Yukari After working on numerous planning and improvement projects for enterprise applications at Sociomedia, Inc., I joined Shippio in 2023. I am currently a Product Designer involved in developing their trade platform.
manage trading ༌ೖ༌ग़ͷਐߦঢ়گεέ δϡʔϧ͕Θ͔Δ Providing real-time visibility into import/export status and schedules ͦͷ༌ೖ༌ग़ʹؔ͢ΔॻྨΛ ڞ༗ͨ͠Γɺνϟοτ͕Ͱ͖Δ Enabling document sharing and chat for all stakeholders on each project
͔ʁ When should we schedule the delivery for this container? ݩʑ͍ͬͯΔ͜ͱ As-Is Process ͜ͷҊ݅ͷॻྨ͍ͩ͘͞ Please send over the documents for this shipment. ͜ͷ՟ٸ͔͗ͩΒ ೲૣ͍ͨ͘͠Μ Ͱ͚͢Ͳ This cargo is urgent. Can we move up the delivery date? Phone Fax Email Documents Excel
ΞϨͲ͏ͳͬͨʁ What's the status of that? ୲ऀ͕ҰਓͰ๊͕͑ͪ Dependency on Speci fi c Individuals Ҋ݅ΛҰਓͰ୲͢Δ͜ͱ͕ଟ͍ Each shipment is tied to a single person Θ͔Βͳ͍͜ͱʮ୲ऀʹฉ͘ʯ Only the person in charge knows
fi c Individuals The person in charge remembers the cargo even when going to bed at night. The person in charge remembers the cargo even during meals. The person in charge remembers the cargo even on days o ff .
Users can see the schedule and the fl ow of conversations for each individual project. Ҋ݅ʹؔ͢Δใ͕·ͱ·ͬͯݟ ΒΕΔ Users can see all project information consolidated in one spot. ࣾ֎ͷؔऀͱશһಉ͡ใΛݟ ΒΕΔ Users can see the same information with members outside the company.
settable statuses ՟ͷεςʔλε͕ਖ਼͘͠දݱͰ ͖ͳ͔ͬͨ The cargo status could not be represented accurately. ຊʮݕࠪʯ͕ඞཁͳͷʹɺը ໘্ʹͦΕΛදࣔͰ͖ͳ͍ͳͲ For example, "Inspection" was required, but it could not be displayed on the screen. ͦͷ͍ͤͰɺ͍࢝ΊΒΕͳ͔ͬ ͨΓɺExcelͰཧͯͨ͠Γ Because of that, users can’t even start using our platform, or they end up managing some info in Excel.
settable statuses ୭͕ݟͯ͜͜Ͱݕࠪͷ༧ఆ͕͋ Δ͜ͱ͕Θ͔Δ Anyone can see at a glance that an inspection is scheduled here. ଞͷॴΛݟʹߦ͔ͳ͍͍ͯ͘ There’s no need to look anywhere else. Plant and animal inspection
eld ࣮3͙Β͍ΜͰͨ To be honest, we struggled with this for about three years. ͍Ζ͍Ζೖྗ͍ͨ͠ͷ͕͋Δ͔Β ϝϞཝ͕ཉ͍͠ɺͱ͍͏ϑΟʔυ όοΫͨ͘͞Μ͋ͬͨ We received a lot of feedback saying, "We have so many things we want to input, we really need a notes fi eld.” ͰใΛΛೖྗ͢Δॴ͕ͳ͍ͳ ΒɺͦΕ༻ͷϑΟʔϧυ͕͋Δ͖ ͡Όͳ͍͔ʁ But if there’s no place to input the value, a dedicated fi eld should exist, shouldn’t it?
eld ·͋ͦ͏͍͏ఆܕԽͰ͖ͳ͍උߟ తͳใͬͯઈର͋ΔΑͶ Let's face it, there’s always "extra information" or remarks that just can't be standardized. ͱʹ͔͘ڞ༗͖͢ใΛࡌͤΒ ΕΔΑ͏ʹ͢Δ͜ͱ The priority is to make sure any information that needs to be shared can be posted.
Other team members do not know what others are doing. ྲྀ෦ Logistics Dept. ՙओͱྲྀࣄۀऀ͓ޓ͍ԿΛ ͍ͯ͠Δ͔Θ͔Βͳ͍ Shippers and forwarders do not know what each other is doing.
are doing. ՙओͱྲྀࣄۀऀ͓ޓ͍ԿΛ ͍ͯ͠Δ͔Θ͔Βͳ͍ Shippers and forwarders do not know what each other is doing. ঢ়گ͕Θ͔Βͳ͍͔Βฉ͔͘͠ͳ͍ Since the status is unknown, there is no choice but to ask ྲྀ෦ Logistics Dept. ~~ ? ~~ ? ~~ ? ~~ ? ~~ ?
without asking, so the need for questions and answers has disappeared. ֤͕ࣗใΛߋ৽͢ΕճΔΑ͏ ʹͳͬͨ Now, as long as everyone updates their own information, the operation runs smoothly.
is that?" ʮࠓͷΓํͰճ͍ͬͯΔͷʹɺͳͥม͑Δ ඞཁ͕͋Δͷ͔ʯͱ͍͏͋ͬͨ Some asked, "If our current way is working, why do we need to change it?" ݱ͔ΒલΑΓ՝͕ग़ͯ͘ΔΑ͏ʹͳͬͨ Problems and challenges are coming up from the members more frequently than before.
other ઌํʢྲྀࣄۀऀʣ͔Β͞ΒʹΛݮΒͤΔΑ͏ͳ ఏҊΛͯ͘͠ΕΔέʔεग़͖ͯ·ͨ͠ There are now cases where the forwarder proactively suggests ways to further reduce man-hours. ҎલΑΓݐઃతͳίϛϡχέʔγϣϯ͕૿͑ͨ Constructive communication has increased more than ever before. ۀऀଆʹͱͬͯۀվળʹͳΔΑ͏ʹɺ͠߹͍ͳ͕Β ҰॹʹਐΊ͍ͯ࢟͘ͰίϛϡχέʔγϣϯΛͱ͍ͬͯΔ They communicate with the mindset of moving forward together through discussion, ensuring that operational improvements bene fi t the forwarder as well.
ྲྀ෦ Logistics Dept. ྲྀࣄۀऀ Forwarders ધͷΕɺߓͷด Vessel Delays & Port Closures ܽ Out of Stock ͔ͬͪ͜ΒΓํΛఏҊ͢Δͷ͍͠ ࠓ·ͰΓͮΒ͔ͬͨ It was di ff i cult to propose methods from this side. It used to be hard to do.
everyone in the team. ୭Ͱঢ়گ͕Θ͔Δ Anyone can understand the current status νʔϜͷঢ়گ͕Θ͔ΔɺϑΥϩʔ͠߹͑Δ They can grasp the overall team situation and support each other.
ࠓ·ͰͷΓํม͑ΒΕΔ ͱࢥ͑Δ They can now believe that their traditional ways of doing things can be changed. ࠓ·ͰͷΓํʹ՝͕͋ͬͨ ͱΘ͔Δ They have come to realize that there were indeed issues in their previous methods.
Shippers (Manufacturers, Trading Companies) Purchasing Logistics Dept. ྲྀࣄۀऀ Forwarders ӡૹձࣾ Trucking Companies ધձࣾ Ocean Carriers ݿ Warehouses ͪ͜͜ΐͬͱมΘ͖ͬͯͨ Things have started to change between them
vital ྲྀ෦ Logistics Dept. ྲྀ ·ͨܽͯ͠ΔΜͩΑͶɺ ·ͩண͔ͳ͍ͷʁ Out of stock again? When is it going to get here? ྲྀʁ Logistics? ಧ͍ͯવͩ͠ Taken for granted that it arrives. ͓͔͚ۚΒΕͳ͍͠ɺ ͍ΔਓͰؤுͬͯ We can't increase the budget, so just make it work with whoever is here. ͓͔͔ۚΔΑͶ It’s expensive, isn't it? ͜Εͷ͍ͤͰݪՁ͕ߴ͘ͳΔΜͩΑͳ This is exactly why our costs keep rising...
products or business models based on "ease of transport." ྲྀқͷσʔλઓུ͕ɺ ͬͱܦӦઓུʹ׆͔ͤΔΑ͏ʹͳͬͨΒʁ What if logistics and trade data, and even the strategies behind them, could be leveraged more e ff ectively in management strategy?
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