Freight Management ( Cost-Effective Freight Management Outsourcing)

Using our proven freight transportation management approach and our knowledge of industry best practices, we can optimize the value of your freight expenditures in all areas. And, if you have a private truck fleet, we’ll work to make sure it’s delivering the greatest benefits to your company. Our proven Freight Management approach has produced  dollars in freight savings for our clients, and we can do the same for your company.

As a CAMAJOR client; we’ll start by conducting a comprehensive evaluation of your company’s freight activities, your service needs, your freight costs and the carriers you use. We’ll then compare these factors to industry freight benchmarking standards and best practices to find the segments of your freight transportation operations that can lead directly to cost savings and service improvements. You’ll get a strategic freight management plan designed to deliver positive results that will go straight to your company’s bottom line.

Full or Partial Freight Management

CAMAJOR offers a comprehensive approach to Freight Management adapted to your needs. We can take on the task of managing all or part of your freight shipping operations, either on-site or off-site, performing functional responsibilities for shipping, loss and damage prevention, claims, shipment expediting, and service quality management. We’ll also track and report shipping costs to you on a monthly basis in clear and concise formats.

• If you use for- hire carriers: We’ll incorporate freight cost benchmarking, carrier selection, and rate negotiation techniques to assure that you get the best rates available and the service quality you need.
• If you have your own fleet: We’ll conduct an evaluation of the costs and benefits of your existing or proposed private truck freight shipping operations so you’ll know that benefits your fleet provides. If you don’t have a private fleet, we can tell you if having one makes sense for your company.

Why does our Company need Freight Management Services?

CAMAJOR specializes in freight transportation management services. We have a professional, expert staff that can evaluate your operations and develop methods and procedures for helping your company reduce freight transortation costs while improving service quality.
Many companies don’t realize that each and every transportation decision can result in hundreds or thousands of dollars in company expense, rivaling the vast majority of capital expenditure-level amounts. Yet the degree of oversight of these decisions is relatively minimal. Your company might require multiple approvals before an employee can purchase a computer, but very little approval before a shipment decision having similar fiscal impact is made. That’s where we come in.

Main intermodal transport to North America

Cambodia Ports

Sihanoukville is the main deep-sea port of Cambodia. The Port of Sihanoukville, situated in the Bay of Kompong Som, is the principal and only deep-water maritime port of Cambodia. Kompong Som’s natural advantages include deep water inshore and a degree of natural protection from storms provided by a string of islands across the mouth of the bay. The port was built in 1959 with a total capacity of 1.2 million encompassing the old French-built wharf and adjacent new facilities. The capacity of Sihanoukville port, in its present condition, is estimated at about 950,000 tones per year, excluding POL which has separate facilities. This is about twice its present traffic. The port can accommodate ships of 10,000-15,000 tons deadweight (DWT).

The main access to the port is via a 3 km fairway channel, marked by buoys and leading lights for daylight navigation only. Due to rocky outcrops in the channel, the entrance to the port is restricted to vessels with a draft of less than 8.0-8.5 m. In practice boats of up to about 10,000 DWT can use the port. The port is located 540 nautical miles (1000km) from Singapore.

On the land side, the port is served by National Highway No. 4 (NH4, 240km to Phnom Penh), the main link between Phnom Penh and the coast, and the “New” railway line, completed in 1969, which takes a more southerly route via Kampot. The rail distance to Phnom Penh is 263km. The railway is in poor condition and handled only some 15% of the port traffic in 1993. Aid from the United States is earmarked for an immediate project to resurface the entire length of NH4 as well as to rebuild several bridges between Phnom Penh and Sihanoukville. Roads within Sihanoukville municipality itself are all hard surfaced, albeit of somewhat lesser quality and poorer condition than NH4.

As part of its program to upgrade transport infrastructure in Cambodia, the Asian Development Bank is funding some modest improvements at the port. Immediate investments include the following: new forklift truck for container movement; repair old jetty; replace fenders; replace navigating aids and allow for night navigation; improve container storage yard; and install area lighting to permit night working. There are also reports that French assistance may finance a quayside container crane. (Currently, in the absence of a dedicated crane, the port claims to be able to move 200 containers per 24 hours).

Several warehouses are available providing a total storage area of approximately 6,000 square meters. The two wharfs have a total of five warehouses, one of which is being let out to an oil exploration company. The warehouses have been under-utilized in recent years because of their poor condition, particularly their leaky roofs. Warehouses 1, 2 and 4 are now being repaired under the SRA Project. They have a combined capacity of about 36,000 cube meters. Warehouse 3 was repaired earlier with domestic funds. Container storage and handling is also available. The container yard is 50,000 square meters in area. Regular and direct shipping links with Singapore and Bangkok are in place, with Cambodian-flag shipping (Camtran Ship) being the dominant carrier. In 1993, 15,000 TEU’s (20 food equivalents) passed through Sihanoukville Port. An estimated 80 percent of the containers had origin/destination in Singapore. Behind the warehouses fronting the new wharf, there are railway platforms and tracks as well as a container parking area of some 17,600 square meters. The container area is now being resurfaced under SRAP. Both wharves are also rail-connected.

PHNOM PENH PORT

Phnom Penh depends on access via the Mekong through the delta area of Vietnam. The Phnom Penh port is the country’s traditional river port, accessible to vessels from the South China Sea through Vietnam. Phnom Penh port is located in the city (Tonle Sap river), some 3-4km from its junction with the Mekong. It is some 330 km from the mouth of the Mekong of which about 100 km is in Cambodia and the rest in Vietnam. The distance from Singapore is about 1450km. Vessels of up to 2,000 DWT can use the route without difficulty, and 5,000 DWT boats can pass the entrance to the Mekong (the ‘Main bottleneck) on favorable tides. Regular dredging is necessary at three points in Cambodia for the 5,000 DWT vessels to reach Phnom Penh. The port serves up to 150 ships per year, including 3 Singapore-based cargo vessels which take 10-12 days for the return voyage.

INFRASTRUCTURE

The main-cargo port consists of two sites, generally called Port No. 1 and Port No. 2:

Port No. 1 (the main port) consists of a 184-m long pier built in reinforced concrete, plus three pontoons for sea-going vessels. There are two berths, known as Berths 4 and 5, which can accommodate ships up to 2,000 DWT and 4,000 DWT, respectively. Some 540m of domestic pontoon capacity is available for river ships and barges of up to 100m or 1,800-2,000 tons. The pontoons are served by lighters and junks. There are other berths available for small craft. There are 12 depots of 2,700 sq m and 5,910 tons storage capacity within some 180 m of the berths, plus open storage of some 4,300 sq. m. There is another warehouse complex at Kilomet 6 (Phnom Penh) having 15 sheds with a total capacity of 70,000 tons and 8 sheds of nearly 4,000 tons. Although actual crane capacity is not dear, there are 12 cranes- i.e. two 25-ton, four 16-ton, and six 6.5-ton cranes.

Port No. 2, about 1km south of the main area, consists of two 45 m by 10 m steel pontoons. Due to the long and narrow bridges and the seasonal variation in water levels, these two berths can not be reached by equipment. The capacity of the main port (No. 1) has been estimated at about 150,000 tons per year, a figure already exceeded. This port is now to be rebuilt with the aid of a Japanese grant. The improvements are expected to increase the capacity to some 566,000 tons per year. As an interim measure, Port No. 2 will be rehabilitated under a World Bank credit. When the improvements to Port No. 1 are completed, Port No. 2 could perhaps revert to domestic use (up to 1991, Port No. 2 was for domestic use only).

KOH KONG PORT

Koh Kong is situated near the Thai border and is used by small boats, below 500 DWT.The Koh Kong provincial port is really a system of three ports. Vessels entering Cambodia from Singapore, Malaysia or Thailand call first at Paklong, on the Gulf of Siam about 15 km from the Thai border, for customs clearance and other formalities. Up to 300-ton capacity boats can be accepted, or 500 tons at anchorage. The 300-ton boats can then proceed across the bay to Koh Kong town for unloading or transshipment to smaller vessels if required.

Koh Kong is a small provincial capital with no road access to the rest of Cambodia. Road 43 can only be used (with difficulty) by motor cycles at present. Thus after clearance most boats proceed to another provincial port al Sre Ambel, at an inlet the Kompong Som Bay near Road 4, some 170 km from Phnom Penh. Sre Ambel can only accept 120 to 130-ton boats, however. Traffic that arrives at Koh Kong in larger boats has to be transshipped between vessels at Paklong or Koh Kong town.

Paklong and Koh Kong have quite good but limited facilities and are very congested, particularly Paklong. There is some warehousing in Koh Kong town to support the transshipment activity. Koh Kong is also a quite an important fishing port, from which about 16,000 tons were exported to Thailand in 1993.

OTHER PORTS

Cambodia’s other seaport is at Kampot, 148km from Phnom Penh along Road 3 or 166km by rail. The port is situated in the town on a river bank 4 km from the sea. Of the minor ports, Kampot is the most important coastal facility. It was more important before 1975 when it had better facilities and was able to take vessels of up to 150 tons or more. It is a lighter port, with two main approaches from the sea, one of which has fairway depths of 10 m to within 11 km of the port. The other southern channel could accommodate vessels of less than 4.6m draft. There are three channels through which junks and lighters could enter the river to reach Kampot. A wooden jetty can be used by 30-40 tonne boats. There is a regular trade with Koh Kong, for exchange of goods with Thailand, but Kampot port is not itself used for international traffic.

The other river ports, for example Kompong Cham on the Mekong, are in general also used for domestic traffic only. A small port exists at Kompong Ampil, in Takeo province, where there is a fair amount of trade with Vietnam via a small river that leads into the Bassac, but most boats are only of 25 to 30-ton capacity.

Economic and reliable sea freight solutions

Are your ocean freight requirements designed around what's best for your individual business needs? At SRMF, we act as consultants, guiding and advising on all elements of the supply chain service, partnering with our customers by achieving an in depth understanding of their requirements.

We provide multiple solutions for ocean freight movements in all major ocean trade lanes, dealing with major carriers on global routes to ensure the availability of space and equipment exactly when you need it.

We offer a complete package of cost effective delivery solutions to match your global supply chain needs:

+Worldwide Ocean Imports & Exports (FCL/LCL) options
-Door/Door
-Door/Port
-Port/Door
-Port/Port
-Buyers Consolidation

+Worldwide Ocean Cross-trade Movements (FCL/LCL)
+Consular Documentation & Legalization Serviaces
+Customs Broker/Brokerage
+Out of Gauge and Project Shipment
+Global agency network

Our dedicated sea freight team will manage all your requirement from pickup point through to final destination, you can rest assured that your cargo is in safe hands.

We work with a network of renowned partners, operation from strategic global locations ensuring we can provide the local knowledge so necessary to deliver a smooth supply chain flow at a cost effective price.

Flow of information is vital in any trade. At SRMF your dedicated Freight Consultant will keep you informed at every step of the process, from collection through to final delivery.

ENSURE YOU ONLY PAY WHAT IS RIGHT.

Everyone says they want to improve their bottom line, they are tired of paying too much for their landed costs but don’t change because change means that they have to tell their current supplier that they are tired of being ripped off. So what do they do? They benchmark against other service providers and all of a sudden, they get big discount.


It's not discount, it is proof that you are being ripped off, it is time to stop this and change to the company that will ensure you only pay what is right..


We offer a comprehensive logistics solutions that manages all forms of transport from road and rail to sea and air. Our  purpose-built for our clients and prospective clients, ensuring that every aspect of the transport process is suited to their specific needs.

Always bring good quality content to customer more than just making money. We deliver the good resource to customer, and solve their problem.

Logistics as a competitive Weapon

Logistics can create a Competitive Advantage. Logistics may be the best source of competitive advantage for a firm because it is less easily duplicated than other elements of the marketing mix: product, price, and promotion. Consider, for example, forming close, ongoing relationship with carriers or logistics services providers can help give the firm a distinct competitive advantage in speed to the customer, reliability, availability, or other customer service factors.

The power of logistics in achieving an organization's customer service goals and supporting customer satisfaction has received an increased amount of attention in the press. Companies that understand and utilize the potential of logistics as a competitive weapon include logistics as a key component of their strategic planning process. In recognition of the key role of logistics in supporting strategic customer service initiatives.

 I Just want to extract your attention  back to  the succeed military logisticians  "ALEXANDER THE GREAT and Wasn’t THE GREAT ...... LOGISTICIAN !!" he has a famous quote for the logisticians which still carries a lot weight today. He said “My logisticians are a humorless lot … they know if my campaign fails, they are the first ones I will slay.”  I love this quote because it captures the do or die nature of logistics with a funny, but morbid twist. While managers are no longer killing logistics guys, there is still a lot of pressure on the logistics function. 

Why Wasn’t That Great

The problem with Alexander’s management style is that it leads to the wrong behaviors. When the logistics guy is risking his life every time the army falls short, I’m guessing there was a lot of finger pointing, CYA and plain old lying going on.

In such an environment, team work, honesty, morale, and trying out new ideas, were probably in short supply.

The same thing happens today. If the logistics guy is going to be beat up for every problem, they will begin to withhold bad news, cover up issues and shift blame to someone else. When problems get covered up, they obviously don’t get solved.

Open Communication and No Executions

To get the most from your logistics group, you have to develop a culture that encourages open communication and continuous improvement

The foundation of that culture should be honesty. You can’t have good, open communication without honesty. If you shoot the messenger, he will stop bringing bad news. The messenger bringing bad news is actually bringing an opportunity for improvement.

Also begin using metrics or key performance indicators to measure the most important areas. These metrics should point your team to even more opportunities for improvement. Remember, the biggest problem is having no problems to work on.

Encourage experimentation and new approaches. Don’t bet the farm, but take small, calculated risks that potentially uncover better ways of doing business.

"Never slay the logisticians – they are too hard to replace"

Why Was That Great

• He developed alliances with conquered and friendly locals, which enabled his army to be constantly provided magazines of provisions. Many cities surrendered to Alexander’s army before fighting, and subsequently pledged their support and supplies to the Macedonian army.
• He marched along rivers to provide easy access to sea transport, which could deliver tons of supplies compared to 200 pounds per beast of burden. 
• He set up bases to provide shelter and supplies prior to the army’s arrival. These bases were supplied by surrendered cities, ships, or allies.
• He ordered forced, or double-time, marches to conserve supplies in difficult circumstances. This reduced not only the time needed to complete the march but also the need for additional supplies.
• Include logistics in strategic planning 
• Consistently make changes in his organization that were demonstrated to provide specific benefits
• Develop a working knowledge and detailed understanding of his customers and their products, competition, industry, logistics requirements, and technologies and utilize this knowledge, along with other assets, to develop competitive advantages, market share, and profit
• Appoint a single person to lead all logistics functions and participate in strategic planning sessions
• Develop alliances with key suppliers and service providers, accessing their infrastructure by allowing them to entrench themselves in his own company
• Utilize technology and other business tools only to the extent that they further the goals of profitability and competitive advantage

That is exactly how important logistics techniques were for him to win his battles.So, what did he exactly do? Try reading the below & understand if his stratagem were effective.

• He maximized swiftness of action and flexibility of the army by eliminating the usual traveling team of servants, wagons, and spouses from the marching army. 

In other words, this is what he has done

Hence, it can always be agreed that Alexander was the greatest as a logistician for succeeding greatly in his era. Great to also see his strategies are adopted in military as well as business logistics till to date. Now we know that not everything in logistics gets outdated. Of course, no one gets slayed for failing in logistics today. But one who doesn't remain competitive in the industry presently, will surely have his job slayed. Be a winner & win all you can.

Choose the right partner.

Believe you have inbound and outbound outsource business of raw material, semi-product, parts and components and assembly for your supply chain business to produce and supply to your customer buyer (retailer, distributor. Consumer), so believe you are looking for reliable partner to minimize your unpleasant situations to improve your lead time with best service and cost effectiveness for your end to end supply chain.

It's all about your business.
Logistics is the lifeline of your business; it's how you service your current clients, reach out to new ones and differentiate yourself from your competition. CAMAJOR understands the importance of logistics to your business and that's why we tailor-make individual solutions for every one of our clients. We take away the operational issues saving you time and money, allowing you to concentrate on sales and supporting you to expand into overseas markets.It's too easy to stay with what you know, try SRMF and see how we can make the difference.

We CAMAJOR we mean what we said, and we do what we said. We need you to trust us, and how you can trust?

For us to translate you how SIMPLY THE BEST we solute your complex logistics and supply chain business: our people will do it to contribute you the trust, then you can verify and distinguish us from whom never ever before to deliver you the trust and satisfaction as you can judge by our performance would better than just read and listen, but to get to know what benefit you and you will deserve (fast and under your budget and schedule.)

*Reduce your logistics spend
*Improve your lead-times
*Reduce your inventory and stock hold
*Understand your specific needs
*Provide you with an unrivalled level of support
*Provide operational simplicity
*Deploy consumer value adding solutions

What will you are facing when waste is created?
We have all heard the phrase " You can't make something out of nothing." Resources are necessary to accomplish anything great or small, but problems arise from using resources unproductively, applying the wrong resources, failing to tap into necessary resources, or directing resources toward the wrong outputs. In each of these instances, waste is created. Cost are incurred, people's time is consumed, opportunities for value creation and growth are lost, and customers are left less than satisfied.

We'll obtain you the full benefits of the improvement of our service links to implement industrial development measures with a long-term view to promote agglomeration of your core business.