
• Established warehouse
PROJECT VENDOR
Managing the product flow
JOB SITE
• Building regional freight consolidations
• Communicate with site to understand changes
• Adjust pick up dates to maximize cost efficiencies
• Maximize use of inter model freight
• Correct freight routing (warehouse or site)
• Proper carrier selection
• Communication with site and crews on
incoming freight arrival
Venn-Corp Distributes Responsibility
By actively managing the vendor production schedules
and logistics program, responsibility and risk are distributed.
PROJECT OWNER
OR
CONSTRUCTION
MANAGER
GENERAL OR
SUBCONTRACTOR
FFE VENDORS
AND SUPPLIERS
VENN-CORP’S Responsibility Matrix
Project Owner/CM and Project Management Benefits
Through Better Control Comes Increased Profitability
Enhanced Project Control
Improved Project Profitability
• Complete control of owner-provided FFE or subcontractor
provided key equipment from PO to delivery
• FFE purchasing, inventory and delivery integrated
with the project schedule
• Owner’s or subs PO# referenced throughout project,
with status updates at:
• PO issuance dates
• Production (availability for pick-up) dates
• Actual delivery dates
• Verified dates for “Payment Approval”
• Integrated project logistics budget with variance reporting
• Client reporting against project budget
• Budget overruns identified by PO# and accounting convention
• Professional project logistics "close out"
• Adherence to client-defined procedure
• Continuing support related to unresolved
transport or project claims
• Project summary outlining potential benefits
for future development projects
• For Construction Managers, a unique service to provide clients
• Reduced pass-through project costs
• Differentiation in the selection process
• Additional service for OFCI material
• Outsourced FFE vendor management and project logistics
coordination costs to the professional, experienced project
logistics staff at Venn-Corp
• Reduction in the staffing, management and
infrastructure related to project logistics
• Cost savings realized via more efficient management of
the FFE logistics spend
• Vendor and regional consolidations, JiT deliveries,
reduced project warehousing, and handling costs
• Reduced risk and expense related to departures
from FFE vendor production schedule or transport
delivery schedule
• Responsibility assigned for project delays related to vendor
production and/or transportation schedules
• Mitigation of project-delay disputes and proper allocation
of financial responsibility
Company Principals
The Venn-Corp Principal team consists of the following individuals:
MICHAEL SCOTCH, CPA, CVA, DACFE
Chief Executive Officer / Venn-Corp
Mr. Scotch has over 25 years of experience in leading businesses engaged in the construction
services or transportation industries. During his career he has been licensed as a Certified
Public Accountant, Certified Valuation Analyst and a Diplomate of the American College of
Forensic Examiners.
Project Management
Mr. Scotch was one of the founding partners of a project management and construction claims
consultancy, with offices throughout North America and projects globally. During his nearly 15
years with the firm, Michael led the Financial Services Division of the firm, as well as acted as its
Chief Financial Officer. He specific project experience includes:
• Construction cost allocation; system design and forensic analysis of project
• Construction budget; divisional development, cost account tracking and forensic analysis
• Contract construction payment services, ensuring correct costing and claim charging
Mr. Scotch has provided the aforementioned services on a diverse array of project-types,
representing broad industry segments: His specific project experience includes:
• Hospitality projects, including hotels, internal-ownership
developments and casinos and theme parks
• Commercial projects, including strip center, urban mall,
mixed-use developments and manufacturing facilities
• Healthcare facilities, including hospitals, medical office
and biomedical research buildings
• Infrastructure projects, including power generation,
roads and bridges, water treatment and distribution
Logistics and Transportation
Mr. Scotch has worked for approximately 10 years in developing the international service
network for a leading North American 3PL. Specific developments included:
• Establishing a network of 10 offices in the US to broaden the company’s geographic service
• Establishing 3 offices in China and a network of agents within Asia and the Indian
sub-continent to serve the company’s North American customers
• Broadening the company’s standard truckload brokerage
services to allow for the transition to a full-service 3PL
BRENDAN COX, HBA, BBS
Chief Operating Officer / Venn-Corp
Mr. Cox holds two Honors Arts degrees from the University of Western Ontario
and a Business Science degree from the University of Toronto. Additionally, Mr.
Cox has completed substantial course-work in purchasing (Ryerson University)
and from the Canadian Institute of Trade and Technology. Brendan’s career
started in 1992 and, since that time, has developed an experience in every level
of the logistics industry.
Logistics and Transportation
During his 20 plus years of experienced, Mr. Cox has established several
successful asset based companies including over-the-road carriers and
warehousing entities. Mr. Cox has developed sought-after expertise in all forms
and applications of transportation. His specific areas of experience include:
• Trans-border and domestic transportation
• Over-sized transportation.
• Specialized equipment and “white glove” service
• Designing consolidation distribution programs
• Establishing warehouse locations and procedures
• Customs preparation and audit
• International transportation
• Inter-modal transportation
Logistics and Project Management
Mr. Cox has leveraged his extensive transportation knowledge to become one of
North America’s leading transportation consultants. Working with companies in
all industries, Mr. Cox has developed and consulted on logistic systems on
everything from the transportation of human organs to redevelopment of
complete supply chains. Mr. Cox’s stated specialty is developing and
implementing the logistic systems required for successful project management.
Through mapping a project from its origins to its closure, Mr. Cox assures that
projects meet or exceed their expectations.
Company Officers and Directors
The Venn-Corp Director team consists of the following individuals:
SAM WOODWARD, BA, AHD
Non-Executive Chairman / Venn-Corp
Mr. Mr. Woodward has been a defining presence in the
transportation world for the last 35 years. Over the course
of his careers, he has been involved in shaping some of the
most iconic companies within the transportation community.
• Pan American World Airways
- developed, launched and managed Pan Am Express
• Purolator Courier Inc.
- Vice-President of Planning.
As a member of the 4 person executive team,
managed the turnaround of the company,
increasing market value by 100% during his tenure
• YRCWorldwide
- Senior VP of Operations and Planning;
Oversaw the operations and developed the strategic
plan, during which the company realized a
300% increase in market value
• Gemini Air Cargo
- Chairman and CEO.
Managed the complete reorganization and
repositioning of this cargo giant for successful resale.
Mr. Woodward is a sought-after Director, having sat on the
Boards of companies and associations such as
Motor Coach Industries International, Gemini Air Cargo
Inc., FreightQuote, myFreightWorld, National Air Carrier
Association, Performance Transportation Services,
Hawaiian Air Lines, Air South, Circle Express, Pilot Freight,
several YRCWorldwide/Yellow Corp. subsidiaries,
manufacturing companies SCF Inc. and Labconco LLC,
and as an advisory member to Perot Systems, Platinum
Technologies and Octel/Lucent. He has been a
commentator for CNBC. Mr. Woodward holds a BA and
PhD (ABD) from the University of South Carolina where he
received academic awards/fellowships from the Ford
Foundation, Veterans Administration, and the Universities
of South Carolina and Maryland.
ALAN WATSON
Vice-President PM and Scheduling Services
ERNEST HOLMES, AIA, NCARB
Technical Director / Venn-Corp
Mr. Watson has 33 years of experience as an awardwinning construction professional, working with all aspects
of program and project management.
Mr. Holmes has 35 years of experience as an award-winning
architect and construction professional, working with all
aspects of project and program management.
Specific experience includes:
Specific experience includes:
• Program and project management as the
owners representative
• Project development and design-build management
• Project scheduling and expert schedule analysis
• Diverse responsibilities as a commissioned officer in
the Army Corps of Engineers
• Project Design, inclusive of furniture and
fixture selection
• Architectural administration and project management
• Project development, including design-build and
construction management
A degreed engineer and holder of a number of leadership
positions in various professional organizations, Mr. Watson
has provided the aforementioned services on a diverse
array of project-types, representing broad industry
segments:
His specific project experience includes:
• Hospitality projects, including hotels, casinos,
country-clubs, theme parks and mixed-use
entertainment developments
• Institutional facilities, including higher education,
hospitals and medical offices
• Infrastructure projects, including power generation,
mobile communication networks, hydro-electric dams,
bridges and other large civil projects undertaken
by the Corp of Engineers
Mr. Watson has managed projects all over North America
and on mainland China. He brings a unique perspective to
the logistics challenges faced by project owners and
managers.
Mr. Holmes has provided the aforementioned services on a
diverse array of project-types, representing broad industry
segments.
His specific project experience includes:
• Hospitality projects, including hotels, internal-ownership
developments and casinos
• Retail projects, including strip center, urban mall and
mixed-use developments
• Healthcare facilities, including hospitals, medical office
and biomedical research buildings
• Governmental facilities, including city halls, fire stations,
airports and prisons
• Manufacturing facilities, including pharmaceutical,
pulp and paper and silicon chip projects
Mr. Holmes has been licensed in 12 states and has
managed projects all over North America. He brings a
unique perspective to the logistics challenges faced by
project owners and managers.
Compatibility
The Venn-Corp platform works with the following:
SOLUTION: Venn-Corp’s Project Logistics Services

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