Automotive Part Logistics: 3 Keys to Strategic Planning
Scott Hothem • July 16, 2014
Do you remember what a lengthy process it used to be to pick up a new movie from the video store? You would plan your evening commute to swing by the local video store on your way home. After rummaging through the hundreds of titles lining the wall, you finally come across the latest installment of Die Hard, or Terminator, or whatever Julia Roberts was doing at the time. You hand over your membership card and are on your way. That’s a lot of legwork for a two hour movie. Those were the days. Today, all you have to do is press the Netflix or Hulu app on your phone, tablet or even television remote to instantly connect to thousands of titles. This saves time on your way home, room in your wallet and space on your shelf.
The way we watch movies and TV isn’t the only thing to drastically change in the past 20 years. There has been a major overhaul in the way automotive parts are ordered, shipped, tracked and used. This evolution was by no means unsolicited. In the same way consumer demand and access forced video stores to go the way of the dinosaurs, customer expectations and market conditions have forced auto part fulfillment processes to become as streamlined as possible. As such, strategic planning in the automotive supply chain is more important than ever.
In spite of volatile revenue results stemming from the economic downturn in 2008, the automotive parts industry is expected to top $170 billion in 2014 according to a report from ibisworld.com. As markets thrive and supply chain functions become more complicated the need for strategic logistical planning needs to be a key priority. The balance between superior service levels and reduced logistics/inventory expenses can be accomplished through three strategy considerations:
- Transition from a “Pull” to a “Push” tactic- Years ago the best practice was for distributors, dealerships to order or “pull” a certain part when inventory became low. This method can be very time and labor intensive because it is reactive in nature and is often a last minute order. Today, to remain efficient and reduce the risk of a poor end-user experience, a “push” strategy is more effective. Instead of low inventory triggering an order, leveraging an Enterprise Resource Plan, an order is sent, or “pushed”, to where it is needed. Allowing technological platforms to maintain inventory and place orders reduces errors and redundant tasks from your labor force and other resources.
- Inventory forecasting- Changing the way that inventory is managed and organized can support these new complex supply chains. Shipping smaller quantities more frequently can increase the efficacy of the entire operation. A high velocity network keeps the supply chain running smoothly. Segregating part types by size, volume and frequency of use is key in optimizing and forecasting inventory. This can be achieved through a customized plan with strategic facility and SKU layouts and management, as detailed here.
- Technology- Many entities are still attempting to get as much as possible from aging and antiquated systems. Not only is this technology becoming increasingly less effective, it is also becoming more expensive to maintain. Your fulfillment technology is the pivotal element of the service parts supply chain. As the demand for replacement parts grows and the number of new model releases increases, legacy systems simply cannot handle the workload.
Integrating new technologies and supply chain functions into more sophisticated strategies is crucial for a supply chain that is fast, lean and cost effective. At Barrett Distribution Centers, the experience, capability and resources to optimize technology, process and warehouse design is at the core of our performance.
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This week, I was on a call with a brand desperate to leave their 3PL. When asked if they could share data from their current provider, they responded, “I think we have an Excel sheet somewhere, but our 3PL has never really explained what any of it means.” I went straight to Jordan Johnson , the Director of Data & Analytics at Barrett, to break down the data questions that matter most for brands. From cost control to forecasting, here is what every brand should be asking about data before choosing a 3PL partner. Why is data so important in supply chain operations? Two reasons: cost and service. Costs are climbing across the board, so it is critical to have accurate data to manage and optimize spend. At the same time, visibility is now a baseline expectation. Knowing where products are and when they will reach customers is fundamental, and the right 3PL partner uses data to keep both cost and service in balance. Where is data analytics headed in the 3PL industry? Automation is expanding rapidly. Robotics, computer vision, and similar tools are becoming more affordable and less capital intensive. On the technology side, the next evolution is agentic AI. These tools do not just report on what already happened, they proactively identify anomalies and anticipate issues before they escalate. What makes a data analytics team stand out in 3PL? An exceptional team delivers both internal decision-making power and external insights for clients. At Barrett, that means: Dashboards and portals clients can access directly Monthly and quarterly reviews that surface actionable insights In-house ownership of analytics for agility and speed Context-driven reporting that translates numbers into strategy This dual focus ensures that brands see their data and understand how to act on it. How do analytics prevent costly inventory mistakes? Frequent review is key. Dashboards highlight both fast movers at risk of stockouts and inventory that has been sitting for extended periods, such as 90 days. Context matters, which is why seasonality and product type are built into the analysis. This ensures brands receive meaningful recommendations that lead to better planning, fewer surprises, and lower carrying costs. Can a 3PL support forecasting and budgeting? Yes! It is often a deciding factor for clients choosing Barrett. We work in two ways: Converting client sales forecasts into volume and cost projections Using machine learning models for brands without in-house forecasting capabilities Both approaches help brands set realistic budgets and align resources for growth. Can analytics catch issues before they become major problems? Absolutely. Making performance data visible across the organization helps catch issues quickly. On top of that, anomaly detection flags deviations from historical patterns. Together, these practices give clients peace of mind that problems are identified early rather than after the fact. How can analytics directly save money? Two proven examples: Transportation spend : analyzing service levels to ensure brands are not overpaying for speed they may not need Ordering patterns : adjusting how products are ordered, such as shifting from partial cases to full cases, which reduces handling costs What role does Paccurate play in cost savings? Barrett partners with Paccurate for cartonization, determining the best box for every shipment. This reduces waste, errors, and shipping costs. Paccurate also evaluates packaging history to confirm whether the box mix itself should be adjusted, uncovering additional savings opportunities. How do clients access their analytics? There are two main touchpoints: A web portal with embedded dashboards where clients can pull their own reports and track trends Business reviews, monthly or quarterly, where insights are presented with recommendations for improving cost and service How do you balance fulfillment speed with accuracy? Quality checks are built into the process. Variable audits, error-based sampling, and ship accuracy metrics ensure products reach customers quickly without sacrificing accuracy. What metrics matter most for scaling brands? Two categories: cost and performance. Key metrics include: Average cost per package SLA speed targets, such as 24-hour fulfillment Inbound velocity, which measures how quickly received inventory is available to sell Tracking these ensures that growth does not come at the expense of profitability or customer experience. What technology powers the analytics? Barrett uses a modern cloud-based stack: Snowflake as the data warehouse dbt for transformations and applied business logic Tableau for visualization, embedded directly in client portals This combination provides both flexibility and scalability as brands grow. How do you track productivity without micromanaging? Transparency and fairness are key. Metrics are measured equitably and tied back to cost savings. Through Barrett’s profit-sharing programs, employees see a direct link between hitting productivity targets and shared rewards. This drives performance while maintaining high employee satisfaction. Can analytics improve pricing for clients? Yes. The more complete the data, the tighter and more competitive the pricing solution. New clients often see broader estimates, but after a year of working with Barrett, historical data allows for far more precise pricing models. What is “click to porch” and why does it matter? Click to porch measures the time between when a customer places an order and when it arrives at their door. Brands should aim to minimize this window while managing costs, because it directly impacts customer satisfaction and repeat purchases. How granular can demand forecasting get? With strong data, forecasts can reach the product category or even item level. Apparel, footwear sizes, and seasonal items often have unique demand curves. Barrett’s analytics help clients plan with this level of detail. How does data strengthen client relationships? By creating a level playing field. When both sides work from the same data set, assumptions disappear. Conversations are based on facts, transparency builds trust, and partnerships grow stronger. Can clients request custom reports? Yes. Barrett collects extensive data and can provide custom reporting. More importantly, reports are aligned with client goals so they inform decisions rather than simply share numbers. How do analytics improve efficiency inside the warehouse? Two main levers: Accurate forecasts that inform labor planning Equitable productivity tracking that keeps operations efficient while respecting employees The result is faster and more reliable fulfillment for clients. Don't settle for spreadsheets without explanations if you've read this far! Behind every successful brand is a supply chain partner who knows how to use data. Barrett has been doing that for more than 80+ years. Contact us now for a free consultation with a 3PL expert.
FRANKLIN, Mass., Aug. 15, 2025 /PRNewswire/ -- Barrett Distribution Centers is proud to announce a new partnership with FCTRY LAb , a trend-setting footwear company headquartered in Los Angeles. Barrett will provide warehousing, fulfillment, and transportation services to support the brand's direct-to-consumer (D2C) operations via fctrylab.com . Co-founded by industry veterans Omar Bailey and Abhi Som , FCTRY LAb is redefining the future of footwear through bold design, rapid innovation, and performance-driven engineering. Known for game-changing releases like the Duckboot - A bold streetwear collaboration with rapper NLE Choppa and the Stomper - A rugged yet refined boot that repurposes a classic silhouette with motorcycle-inspired detailing - worn by Seth Rollins in WWE, FCTRY LAb continues to push the boundaries of modern design. "Barrett checked every box, from their proximity to our HQ and deep footwear experience to their ability to meet fast-paced scaling needs and high order volumes. With the lease ending at our current facility, FCTRY LAb turned to Barrett for a quick and flexible solution, and they delivered," said Ravi Bhaskaran , chief operating officer at FCTRY LAb. "Partnering with Barrett sets us up for success as we enter this next growth phase." In addition to its commercial success, FCTRY LAb has demonstrated elite performance capabilities. Co-founder Omar Bailey , known for designing footwear for MLB and NBA legends, developed custom cleats for Super Bowl champion Jalen Ramsey , which ranked in the top five by the NFL's official testing lab. The brand is also crafting footwear for San Francisco 49ers' Trent Williams , international cricketers, and pro tennis athletes. Recent standout models include the Knight RNR a sleek foam slip–on recovery sneaker , the MOCC for Men and MOCC for Women , a slip-on silhouette fusing moccasin comfort with future tech , and the RUFL Boots , designed to deliver utility and swagger in one powerful statement - as seen on New York Fashion Week. "We're thrilled to bring FCTRY LAb into the Barrett family," said Harrison Smith , director of 3PL pricing. "Led by a visionary team, there's no doubt FCTRY LAb is poised for remarkable growth. We can't wait to be a part of the game-changing future they're building - and to provide the fulfillment and transportation support that helps them get there faster." Barrett's scalable infrastructure and proven apparel fulfillment expertise make it the right long-term partner as FCTRY LAb continues to grow and disrupt the footwear industry. Operations were launched at Barrett's Montebello, California, facility . About Barrett Distribution Centers Since 1941, Barrett has provided customized third-party logistics (3PL), direct-to-consumer (DTC) eCommerce fulfillment, omnichannel distribution, managed transportation solutions and retail compliance for clients across all industries, with a focus on apparel & footwear, health & beauty, consumer packaged goods (CPG) and education. Barrett continues to be a leading 3rd party logistics provider in North America, known for superior execution, customer engagement and direct access to senior leadership decision makers. As a member of Inc's fastest growing companies list 15+ times, Barrett is big enough to do the job and still small enough to deeply care about your business. Brands interested in a new 3PL partnership may contact Barrett directly here . About FCTRY LAb FCTRY LAb is a Black led high-tech footwear innovation facility and brand based in Los Angeles. Co-Founded by Omar Bailey and Abhi Som, FCTRY LAb's mission is to help creators and brands of all sizes to develop and commercialize footwear while giving them significantly larger ownership than traditional endorsement models. The innovation lab is a bridge between product creation and manufacturing to full commercialization and fulfillment. Official Release Here
3PL Finder 101 "Supply Chain is Not a Spreadsheet" There's so much going on in our industry and almost no time to talk about it all, so sometimes doing a quick 5 min video is best Plus, it's a great 🧠 release for me...sooo Here we go! Let's turn the 3PL search process upside down, maybe sorta just a little bit 👇 1️⃣ Be visible EARLY Don't be invisible or not part of early intro calls - it's OK to use personal discernment + gut feeelings + cultural alignment EARLY in the downselection process. Better early than late! 2️⃣ Meet the actual operators EARLY Ask to meet the operators in the targeted 3PL facilies near the beginning of the process. Imagine downselecting to 3 finalists only to find out that your entire team simply doesn't align with the personality of the leadership in the building?! Ruh-roh, sad face. 3️⃣ Get the financial truth upfront EARLY Ask for audited financials + company performance + a CFO 1v1 EARLY in the process. Again, what's the point in both teams doing all that work, only to find out your preferred future 3PL partner is bleeding cash or completely insolvent, looking for an IPO or a new buyer ASAP. Oops! The BEST partnerships at Barrett are built on trust, culture, and long-term alignment This is universal Business 101 - believe it!
