The modern supply chain in the automotive and manufacturing industries does not tolerate unnecessary stock.
The evolution of the Just-in-Time (JIT) transport model towards the even more restrictive Just-in-Sequence (JIS) delivery has changed the rules of transport, shipping and receiving deliveries. In this system, components arrive on the assembly line not only within a specified time window, but also in a strictly defined order (sequence). This is a key element of the Lean Management philosophy, which allows storage costs to be reduced to almost zero.
However, the implementation of delivery sequencing comes at the cost of zero margin for error. Any disruption in the logistics loop threatens immediate and costly production line downtime. Despite the high risk of downtime, repetitive errors are very often made in the planning stage of JIS transport.
In this article, we describe the most common mistakes made when implementing JIS logistics and suggest how to avoid them.
How does JIS differ from standard delivery models?
Traditional logistics is based on warehousing. The supplier sends a large batch of goods. The recipient stores it in a warehouse buffer. Production workers take the necessary items from stock as they are used up. It’s a safe but expensive solution. It ties up capital and takes up valuable space.
The Just-in-Time (JIT) model removes this buffer. Goods arrive exactly when they are needed. However, Just-in-Sequence (JIS) goes a step further. Here, it is not just time that matters. Configuration is key.
Imagine a car assembly line. Each car on the line is different. The first has black leather, the second has beige upholstery, the third has sports seats. In the JIS model, the supplier packs the seats onto the lorry in exactly the same order.
The production line worker does not look for the right part. He does not waste time on picking. He takes the item out of the transport container and installs it. It fits perfectly into the car currently being serviced.
Differences in brief:
- Standard: Bring 100 seats (all the same or to be sorted).
- JIT: Deliver 100 seats at 8:00 a.m. (so they don’t lie around).
- JIS: Deliver 100 seats at 8:00 a.m., arranged as follows: black, beige, sports, black…
This is the highest degree of production synchronisation. It requires a full exchange of data between the factory and the logistics operator in real time.
Incorrect choice of transport carrier
In standard transport, the priority is often the rate per kilometre. In JIS logistics, this is a trap. Choosing the cheapest carrier usually results in the failure of the entire process. Why? Because cheap companies often rely on transport exchanges (spot market).
For Just-in-Sequence production, a driver from an exchange is a risk. They often do not know the specifics of the plant. They do not know where the entrance gate for sequenced deliveries is. They do not understand that a 15-minute delay disrupts the entire shift schedule. They treat this load like any other: ‘I’ll deliver it when I get there.’
There is no room for randomness in JIS. The carrier must guarantee a dedicated fleet. This means vehicles permanently assigned to a given route. Drivers must be familiar with the notification procedures and health and safety requirements of a particular factory.
Savings on freight are illusory. A single stoppage of the production line due to a missing component generates huge contractual penalties. These often exceed the annual cost of logistics services. A professional partner is one that has high KPIs (Key Performance Indicators), not just a low price.
Lack of IT system integration (Data Flow)
JIS logistics is 90% information flow and only 10% goods flow. Many managers forget this. They treat transport and production as two separate worlds. This is a mistake. Without automatic data exchange, sequencing does not exist.
A common sin is manual data entry. An employee transcribes orders from an e-mail to the warehouse system. This is a sure-fire recipe for mistakes. One incorrect reference number is enough for the wrong part to end up on the line. In a sequential model, there is no time for verification upon receipt.
Full system integration via EDI (Electronic Data Interchange) or API is an essential standard. The manufacturer’s system must ‘talk’ to the logistics operator’s system without human intervention.
Information about demand must precede the physical movement of goods. The warehouse operator must know exactly what is coming before the lorry pulls up to the ramp. Lack of real-time visibility is a dead end. Decisions based on reports from an hour ago are worthless in JIS logistics. Systems must work here and now.
Overly optimistic time assumptions without buffers
Paper will accept anything. So will Excel. Planners often assume ideal road conditions. They calculate lead times down to the minute, leaving no margin for error. This is wishful thinking, not planning.
The reality of the road brutally verifies these assumptions. Accidents on the motorway, congestion at toll gates or sudden ITD inspections are everyday occurrences. In warehouse transport, a delay of 30 minutes is not a tragedy. In the Just-in-Sequence system, it means falling out of the designated time slot.
The result is a domino effect. The lorry is late for unloading. The next vehicle cannot pull up to the ramp. The production line uses up the last components. The lack of a safety buffer in the delivery schedule is a gamble. A professional logistics plan always takes random factors into account. It is safer to deliver the goods 15 minutes early and wait than to risk stopping the assembly line.
No plan B (crisis management)
Many logisticians assume that the ideal plan will work in all conditions. This is a mistake. There are too many variables in road transport that are beyond human control. Vehicle breakdowns, extreme weather or strikes at the border are not hypothetical scenarios. They are a statistical certainty. The only open question is when the problem will occur.
The lack of contingency planning in the JIS system is like playing Russian roulette. When the main transport is stuck in the field, the factory needs an immediate response. There is no time to search for a replacement vehicle on the Internet or negotiate rates.
The key to survival is access to time-critical solutions. A responsible logistics partner has a reserve fleet ready to hit the road within minutes. Sometimes the only solution is to send a smaller delivery vehicle (van) with the goods necessary to keep production going for a few hours.
Crisis procedures must clearly define:
- Who makes the decision to activate emergency transport?
- What is the maximum response time?
- What is the alternative route?
Risk management distinguishes amateurs from professionals. The former rely on luck. The latter have developed action plans for every disaster.
Three pillars of effective transport implementation in the JIS system
Awareness of errors is the first step. The second is the implementation of defensive procedures. Effective Just-in-Sequence logistics is based on three inviolable principles. Ignoring any of them is asking for trouble.
1. The ramp-up method
Never switch your entire production to a sequential system overnight. It’s suicide. Start with a test phase. Choose one product model or one production shift. Implement JIS deliveries for only a small group of components.
Observe the process for several weeks. This will allow you to identify communication weaknesses and bottlenecks at the unloading ramp. Only when the system works flawlessly on a small scale should you begin scaling up. Gradually increasing the volume (known as ramp-up) gives both the supplier and the logistics operator time to adapt.
2. Communication triangle
Three parties are involved in the JIS process: the manufacturer (parts supplier), the logistics operator (carrier) and the recipient (factory). Information must circulate between them without delay. Establish clear rules.
Any change in the production plan must be communicated to the carrier immediately. Any vehicle delay must be reported to the factory before the vehicle gets stuck in traffic. Do not rely on phone calls and emails. Enforce the use of a common IT platform or automatic system notifications. Transparency builds trust.
3. Operational audit instead of promises
A carrier’s paper offer often does not reflect reality. Before signing a contract, say, ‘I’ll check.’ Visit the potential partner’s base. See their fleet. Check if the vehicles actually exist or are just virtual entries in the subcontractor database.
Verify the driver training system. Do they know how to secure your specific cargo? Can they use route tracking applications? A physical audit is the only way to assess credibility. Precision logistics requires a partner who has their own resources, not just a desk and a telephone.
Why is Jasek Transport a reliable partner in precision logistics?
In precision logistics, experience and full control over the process are what count. At Jasek Transport, we understand this perfectly. As a family business, we take personal responsibility for every order.
We are not a virtual intermediary and we have our own fleet of modern vehicles. This gives us real control over who transports your goods and how. It eliminates the risk of anonymous subcontractors and the randomness of exchanges. Our drivers are proven and trusted employees who are familiar with the specifics of deliveries to production plants throughout Europe.
We specialise in difficult and logistically demanding orders. We handle express and time-critical shipments.
Do not risk downtime. Contact us and see how a stable transport partner can improve the smoothness of your production.
The most common mistakes in implementing JIS logistics – summary
The implementation of Just-in-Sequence logistics is a test of maturity for any manufacturing company. This model does not forgive mistakes, missing data or cheap half-measures. It requires iron discipline and complete transparency in the supply chain.
However, the game is worth the candle. A properly functioning JIS system allows you to free up enormous capital. Money that was previously frozen in warehouse stocks can now work for the development of your business. This is real cost optimisation, not just an accounting trick.
The key to success is not to eliminate risk entirely, because that is impossible. The key is to manage it. Choosing an experienced transport partner, integrating IT systems and preparing contingency plans are the foundations of security. Take care of these, and delivery precision will become your strongest market advantage.
