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Channel: Komar Distribution Services

Apparel Warehouse Services Helps CC Girl Expand Business

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Komar Distribution Services has been a leading player in apparel warehouse services for over 98 years.  By providing customized solutions for apparel imports, warehousing, distribution, supply chain, customer service and back office systems, KDS helps major manufacturers like CC Girl operate with more efficiency and accuracy.

Nancy Duncan, President of CC Girls, Inc, says, “KDS has made it possible for me to increase my business in an otherwise difficult economy, our customers are very happy with our shipping and service as well as our retail performance. We beat out all competitors by having goods on the floor shipped correctly!”

Komar has one of the most advanced Information Reporting Systems for apparel companies in the industry.  With an advanced warehouse management system and dedicated customer support, Komar ensures their clients stay connected and get the information they need when they need it. Report access is always accessible making it unbelievably easy to get answers immediately.   Duncan adds, “My favorite tool is “real time” information that I can retrieve while on the phone with a client.  I can see immediately exactly where my orders are…”

Nearly 75% of U.S. manufacturers and suppliers are using or are considering using a third party logistics provider commonly referred to as 3PL companies.  This speaks great volume to the incredible scope of work entailed in managing the total logistics lifecycle of a major apparel manufacturer. 

Third party logistics helps manufacturers achieve their sales and profit numbers.  In a nutshell, 3PL providers like Komar Distribution Services save the manufacturer unprecedented time and capital by outsourcing a large segment of the manufacturing process.  In a weekend economy where retail success is compromised, every percent towards profitability counts. 

More information on these services is available at http://www.komardistribution.com/



Komar Distribution Provides Third Party Logistics to Apparel Manufacturers

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Nearly 75% of U.S. manufacturers and suppliers are using or are considering using a third party logistics provider commonly referred to as 3PL companies.  This speaks great volume to the incredible scope of work entailed in managing the total logistics lifecycle of a major apparel manufacturer. 

Komar Distribution Services has served the apparel industry with third party logistics solutions for 98 years.  Komar Distribution provides invaluable services to its clients like real time inventory reporting and constant and immediate inventory access which eliminates stocking excessive inventory.  Komar Distribution third party logistics, in a nutshell, are about saving the manufacturer unprecedented time and capital by outsourcing a large segment of the manufacturing process.

With Komar Distribution Services, apparel manufacturers are spared the task of distribution, supply chain management, inventory reporting and back office administrative work.  Komar will handle all Inventory Management, Re-ticketing/Re-packaging , Returns , Production Order Tracking , Foreign Trade Zone Management,  E Commerce, Retail Sell Through Analysis , Data Warehousing , Data Reporting , EDI Setup and Maintenance and more.

More information on the third party logistics offered by Komar is available at http://www.komardistribution.com

Nancy Duncan, President of CC Girl, a women’s lingerie line, says, “Our key accounts achieve their sales and profit numbers routinely, not by accident, but by having the experienced team at KDS at their disposal.”

Komar has 98 years of experience in apparel distribution and servicing high profile national merchants. Among its many industry awards, Komar has been named Manufacturer of the Year by the American Apparel and Footwear Association and Supplier of the Year by top retailers.


Komar Distribution Services Raises Money for JDRF

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Komar Distribution Services, in affiliation with the largest pajama manufacturer in the U.S., is launching PJs For The Cure on November 2, 2009, to benefit the Juvenile Diabetes Research Foundation (JDRF). Komar has designed women’s and kid’s pajama sets to raise money to help find a cure for type I diabetes (juvenile diabetes).

The Juvenile Diabetes Research Foundation will receive 100% of the sales from Komar’s PJs for the Cure initiative. Komar hopes the money raised will fund further research for a cure for the chronic disease that predominately strikes in childhood. According to the Juvenile Diabetes Research Foundation, more than 15,000 children are diagnosed with diabetes in the U.S. each year, that’s 40 children per day.

Komar’s goal is to raise $1 million for the JDRF by selling comfy, cotton pajamas, available just in time for holiday gift giving. Komar will launch a dedicated website, http://www.pjsforthecure.org to sell the pajamas. The website will also launch on November 2, 2009.

About the JDRF:

Since its founding in 1970 by parents of children with type 1 diabetes, JDRF has awarded more than $1.3 billion to diabetes research, including more than $156 million in FY2008. In FY2008, the Foundation funded more than 1,000 centers, grants in laboratories, hospitals, and industry, and fellowships in 22 countries.

JDRF is the leader in research leading to a cure for type 1 diabetes in the world. It sets the global agenda for diabetes research, and is the largest charitable funder and advocate of diabetes science worldwide.

The mission of JDRF is to find a cure for diabetes and its complications through the support of research.

More information is available at http://www.jdrf.org/index.cfm

About Komar Distribution Services:

Komar is the choice of apparel and consumer goods companies seeking a single source for distribution, supply chain management, cross docking, pick and pack,  customer service, and accounting. Komar has over 100 years of experience in distribution for high profile national merchants and is known for operational innovation. Komar can improve cash flow, speed customs clearance, reduce inventory, save money on ocean and domestic freight, increase customer satisfaction, and enrich the bottom line.


Apparel Warehouse Services Offered By Komar Distribution Services

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Major clothing manufacturers and designers can find comprehensive and expansive apparel warehousing solutions with Komar Distribution services (KDS).  Komar has been a leading player in apparel warehouse services for over 98 years.  Komar provides solutions for apparel imports, warehousing, distribution, supply chain, customer service and back office systems. 

Information on Komar Distribution Services is available at http://www.komardistribution.com/apparel/apparel-warehouse-distribution.html

KDS takes the worry out of warehouse inventory management and tracking with advanced Electronic Data Interchange solutions.  Their accessible EDI system offers clients low cost, accurate, safe, secure and reliable transactions.  This allows manufacturers and designers to focus on product development and sales while Komar handles the rest.

Komar has one of the most advanced Information Reporting Systems in the industry.  With an advanced warehouse management system and dedicated customer support, Komar ensures their clients stay connected and get the information they need when they need it. Report access is always accessible making it unbelievably easy to get answers immediately.

Warehouse solutions at Komar are highlighted by key features of their reporting systems.  Clients have complete and constant access to reports such as: sales reporting and history, gross margin analysis, style master management, report dashboard, reserve and bulk order management, inventory forecasting, management operating reports, supply chain tracing and tracking, chargeback and deduction analysis, and real time inventory visibility and control.

More information on these services is available at http://www.komardistribution.com/infosys/information-reporting-systems.html

About Komar Distribution Services:

Komar is the choice of apparel and consumer goods companies seeking a single source for distribution, supply chain management, customer service, and accounting.  Komar has over 100 years of experience in distribution for high profile national merchants and is known for operational innovation.  Komar can improve cash flow, speed customs clearance, reduce inventory, save money on ocean and domestic freight, increase customer satisfaction, and enrich the bottom line.

Contact

Jay Harris
President

Komar Distribution Services

16 E. 34th Street, 10th Floor

New York, NY 10016

(918) 429-7779

jharris@komar-ny.com

www.komardistribution.com


Charlie Komar honored for launching PJ’s For the Cure!

Why Companies use Foreign-Trade Zones

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All of the benefits the Foreign-Trade Zones program can offer manufacturers and processors located in the United States are too numerous to list here. But, there a few main benefits that account for most of the companies that use the Zones program. Those benefits are listed below:

Relief from inverted tariffs—In certain instances, there are tariff (import duty) relationships that actually penalize companies for making their product in the United States. This occurs when a component item or raw material carries a higher duty rate than the finished product. Hence, the importer of the finished product pays a lower duty rate than a manufacturer of the same product in the United States.

This gives the importer an unfair and unintended advantage over the domestic manufacturer. The Foreign-Trade Zones program levels the playing field in these circumstances. FOR EXAMPLE: A Foreign-Trade Zone user imports a motor (which carries a 4% duty rate) and uses it in the manufacture of a vacuum cleaner (which is free of duty).

When the vacuum cleaner leaves the FTZ and enters the commerce of the U.S., the duty rate on the motor drops from the 4% motor rate to the free vacuum cleaner rate. By participating in the Zones program, the vacuum cleaner manufacturer has virtually eliminated duty on this component, and therefore reduced the component cost by 4%.

Duty exemption on re-exports—Without a zone, if a manufacturer or processor imports a component or raw material into the United States, it is required to pay the import tax (duty) at the time the component or raw material enters the country. However, a Foreign-Trade Zone is considered to be outside the commerce of the United States and the U.S. Customs territory. So, when foreign merchandise is brought into a Foreign-Trade Zone, no Customs duty is owed until the merchandise leaves the zone and enters the commerce of the United States. Only then is the merchandise considered imported and the duty paid. If the imported merchandise is exported back out of the country, no Customs duty is ever due.

Duty elimination on waste, scrap, and yield loss—Again, without a zone, an importer pays the Customs duty owed as material is brought into the United States. This is because the material is considered imported at this point. If the processor or manufacturer is conducting its operations within a zone environment, the merchandise is not considered imported, and therefore no duty is owed until it leaves the zone for shipment into the United States.

To demonstrate how this would benefit a company that has scrap, waste, or yield loss from an imported component, lets look at a chemical processing plant.FOR EXAMPLE: A chemical plant manufacturing hydroxywidgitpropolyne, which carries a 15% duty rate, uses the raw material oxyovertaxophene, which also carries a 15% duty rate, for one of its raw materials. Part of the production process consists of bringing the imported oxyovertaxophene to extreme temperatures.

During this process 30% of the oxyovertaxophene is lost as heat. If a processing company not in the Zones program imports $10,000,000 per year of oxyovertaxophene, it will pay $1,500,000 in duty as the raw material enters the United States.

If the same company utilizes the zones program, it does not pay duty on the oxyovertaxophene until it leaves the zone and is imported into the United States. The zone user brings the oxyovertaxophene into the zone with no duty owed. It then processes the oxyovertaxophene into hydroxywidgitpropolyne. Remember, during this process 30% of the raw material is lost due to waste factors, so the $10,000,000 in oxyovertaxophene is now worth only $7,000,000. Assuming all of the end product is sold into the United States, the 15% Customs duty totals only $1,050,000. This represents a savings of $450,000.

While at first glance it might look like the Zones program is simply benefiting an importer, it is important to remember that its competitors making the same product overseas already have the benefit of not having to pay on the yield loss in the production of their hydroxywidgitpropolyne.

Weekly Entry Savings—On May 18, 2000 the Trade and Development Act of 2000 was passed and signed by President Clinton. This Act had a provision in it that allowed the use of the Weekly Entry procedure for all manufacturing and distribution Foreign-Trade Zones.Weekly Entry (allowed only to Foreign-Trade Zone users) provides economies for both Customs and Foreign-Trade Zone users. Under Weekly Entry procedures, the zone user files only one Customs Entry per week, rather than filing one Customs Entry per shipment. Customs no longer has to process an entry for each and every shipment being imported into the zone, and the Foreign-Trade Zone community no longer has to pay for the processing of each and every entry.

Companies located outside Foreign-Trade Zones pay a .21% merchandise processing for each and every formal entry processed by U.S. Customs. There is a minimum $25 processing and a maximum $485 processing fee per Entry, regardless of the duty rate on the imported merchandise. The maximum processing fee is reached for Entries (shipments) with a value over $230,952. Companies often receive many shipments over this amount.

FOR EXAMPLE: 10 shipments per week, each with a value of over $230,952, would amount to a merchandise processing fee of $4,850 ($485 x 10) per week. If this number is annualized the amount is $252,200 (52 x $4,850) per year.

Companies in a Foreign-Trade Zone may take advantage of the Weekly Entry procedure. In the case of the above example, Weekly Entry would provide for one Entry per week. For example: the 10 ($230,952) shipments per week would be filed as a single shipment of $2,309,520 each week. The merchandise processing fee would amount to the maximum of $485 total for the week. If this fee is annualized utilizing Weekly Entry it is a total of only $25,220 yearly. In this example Weekly Entry provides a savings of $226,980 per year. Each company’s savings could be significantly more or less depending on the number of shipments received during the year. A graphic example of Weekly Entry savings is shown below.

Duty Deferral—Again, since Foreign-Trade Zones are outside the Customs territory of the United States, goods are not imported until they leave the zone. Therefore, Customs duty is deferred until merchandise is imported from a Foreign-Trade Zone into the United States. So, instead of companies having substantial monies tied up in Customs duties on their inventory, they have use of that money for other purposes.

There are many other substantial benefits that the Zones program has to offer manufacturers and distributors in the United States, but the benefits listed are the key benefits that attract most companies to the Zones program. More and more companies look globally when deciding to locate or expand a new manufacturing or processing facility. When these companies make these location and expansion decisions, they do take into account all costs of manufacturing in a certain country. Unfortunately, there are unintended import tax penalties for many companies located in, or considering locating in, the United States.

The Foreign-Trade Zones program plays an important role in providing a level playing field when investment and production decisions are made. While the U.S. government might incur a reduction in Customs duty revenue by the use of the Zones program, it more than makes up for it by the income tax it gains from the jobs created or retained. In addition, local governments benefit from sales and property taxes.

The Foreign-Trade Zones program has proven to be a successful trade program by consistently creating and retaining jobs and capital investment in the United States.


How to Build State of the Art 3PL Relationships for the 21st Century

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A manufacturer’s and 3PL provider’s perspective

By Jay Harris, President, Komar Distribution Services and Chief Operating Officer of The Komar Group

Solid business rules and logic, combined with the power of great systems, make it possible to successfully manage a 3PL relationship and gain competitive advantage.  Opportunities with the right 3PL services provider should reduce net cost of distribution resulting from enhanced supply chain management, reduced transportation costs, fewer operational chargebacks, improved on-time performance and superior retailer scorecard grades.

A Quick Overview of the 3PL Business

Third-party logistics providers, or 3PL’s, originated on the simple premise of allowing manufacturers the opportunity to let somebody else manage their transportation or warehousing.  It may come as some surprise that automotive manufacturers are heavily dependent on 3PL’s.  Toyota, General Motors, Ford Motor and Chrysler all use more than 40 third-party logistics providers.  That begs the question: Why? The utilization of 3PL’s, most research firms would say, is one of the simplest concepts.  Companies outsource to focus on their core competencies, while the 3PL becomes responsible for supply chain information, business processes, and technology solutions.

This sounds great in practice, but in our experience, the decision to outsource some or all of a company’s logistics, distribution and transportation is not one to take lightly.  The logistics landscape is littered with failed relationships between 3PL’s and manufacturing companies.  In many cases, the seeds for these failed ventures are sown early in the process.

Project Management is a Key to Success

We believe a crucial part of the process in overcoming the failures others have experienced with 3PL’s is placing special attention on project management.  An effective 3PL’s project manager is skilled at identifying opportunities and uniting parties, systems and processes.  A great PM strives to take proven best practices, embed them into the customer’s organization or the 3PL and make them durable, permanent and lasting.  These best practices include:
·         Improving Stock Arrival Dates at the DC
·         Reducing Storage Costs
·         Exceeding Vendor Compliance Requirements
·         Actually shipping on Customer start date – always
·         Scorecarding of the 3PL, the Vendors, The Retailer, The Customer
·         The perfection of many processes

In the beginning of the relationship, the project manager is what we would call a true project manager – they may handle many singular/one-time events such as writing or fine-tuning an SOP (Standard Operating Procedure) or Best Practice.  There may also be an extended discovery period between the partners while they explore supply chain opportunities such as squeezing money and days out of the supply chain, setting up meaningful metrics, and so on.  Eventually, the relationship evolves, and while there will always be singular task and improvement opportunities, the relationship should fall into a comfortable and natural cadence with weekly status meetings monitored by both parties.  The PM often acts as a meeting facilitator.

Desired Capabilities

An accomplished full service 3PL provider should be highly capable of driving competitive advantage and operational savings.  While the list is extensive, these are examples of leading opportunities:

1.     Savings in Ocean and Domestic Transportation Cost – It is very possible and desirable to find a 3PL relationship that will leverage cooperative buying power to save transportation dollars and optimize ocean transport and supply chain days.  The relationship can provide valuable insight into the murky world of ocean transport.  It can help mitigate arbitrary price increases and create savings using a dynamic RFQ environment.

2.     Foreign Trade Zone Benefits – Leveraging Foreign Trade Zone operations provides two key financial benefits.  First FTZ operations defer duty payment until goods are shipped.  Second, which may be the greatest cost savings, is the advantage of weekly consolidation of entry fees.  For example, a company processing 10 shipments per week, each with an entry fee of $150 would pay $1,500 vs. one $150 consolidated entry fee in a Foreign Trade Zone.  A company with a sales volume of $100 Million could save upwards of $250,000 per year leveraging FTZ operations.

3.     Supply Chain Management and Collaboration Software – Efficient communication with overseas suppliers, shipping forwarders, customs brokers and truckers can have a dramatic and profoundly beneficial effect with production order management.  The aim is collaborative clarity between buyers, vendors and logistics companies so that all parties are always aware of where product is in the supply chain.  Good systems should predict early and late product arrivals, provide succinct communication threads between parties, and highlight operational remediation.  Advanced 3PL’s often provide and insist on the use of such software as it is recognized as vital operational glue.

4.     Vendor Compliance and Chargeback Reduction – The 3PL should be expected to understand Vendor Compliance and share in the responsibility, including chargebacks.  Many 3PL providers will talk of their compliance but shirk at taking any responsibility for chargebacks beyond their provided fees.  An effective provider must be willing to take responsibility for operational chargebacks that directly result from their lack of performance as well as have a proactive compliance officer in place so that chargebacks do not become the business relationship focus.  The focus should be in driving the retailer performance scorecards to an “A.”

5.     Face to Face Meetings – The 3PL PM should be expected to visit the operational headquarters of the client with appropriate frequency to create a true extension of the businesses and a synchronous and harmonious relationship between the parties.  Such visits also make it possible for all stakeholders to become involved, including sales.  As an example, proactive 3PL’s will visit the client during trade or market weeks to interact with sales and even client customers taff . thus getting closer to the end customer requirements.

6.     Scorecard/Report Card – While the 3PL staff and certainly 3PL PM face time with the client is a best practice, it is very important to have a weekly report card that asks important questions and defines the health of the various process requirements between the parties.  This will quickly frame and define expectations of the relationship.  The goal should be an “A.”

7.     Reduced Time to Market – Consider reducing product time to market by two weeks for every season – this could result in one extra month of selling!  Process and lead times can be reduced by using collaboration visibility tools, multi-location points of distribution, proactive flow and pick processes, C-TPAT, Foreign Trade Zones and, of course, choosing a 3PL with the same vision and the resources required to accomplish this goal.

8.     Sharing of “Other” Best Practices – A 3PL provider may also provide other unexpected but welcome synergies in areas such as operational best practices outside traditional supply chain areas.  A willingness to share an extensive network of support, contact and ideas can also be expected with a top 3PL provider.

Sometimes the Takeaway is Knowing What is Possible and Achievable

We have identified some of the 3PL opportunities through which a company can achieve significant operational results and business growth.  The relationship between a client and 3PL can be such that the sum of the parts is much greater than the whole.  Today’s advanced 3PL’s are truly capable of identifying opportunities and garnering operational support to take advantage of them.  There is no question achieving solid results with an advanced forward thinking 3PL service provider is a goal all companies should identify and act on.


Cargo Traffic Jumps at Local Ports

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Los Angeles Times, April 16 2010

The ports of Los Angeles and Long Beach, which together make up the nation’s busiest shipping container complex, showed gains in cargo traffic for the fourth straight month in March, boosting trade-related employment in Southern California.

In Los Angeles, the largest U.S. port, exports jumped 15.8% compared with March 2009, driven by such items as scrap paper, scrap metal, agricultural products and finished manufactured goods. Long Beach’s exports also rose strongly, 10.9%, as both ports benefited from the weakness of the U.S. dollar against other major world currencies.



Case Study: Garment on Hanger Services

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Customer Profile

A leading supplier of women’s wear to major retailers throughout the US.

Customer Challenge

To preserve the condition of factory pressed garments during transit to retailer without significantly increasing costs

Komar Distribution Solution

The client’s garments were arriving at the retailer looking shopworn and wrinkled. As a result, the brand was experiencing lackluster sales.

Komar worked with the client and devised special loading and packing instructions to maximize GOH ocean container capacity while maintaining the factory perfect condition of the garments. This drove down cost as more units per container were realized.   The client then piggybacked on advantageous KDS freight rates and transit times, driving down cost further.

Upon arrival at the KDS distribution centers, customer care teams carefully inspected the garments, working closely with the customer and factories to improve arriving garment condition. Images and video conferencing made the task highly efficient.

Engineered handling, attentive packing instructions, and in-depth training of KDS associates ensured the garments arrived at the retailer in pristine condition. Sales jumped twofold as the brand now commanded coveted aisle space.

A Word From The Customer President

“I never imagined garment presentation would lead to such seismic change for my business. Retailers I never dreamed that I would be working with are now buying the line. I always thought garment on hanger would be a small fortune. In the end, KDS showed me how to do it right.”