ADMi Trends in YMS Systems March 2010 FINAL

2010
Trends in Yard
Management
Systems
AutoDiversity Management inc.

(ADMi)
Supply Chain Consulting
Research White Paper Series
March 2010
Copyright© AutoDiversity Management Inc. (ADMi)

2010 Yard Management Survey
TABLE OF CONTENTS
Editor’s Note ..................................................................................................................................................................3
2010 Trends in Yard Management Systems: Introduction ............................................................................................4
Methodology & Purpose | .........................................................................................................................................4
Respondent Profile | .................................................................................................................................................5
2010 Yard Management Survey: Results .......................................................................................................................6
Business Profile, Organizational Roles & Supply Chain Service Involvement | .........................................................6
Question 1: What is your primary business category? ..........................................................................................6
Question 2: What is your Organizational Role? .....................................................................................................7
Question 3: Does your organization purchase/utilize OR provide/coordinate supply chain services? .................8
Question 4: If you chose "Purchase/Utilize", what is your organization's annual supply chain budget?..............9
Question 5: If you chose "Provide/Coordinate", what is your organization's annual supply chain budget? ......10
Question 6: If you chose “Provide/Coordinate”, what is your organization’s primary service role? ..................11
Scope and Detail of Current Yard Management System Operations ......................................................................12
Question 7: Types of Equipment Managed through your Yards and Facilities ...................................................12
Question 8: What Types of Yards and Facilities do you manage? ......................................................................13
Question 9: How many Shipping Yards and Facilities do you operate?..............................................................14
Question 10: What Percentage of your Yards and Facilities use an electronic Yard Management System? .....15
Question 11: How would you rate your experience with your existing Yard Management System? .................16
Question 12: Which technology platforms currently touch your yard and facility operations? .........................17
Question 13: Satisfaction ratings for each tech. category applicable to your yard and facilities management .18
Question 14: What type of Functionality do you look for in a Yard Management System? ...............................19
Question 15: When do you plan on investing in a Yard Management System? ..................................................20
Concluding Analysis .....................................................................................................................................................21
About Us & Contact Information .................................................................................................................................22
About AutoDiversity Management inc. (ADMI) ...................................................................................................22
Contact Information ............................................................................................................................................22
Confidentiality .....................................................................................................................................................22
Copyright© AutoDiversity Management Inc. (ADMi) P a g e |2

EDITOR’S NOTE
March, 2010
Towards the end of 2009, we were approached by several clients

wanting to discuss Yard Management Systems (YMS) and the potential
savings that effective use of these systems can offer the supply chain
industry participants. The level of interest was so much higher than
expected and the questions being asked much more detailed than in the past few years
that we decided to undertake this study to better understand how organizations viewed
and leveraged YMS in the current economic climate.
The research was brief, precisely focused and designed in the form of a 15 question
survey distributed online to a targeted list of supply chain professionals. Although the
brevity of the survey indicated that the results would merely be a temperature check of
current opinions on the subject, we found that the responses yielded much richer
results and correlations than initially anticipated.
Although YMS is recognized as a significant percentage of an overall annual budget,

over 50% of respondents do not currently employ any electronic system. With the
growth in volume and complexity within this arena, the interest in increasingly flexible,
responsive and integrated systems appears to be growing and on the cusp of a
corporate demand upswing.
Thank you to all the respondents that made this study possible and I hope that you
find the results as interesting and useful as we did.
Marc A. Brazeau
Principal
AutoDiversity Management inc. (ADMi)

2010 TRENDS IN YARD MANAGEMENT SYSTEMS: INTRODUCTION

As the supply chain industry continues on its path to recovery in 2010,
there are a tremendous number of companies that have used the recent
downturn to examine every facet of their operations and cost drivers not
only to survive but to also be prepared for the rebound.
As part of that exercise, many companies have begun looking at those areas that
traditionally have low operating margins and therefore have lower returns than other
larger scale supply chain initiatives. One of those areas where ADMi is seeing a lot of
activity and investment in is yard management systems. Yard management refers to the
‘first’ and ‘last’ mile activities that happen with any number of change of custody
locations; ports, containers, trucking activity, cross-docks, manufacturing points,
distribution centers and motor vehicle storage yards, which seem fairly straightforward
on the surface (thus the low operating margins), however, represent a critical piece in
the supply chain and in just-in-time inventory management.
The underlying complexity present in yard management operations is compounded

by the growing requirement for yard flexibility in handling multiple commodities and
modalities across a common geographic footprint. This growing complexity has created
an opportunity for more and more sophisticated yard management systems.
Traditionally, yard management systems were developed, maintained and utilized by
the specific yard operators and role-specific service providers but, as we’ve seen with
other supply chain related systems (ERP, WMS, TMS), developers of commercially
available off-the-shelf systems have been focusing on providing solutions for the
remaining modules in the supply chain, including yard management.
Methodology & Purpose |
ADMi worked with several Global supply chain publications to develop the
distribution list for our 2010 Trends in Yard Management Systems survey during the
months of December 2009 and January 2010, distributing the questionnaire to
subscribers across nine industries. Participants were asked to assess the interest in,
need for and effectiveness of yard management systems in their organization. Survey
responses were collected through the first week in February then analyzed and
summarized at an aggregate level.
The 2010 Trends in Yard Management Systems survey provides a comprehensive

look at the satisfaction with customers’ existing yard management systems and the
willingness to invest in yard management systems in the near future, as well as general
trends in the use and functionality of these systems.
With this in mind, a series of questions were developed to determine whether

respondents:
• Currently utilize a yard management system and its effectiveness
• Demonstrated a willingness to invest in yard management systems as well as

other types of supply chain operations technologies

• Were satisfied with the functionality required and available in yard

management systems
• Operated the types of shipping facilities that require yard management

technology
Respondent Profile |
Survey participants were drawn from nine global industries, all of which rely heavily
on supply chain networks. Respondents were targeted through the Global subscription
lists of 2 major supply chain magazines and identified as recognized decision makers
that would be interested in participating in this survey.
Respondent profiles include:
• Responses from the United Kingdom, the European Union, North America, Asia,
and Africa
• Fairly even distribution among Executive level management, Mid-level

management, IT management, and Operations management
• 59% considered providers or coordinators of supply chain services while the

remaining 41% represented purchasers or consumers of logistics services
• Representation of nine different global industries
• Diverse response rate among large and small companies:
 50%-55% of purchasers and providers of supply chain services

have an annual budget of less than $10 million
 10%-15% of purchasers and providers of supply chain services
have an annual budget of greater than $100 million

2010 YARD MANAGEMENT SURVEY: RESULTS
Business Profile, Organizational Roles & Supply Chain

Service Involvement |
Question 1: What is your primary business category?
The opening question profiled the primary business interest of respondents. The
2010 Trends in Yard Management Systems Survey (YMS) captures data from a wide
array of industries though, not surprisingly, High Tech and Supply Chain Services
represent over 50% of respondents. What is unexpected is that these numbers and
those for Manufacturing & Processing (15%) and Transportation Providers (13%) were
not higher given the narrow focus of the survey on a very tactical piece of the supply
chain.
Further, the participation of service purchasers and beneficiaries of effective YMS

(i.e., Food & Beverage, Warehousing & PDC, Aerospace, Automotive, & Retail (24%)),
indicates a strong interest in the emerging YMS trends and practices of their service
providers. This highlights the crucial importance of effective ‘first’ and ‘last mile’
management to those who, though they themselves don’t control truck and trailer yard
operations, rely on the efficient scheduling, management and communication of those
that do.
Figure 1 - Primary Business Category

The interest shown by the High Tech sector (20%) which comprises mostly software
and application development organizations is a strong indicator of commercial interest
in the development of YMS applications, management hardware, and support
technologies for this market.
With 44% of the respondents either beneficiaries or support developers, the study
highlights the increasing importance and focus on what many consider the “weak link’ in
supply chain management function and implies a burgeoning willingness to support YMS
initiatives that result in greater investment in R&D and the emergence of tools to allow
service providers to improve efficiency and derive further savings in this traditionally
low-margin segment of the supply chain.
Question 2: What is your Organizational Role?
This question identifies the roles of the respondents and provides insight into who
may have input into Yard Management decisions.
As per Fig. 2, although fairly equal distribution was found among the top three
respondent roles the survey illustrates that decision makers at the C-Level/Executive The study highlights the
and IT levels far outweigh the participation rate from actual Supply Chain Strategy and
Operations personnel (36%). This finding runs counter-intuitive to the research
increasing focus on the
expectations of a high number of respondents that would have hands-on experience or “weak link” in SCM and a
responsibility with the operations management of a truck or trailer yard taking the lead
willingness to support
in responding. These results, demonstrating the involvement of these respondents to
this survey, indicate a high interest, or timeliness, in considering re-investment in the YMS
Yard Management sector.
Figure 2 – Respondent’s Organizational Role

Finally the participation of IT Management hints at the current landscape for yard
management systems; historically, YMS were developed in-house as an extension of
existing warehouse management or freight payment systems, however, the increased
pace of development over the past 10 years coupled with the emergence of off-the-
shelf alternatives provides organizations with additional development and support
options for their existing legacy systems.
Question 3: Does your organization purchase/utilize OR provide/coordinate

supply chain services?
This response provides insight in to the respondent organization’s involvement with

the Supply Chain and creating a basis for deeper analysis of the survey responses.
Although response rates indicate a slight slant towards service providers, the
important finding is the fairly equitable distribution of responses from both companies
providing supply chain services (59%) and those purchasing supply chain services (41%),
providing a fairly balanced opinion base for the remaining survey questions.
Figure 3 – Role within Supply Chain Services

Question 4: If you chose "Purchase/Utilize", what is your organization's annual

supply chain budget?
This question establishes the significance of the annual spend on supply chain
operations. The YMS survey illustrates that regardless of an organization’s annual
budget for most the supply chain costs represents a significant overhead.
Based on feedback, smaller companies are leading the charge towards exploiting
the opportunities provided by effective yard management advancements. Fifty percent
of all respondents have a supply chain budget of under $10 million per year.
Based on feedback,
smaller companies are
leading the charge
Figure 4 – Organizations Annual Supply Chain Budget (for “Purchases/Utilizes)”
Larger companies, those with budgets greater than $100 million, represented the
smallest group of respondents while mid-sized companies, grouped by three different
spend categories, equally split the remaining responses. This breakdown makes sense
given the focus on improving a relatively small, though critical, piece of the supply chain
and the following considerations:
o YMS operate under razor thin margins, making operational ‘cost

reductions’ difficult and, thus, any returns on invested improvements
challenging to justify.
o Larger companies, with larger budgets, have higher priority areas of

improvement in their supply chain that provide a greater ROI.
o Yard operations tend to be critical in nature, with constantly changing

priorities and expedite exceptions that make standardized cost
reduction programs difficult to implement.

o Smaller companies are forced to be on the forefront of improvement

to create and retain a competitive advantage, by the nature of their
position they must leave no stone unturned.
Question 5: If you chose "Provide/Coordinate", what is your organization's

annual supply chain budget?
As depicted earlier in Fig. 3, 59% of the respondents are providers and coordinators
of supply chain services
To this question feedback demonstrated that service provider participation is

slightly higher for operations with a smaller supply chain budget category, 56% vs. 50%.
This response is consistent given the analysis to the previous question whereby smaller
service provider companies are under greater pressure to reduce overall cost and
leverage every opportunity to ensure a competitive ranking alongside larger integrated
supply chain providers. These organizations also include companies that specialize in
yard management and truck and trailer operations, making their interest in yard
management systems critical to overall success Service providers are
demanding greater
flexibility and complexity
from their Yard
Management Systems
Figure 5 - Organizations Annual Supply Chain Budget (for “Provide/Coordinate)”
The survey revealed that 26% of the respondents both purchased, and provided
supply chain services. These companies need to fully understand the importance of
developing tools to improve efficiencies and capitalize on re-engineering efforts. They
stand to benefit the most by improving profit margins and becoming more competitive
in the marketplace.
Copyright© AutoDiversity Management Inc. (ADMi) P a g e | 10

Question 6: If you chose “Provide/Coordinate”, what is your organization’s

primary service role?
The response to this question highlights the organizational roles that are
demonstrating a greater interest in Yard Management systems. The top three
functions, which make up over 80% of the respondents, will be evaluating the latest
available yard management technology and its capabilities.
Chief respondents are companies that provide 3PL Services (33%), indicating either
an interest in improving current horizontally integrated abilities, investing in operational
capability or investigating emerging technologies as a matter of strategy.
Here again, we see a tremendous interest from the IT Systems and Services sector
in the service provider category. This sector indicates a strong interest in emerging
technology for this area and where IT Systems and Services can integrate further down
the supply chain from CRM to ERP to WMS to TMS and finally YMS.
Figure 6 - Organizations Primary Role (for “Provides/Coordinates)”
Consulting Services demonstrates the third highest interest and plays a significant
role in identifying, promoting and supporting emerging supply chain technologies. Their
interest in YMS is not surprising given the potential revenue streams created by
software integration and support engagements.
Trucking and Vessel Services, as well as Others (Express Couriers and LTL providers)
make up the remaining respondents. These categories interface with YMS to either
receive instructions from, or provide input to, specific yard management systems
streamlining delivery and receipt of goods, and ensuring effective scheduling of
truck/trailer resources.

Scope and Detail of Current Yard Management System Operations
Question 7: Types of Equipment Managed through your Yards and Facilities
The response to this question demonstrates that supply chains are currently
running the full spectrum of different types of equipment all of which require some sort
of interface to Yard Management Systems.
Figure 7 – Types of Equipment Managed through your Yard and Facilities
Standard containers proved to be the most common type of equipment in use with
an exposure rate of 65% while standard Truck-Trailer combinations came second with a
showing of between 40-44%.
Beyond container and truckload traffic, which require the least amount of
complexity in terms of yard management system, equipment types used are a wide
variety of truck configurations, rail and finished motor vehicles. This complex variety of
equipment is an important consideration for yard management systems as it requires
shipment details, handling instructions, yard configuration and asset scheduling

information that surpasses any effortless tracking of single pieces of equipment within a
yard. Therefore, service providers require greater and greater complexity and flexibility
in terms of yard management system upgrades, changes or replacements.
Question 8: What Types of Yards and Facilities do you manage?
Responses proved fairly consistent regarding the types of yards either utilized or
managed, with no category accounting for more than 47% of total responses.
There is a clear split however between certain categories, with finished vehicles,
ports and vehicle homologation centers accounting for fewer than 15% of activity whilst
the 5 leading categories comprise between 34% and 47% of yard activity.
Figure 8 – Types of Yards and Facilities Managed
The top five categories have specific challenges as detailed below:
• Cross docks (46.9%) generally represent the greatest level of scheduling

complexity,

• Consolidation Centers, coming in second at 40.6%, represent a challenge due to

extensive WMS integration requirements,
• Container yards (37.5%) generate volume and throughput complexity,
• Manufacturing Plants (37.5%) represent the most time-critical complexity of all,

and;
• Bulk terminals (34.4%) require consideration for a variety of transportation

modes and limited loading and unloading options.
With no category accounting for greater than 50% of responses, it’s clear that most
providers of yard services have developed the capacity to handle multiple operations
and modality within their yard locations and that their yard management system
considerations must be flexible and robust enough to handle the increased complexity
present in contemporary supply chain management yards.
Question 9: How many Shipping Yards and Facilities do you operate?
Though the majority of respondents, 81%, operate between 1 and 10 facilities

(81%), 56% of those respondents operate under 5 facilities throughout their network.
These results support earlier analysis that interest in YMS is led by relatively smaller
companies (revenues of $10 million/year) and single facility companies (that may have
geographic leverage over the business they represent) that would see more benefit
from adopting standardized YMS. This finding could equally imply that perhaps these
same smaller companies simply have yet to make the investment in YMS that larger
organizations may have already committed.
Figure 9 – Number of Shipping Yards and Facilities Managed

Question 10: What Percentage of your Yards and Facilities use an electronic
Yard Management System?
This question clarifies and supports the previous analysis regarding potential
demand and future adoption rates for YMS. Results show that 56% of respondents
(comparable to the population of respondents that operate under 5 facilities) currently
have no electronic yard management capability.
Figure 10 – Percentage of Yards and Facilities Managed using an electronic Yard Management System
Results underscore the potential for efficiency and cost improvements for
respondents currently without a system. For operations with thin margins, replacing
legacy or existing applications is frequently a low priority regardless of the potential of
emerging technologies, however, for those without any systems, operating off of paper,
clipboards and dispatch whiteboards, productivity improvements provide a compelling
business case for investment.

Question 11: How would you rate your experience with your existing Yard
Management System?
The results to this question are interesting for the overall level of satisfaction they
indicate for existing solutions (still representing only 44% of all responses), and the
cluster of mediocrity that all dimensions represent (between 2.6 and 2.8).
Figure 11 – Evaluation of current Yard Management System
Excluding the ‘Implemented on Time/Budget’ dimension, respondents were least

satisfied by their experience with the following:
• Perceived improvement to work processes;
• Value of real-time visibility; and,
• The identification of any considerable savings.
Taking into consideration that this applies only to those with systems (44%) and, it
is assumed both legacy and newer systems, these results form an effective benchmark
for the 56% of respondents that don’t currently use any systems.
The key to maximizing the effectiveness of future investments in YMS is to address

any satisfaction short comings and/or understand that current satisfaction levels for
YMS, or the opinions of users, is fairly neutral. These findings provide an appealing goal
for emerging technologies to target and address in the release off-the-shelf solutions,
particularly when considering the market potential of over half the respondents not
utilizing any solutions.

Question 12: Which technology platforms currently touch your yard and
facility operations?
This question explores system integration within organization in relation to their

YMS choices. It outlines the types of applications that require some measure of
integration with YMS to maintain a seamless supply chain and the nature of their
development.
Figure 12 – Technology Platforms which touch the yard and facility operations
YMS modules will most likely have to interface with the following enterprise
applications, whether commercially packaged or an in-house, or legacy, application:
• 90% of respondents utilize some sort of warehouse management system,

with slightly over 50% of them relying on commercially available solutions,
• 70% rely on a transportation management system, again with roughly 50%

of those solutions coming from established vendors,
• 66% have some sort of enterprise resource system that integrates

operational administration across functional departments, and
• Roughly 50% of respondents have some sort of CRM or Manufacturing

system to take into account when considering additional systems
integration
The responses do, however, highlight the use of commercially available off-the-
shelf applications when it comes to management or enterprise software within the
sample population. Commercial applications account for roughly 50% within each
category, with further adoption reasonably expected to grow. With the majority of
respondents experienced in selecting and implementing commercially available systems
for other aspects of their supply chain, we would expect the market for YMS systems,
with such a low current penetration rate, to increase as more flexible applications with
proven ROI track records become widely available.

Question 13: Satisfaction ratings for each technical category applicable to your
yard and facilities management
This response highlights a potential integration issue with existing YMS, particularly
as it relates to current YMS and TMS solutions.
These responses are further eroded when compared to the results for YMS
satisfaction (Q.11) highlighting the importance of the integration experience as a crucial
component to overal all satisfaction. In fact, the most compelling aspect of these
responses is the perceived satisfaction that those who currently utilize no software have
a slightly higher satisfaction ranking that those who utilize the different types of systems
available. Although this doesn’t address the functional benefits of YMS systems, merely
the satisfaction of those systems once implemented, this does underline the difficulties
in adopting, integrating and utilizing automated systems where there were none in the
past.
This appears to further highlight the need for system providers to improve the
implementation and delivery aspects of their applications or, in other words, somehow
overcome the perceptive hurdle between satisfaction and functionality.
Figure 13 – Satisfaction Levels with Technology used as part of your Yard and Facilities Management

Question 14: What type of Functionality do you look for in a Yard

Management System?
The response to this question demonstrates an overwhelming requirement for

improved activity tracking and management and scheduling capabilities when
considering a YMS. This requirement is closely followed by by the futher need for some
form of load building capabilities. These findings are unsurprising as they represent the
complex tasks associated with horizontally integrated yards. Other functionality
categories scored lower as they tend to be out of the operators control (Yard Design
Capability), or are adminstrative processes established in any yard regardless of
technology.
Figure 14 – What type of functionality do you look for in a Yard and Facilities Management System?
The importance of Activities Tracking & Management corroborates the findings

collected regarding yard and equipment types (Q.7), all of which require a great deal of
integration and visibility to ensure proper handling and scheduling.

Question 15: When do you plan on investing in a Yard Management System?
Although few respondents were sure of when they would/could invest in a yard
management system, 22% felt that they were in a position to invest in the next 12
months.
Only 4% gave any indication that they would invest in the next 2 years, implying a
shorter sales cycle than traditional supply chain solutions and requiring providers to
focus on leads that generate potential within the first 12 months of contact.
Figure 15 – Planned Investment Horizon?
The uncertainty indicated by 60% of respondents suggests that this percentage

could be targeted by a proactive marketing and sales effort to quantify leads into the 12
or 24 month categories.

CONCLUDING ANALYSIS
The 2010 Trends in Yard Management Systems white paper reflects that
although a majority of companies are not currently invested in YMS at this
time, there is a significant interest in the subject at a high level in both service
consumers and providers, specifically within the C-level and IT management
roles. The market opportunity seems to support a significant growth in
investment in YMS over the next 12 months with a tremendous market capacity of non-
users that could benefit from further automation.
Smaller companies appear to be leading the trend to improve this critical piece of
the supply chain. This may be because they’ve already addressed the higher priority
issues within their supply chain networks and are now positioned to address yard
throughput issues. Larger companies may still be concentrating their efforts on the
more complex issues of their network that result in more significant savings. This means
that the smaller companies may be better positioned to take advantage of a near term
economic recovery, as well as the lead in yard management best practices. This also
underlines the need for small companies to remain innovative and progressive in order
to compete in a market that will only see more and more consolidation.
The trend is definitely shifting away from in-house developed systems that may or
may not be inflexible in operating multiple locations based on their specific
requirements, or do not have the scalability to support strategic growth. In any event, it
appears that there are finally enough off-the-shelf options in the market that most
organizations expect to, at the very least; perform detailed build versus buy analysis
when considering implementing or upgrading a system. In fact the results indicate that
commercially available systems are already outstripping all other categories as the
preferred option.
The challenge in this market will be how providers overcome the perceived
dissatisfaction, or at least ambivalence, with the integration and functionality
experience of those companies that have invested in YMS (or other enterprise solutions)
and are currently using some sort of automation for managing their yards. This
‘ambivalence’ puts a premium on those service providers and or applications that
demonstrate superior ease of integration and implementation, flexibility in function,
maintenance and distribution, as well as flexible cost options that reflect the users’
specific needs.
Finally, YMS investment appears to be a short cycle decision, with organizations

expecting the definition, planning, implementation and ‘go-live’ milestones to happen
within 12-18 months. Interest in YMS investment seems to peak at the 12 month period
and then wanes into a longer term (over 24 months) strategic consideration.
Jennifer Cavanagh David C. Vandenbossche

Senior Research Associate Principal Consultant
London, UK Detroit, MI

ABOUT US & CONTACT INFORMATION
About AutoDiversity Management inc. (ADMI)
ADMi is an impartial supply chain consultancy and research organization that offers
clients strategy, research and collaboration support by providing supply chain
benchmarking and analysis. ADMi provides strategy consulting, transportation research,
decision and purchasing support to the Global supply chain industry. ADMi is uniquely
designed to provide unbiased, non-conflict of interest supply chain research and
decision support services to all the supply chain industry by creating mutually
productive collaborative network opportunities, promote supply chain innovation and
standards, as well as provide qualifying tools to emerging carriers and service providers
to improve overall competition.
Visit the ADMi website at www.autodiversity.com
Contact Information
For more information on this report or to participate in further studies please contact:
David C. Vandenbossche,
Principal Consultant
dcv@autodiversity.com
Confidentiality
All information in this document is provided in confidence for the sole purpose of
adjudication of the document and shall not be used for any other purpose, be published
or disclosed wholly or in part to any other party without ADMI’s prior permission in
writing nor be held in safe custody. These obligations shall not apply to information
which is published or becomes known legitimately from some source other than ADMI.

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2010

AutoDiversity Management inc.

Research White Paper Series

Copyright© AutoDiversity Management Inc. (ADMi)

2010 Trends in Yard Management Systems: Introduction ............................................................................................4

Methodology & Purpose | .........................................................................................................................................4

Respondent Profile | .................................................................................................................................................5

2010 Yard Management Survey: Results .......................................................................................................................6

Question 1: What is your primary business category? ..........................................................................................6

Question 2: What is your Organizational Role? .....................................................................................................7

Scope and Detail of Current Yard Management System Operations ......................................................................12

Question 8: What Types of Yards and Facilities do you manage? ......................................................................13

Question 9: How many Shipping Yards and Facilities do you operate?..............................................................14

Concluding Analysis .....................................................................................................................................................21

About Us & Contact Information .................................................................................................................................22

About AutoDiversity Management inc. (ADMI) ...................................................................................................22

Contact Information ............................................................................................................................................22

Copyright© AutoDiversity Management Inc. (ADMi) P a g e |2

Towards the end of 2009, we were approached by several clients

Although YMS is recognized as a significant percentage of an overall annual budget,

Copyright© AutoDiversity Management Inc. (ADMi) P a g e |3

2010 TRENDS IN YARD MANAGEMENT SYSTEMS: INTRODUCTION

The underlying complexity present in yard management operations is compounded

Methodology & Purpose |

The 2010 Trends in Yard Management Systems survey provides a comprehensive

With this in mind, a series of questions were developed to determine whether

• Currently utilize a yard management system and its effectiveness

• Demonstrated a willingness to invest in yard management systems as well as

Copyright© AutoDiversity Management Inc. (ADMi) P a g e |4

• Were satisfied with the functionality required and available in yard

• Operated the types of shipping facilities that require yard management

Respondent profiles include:

• Fairly even distribution among Executive level management, Mid-level

• 59% considered providers or coordinators of supply chain services while the

• Representation of nine different global industries

• Diverse response rate among large and small companies:

 50%-55% of purchasers and providers of supply chain services

Copyright© AutoDiversity Management Inc. (ADMi) P a g e |5

2010 YARD MANAGEMENT SURVEY: RESULTS

Business Profile, Organizational Roles & Supply Chain

Question 1: What is your primary business category?

Further, the participation of service purchasers and beneficiaries of effective YMS

Figure 1 - Primary Business Category

Copyright© AutoDiversity Management Inc. (ADMi) P a g e |6

Question 2: What is your Organizational Role?

Figure 2 – Respondent’s Organizational Role

Copyright© AutoDiversity Management Inc. (ADMi) P a g e |7

Question 3: Does your organization purchase/utilize OR provide/coordinate

This response provides insight in to the respondent organization’s involvement with

Figure 3 – Role within Supply Chain Services

Copyright© AutoDiversity Management Inc. (ADMi) P a g e |8

Question 4: If you chose "Purchase/Utilize", what is your organization's annual

Figure 4 – Organizations Annual Supply Chain Budget (for “Purchases/Utilizes)”

o YMS operate under razor thin margins, making operational ‘cost

o Larger companies, with larger budgets, have higher priority areas of

o Yard operations tend to be critical in nature, with constantly changing

Copyright© AutoDiversity Management Inc. (ADMi) P a g e |9

o Smaller companies are forced to be on the forefront of improvement

Question 5: If you chose "Provide/Coordinate", what is your organization's

To this question feedback demonstrated that service provider participation is

Figure 5 - Organizations Annual Supply Chain Budget (for “Provide/Coordinate)”

Copyright© AutoDiversity Management Inc. (ADMi) P a g e | 10

Question 6: If you chose “Provide/Coordinate”, what is your organization’s

Figure 6 - Organizations Primary Role (for “Provides/Coordinates)”