Cross-docking

Cross-docking is a practice in logistics of unloading materials from a manufacturer or mode of transportation directly to the customer or another mode of transportation, with little or no storage in between. This may be done to change the type of conveyance, to sort material intended for different destinations, or to combine material from different origins into transport vehicles (or containers) with the same or similar destinations.

Cross docking takes place in a distribution docking terminal; usually consisting of trucks and dock doors on two (inbound and outbound) sides with minimal storage space.^[1]

In the LTL trucking industry, cross-docking is done by moving cargo from one transport vehicle directly onto another, with minimal or no warehousing. In retail practice, cross-docking operations may utilize staging areas where inbound materials are sorted, consolidated, and stored until the outbound shipment is complete and ready to ship.

History[]

Cross-dock operations were pioneered in the US trucking industry in the 1930s^{[citation needed]}, and have been in continuous use in less-than-truckload operations ever since. The US military began using cross-docking operations in the 1950s. Wal-Mart began using cross-docking in the retail sector in the late 1980s.

As of 2014 almost half of all US warehouses are cross-docking. ^[2]

Advantages of retail cross-docking[]

Streamlines the supply chain, from point of origin to point of sale ^[3]
Reduces labor costs through less inventory handling ^[4]
Reduces inventory holding costs by reducing storage times and potentially eliminating the need to retain safety stock ^[1]
Products reach the distributor, and consequently the customer, faster ^[3]
Reduces or eliminates warehousing costs
May increase available retail sales space
Less risk of inventory handling
No need for large warehouse areas
Easier to screen product quality

Risks of cross-docking[]

Fewer suppliers^[2]
Supply chain vulnerability from disruptions^[2]
Reduced storage availability^[2]
An adequate transport fleet is needed to operate
A computerized logistics system is needed
Additional freight handling can lead to product damage
Labor costs are also incurred in the moving and shipping of stock
Accidentally splitting up shipments larger than a single pallet leading to multiple deliveries or lost items

Types of Cross-docking[]

Full Pallet Load Operation^[5]
Case-load Order Makeup^[5]
Hybrid Cross-docking^[5]
Opportunistic Cross-docking^[5]
Truck/Rail Consolidation^[5]
Short-term Storage^[5]

Typical applications[]

"Hub and spoke" arrangements, where materials are brought in to one central location and then sorted for delivery to a variety of destinations
Consolidation arrangements, where a variety of smaller shipments are combined into one larger shipment for economy of transport
Deconsolidation arrangements, where large shipments (e.g., railcar lots) are broken down into smaller lots for ease of delivery

Retail cross-dock example: using cross-docking, Wal-Mart was able to effectively leverage its logistical volume into a core strategic competency.

Wal-Mart operates an extensive satellite network of distribution centers serviced by company-owned trucks
Wal-Mart's satellite network sends point-of-sale (POS) data directly to 4,000 vendors.
Each register is directly connected to a satellite system sending sales information to Wal-Mart’s headquarters and distribution centers.

Factors influencing the use of retail cross-docks[]

Cross-docking depends on continuous communication between suppliers, distribution centers, and all points of sale
Customer and supplier geography, particularly when a single corporate customer has many multiple branches or using points
Freight costs for the commodities being transported
Cost of inventory in transit
Complexity of loads
Handling methods
Logistics software integration between supplier(s), vendor, and shipper
Tracking of inventory in transit

Cross-dock facility design[]

Cross-dock facilities are generally designed in an "I" configuration, which is an elongated rectangle. The goal in using this shape is to maximize the number of inbound and outbound doors that can be added to the facility while keeping the floor area inside the facility to a minimum. Bartholdi and Gue (2004) demonstrated that this shape is ideal for facilities with 150 doors or less. For facilities with 150–200 doors, a "T" shape is more cost effective. Finally, for facilities with 200 or more doors, the cost-minimizing shape is an "X".^[6]

References[]

^ Jump up to: ^a ^b Sehgal, Vivek (2009). Enterprise supply chain management : integrating best-in-class processes. Hoboken, N.J.: Wiley. ISBN 978-1-119-19834-5. OCLC 428439918.
^ Jump up to: ^a ^b ^c ^d Moody, K. (2019). Labour and the contradictory logic of logistics. Work Organisation, Labour & Globalisation, 13(1), 79-95. doi:10.13169/workorgalaboglob.13.1.0079
^ Jump up to: ^a ^b Puckett, S., Hensher, D., & Battellino, H. (2006). THE ADJUSTMENT OF SUPPLY CHAINS TO NEW STATES: A QUALITATIVE ASSESSMENT OF DECISION RELATIONSHIPS WITH REFERENCE TO CONGESTION CHARGING. International Journal of Transport Economics / Rivista Internazionale Di Economia Dei Trasporti, 33(3), 313-339. Retrieved June 24, 2021, from http://www.jstor.org/stable/42747807
^ Sehgal, Vivek (2009). Enterprise supply chain management : integrating best-in-class processes. Hoboken, N.J.: Wiley. ISBN 978-1-119-19834-5. OCLC 428439918.
^ Jump up to: ^a ^b ^c ^d ^e ^f Ray, Kulwiec (2004). "Crossdocking as a Supply Chain Strategy" (PDF).
^ Bartholdi, John J.; Gue, Kevin R. (May 2004). "The Best Shape for a Crossdock". Transportation Science. 38 (2): 235–244. doi:10.1287/trsc.1030.0077.

Making the Move to Crossdocking, Maida Napolitano and the staff of Gross & Associates, 2000 copyright, www.werc.org

[:0-1] Jump up to: ^a ^b Sehgal, Vivek (2009). Enterprise supply chain management : integrating best-in-class processes. Hoboken, N.J.: Wiley. ISBN 978-1-119-19834-5. OCLC 428439918.

[:2-2] Jump up to: ^a ^b ^c ^d Moody, K. (2019). Labour and the contradictory logic of logistics. Work Organisation, Labour & Globalisation, 13(1), 79-95. doi:10.13169/workorgalaboglob.13.1.0079

[:3-3] Jump up to: ^a ^b Puckett, S., Hensher, D., & Battellino, H. (2006). THE ADJUSTMENT OF SUPPLY CHAINS TO NEW STATES: A QUALITATIVE ASSESSMENT OF DECISION RELATIONSHIPS WITH REFERENCE TO CONGESTION CHARGING. International Journal of Transport Economics / Rivista Internazionale Di Economia Dei Trasporti, 33(3), 313-339. Retrieved June 24, 2021, from http://www.jstor.org/stable/42747807

[4] Sehgal, Vivek (2009). Enterprise supply chain management : integrating best-in-class processes. Hoboken, N.J.: Wiley. ISBN 978-1-119-19834-5. OCLC 428439918.

[:1-5] Jump up to: ^a ^b ^c ^d ^e ^f Ray, Kulwiec (2004). "Crossdocking as a Supply Chain Strategy" (PDF).

[6] Bartholdi, John J.; Gue, Kevin R. (May 2004). "The Best Shape for a Crossdock". Transportation Science. 38 (2): 235–244. doi:10.1287/trsc.1030.0077.

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