SHIPMATE LOGISTICS

Experts at turning your ship around

$200 Million Regional LTL  Carrier

Challenge 1:    Improve upon an already successful $100 Million Dollar regional operation. Responsible for improving the operating performance of nine facilities including Cleveland, Columbus, Cincinnati, Toledo, Erie, Pittsburgh (two locations), Charleston and Cumberland. Focus areas included: P&L (profit) Results, Operating Efficiencies, Employee Development, Operations Metric Development, Leadership Development, Goal Achievement, P&D – Dock - Linehaul Cost Improvement, Cargo Claims, Transit Service Improvement, Variable Cost Reduction,  and Corporate Strategy Planning.

Challenge 2:  Turn Around an underperforming Local Cleveland Operation

Time Period:   All results achieved between 2 months and 7 years

Results 1:

                  *    Exceeded expectations by successfully out performing the other region in all 19 measurable categories.

                   *    Consistently Improved the Operating Ratio and Controllable Costs every year.

                   *    Appointed to the “Corporate Operations Council” to decide corporate policy and direction.

                   *    Developed two Facility Managers into Regional and Corporate Director positions in Operations.

                   *    Successfully opened up two new facilities into profit centers their first year.

                   *    Achieved profitability at the Cumberland, MD terminal for the first time in its 13 year existence.

                   *    Improved regional profits over $1.1 million through the first nine months.

                   *    Four out of nine facilities achieved operating ratios in the 70’s (profits greater than 20%) during different periods under my leadership.

                   *    Designed new route optimization plan to reduce P&D miles, labor hours, fuel usage and variable cost.

                   *    Improved Region Operating Ratio to 88.8%.

                   *    Reduced Region Cargo Claim Ratio to .47%.

                   *    Improved Region On-Time Transit Service to 98.5%.

                   *    Lowered Labor/Revenue Ratio for the P&D Operation to 22.6% from 24.9%.

                   *    Instrumental in winning The American Trucking Associations President's Trophy for Safety.

                   *    Implemented new "Teamwork" communications program designed to unify the relationship between operations & sales personnel.

                   *    Established a third party Canadian Partnership to provide service throughout Canada.

                   *    Frequently conducted driver, dock worker and administrative shift meetings throughout the region to address employee concerns.

                   *    Successfully avoided Union penetration by becoming a liaison between the work force and management to discuss grievances and issues.

Results 2:       

                  *    Turned Around the Cleveland Facility making it one of the most profitable, efficient facilities in the entire company.

                   *    Improved Operating Ratio from 88% down to 77% for a 23% profit margin.

                   *    Improved Transit Service from 85% to 98%.

                   *    Improved Sales growth 61% over 4 years.

                   *    Decreased employee turnover to less than 1%.

                   *    Improved Sales/Operations relationships by establishing a Team Building Round Table.

                   *    Designed new Inbound Planning Routing System to decrease P&D (Local City) Miles resulting in a 7-10 operating point improvement.

                   *    Developed three local facility employees into Regional Trainer Positions.

                   *    Reduced Cargo Claim Ratio to .30% by implementing a team driven total quality focus plan tied to accountability.

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