PLG Inc. is an 8 year-old 3PL that specializes in pharmaceutical distribution. They have one 200,000 ft distribution centre (DC) in Mississauga with 35 employees. PLG distributes drugs to about 2,000 clinics and pharmacies in Ontario, Quebec and all the Atlantic provinces. They do this distribution on behalf of their clients who are all large pharmaceutical firms. PLG does not have its own delivery trucks, it uses trucking carriers to deliver the orders. The firm has recently hired Susan, a business grad who has some knowledge of Supply Chain and asked her to develop a way of selecting a carrier that PLG can use for their deliveries. The selected carrier would be contracted along with the existing carriers on an on-going basis for 3 years. PLG is proud of their Perfect Order Index of 99.2% and they want to increase this so as to attract more drug clients to their 3PL services. Since the delivery carriers are a crucial part of this index, they want to make sure that it will not go less than 99% as a result of a new carrier coming on board. Assume you are in Susan's shoes, prepare a transportation metrics KPI system to be used by PLG to evaluate if a carrier should selected. For each metric please fully explain your rationale for using it and its relative importance (i.e. weighting) to the other metrics you come up with. Decide on, and explain, an overall "points" score that would indicate if the carrier should be used or not (e.g. 90% or higher score = carrier will be used.)