What internal strategies, changes, processes or best practices have you initiated this year or plan to enact differently in the next one-to-two years to address your business goals?
Menner—We continue to build on existing capabilities and service offerings gained from last year’s acquisition of SCO Logistics which expanded our reach into the chemicals vertical. Additionally, Adrianne Court was brought on as Transplace’s chief human resources officer and heads our talent acquisition program, which attracts outstanding supply chain management graduates from leading universities. This program supports Transplace’s commitment to continued company growth and acquiring exceptional talent in order to provide the highest quality services and expertise to our customers while fueling our growth curve.
Moore—We're making investments in sustainability and will continue to work with customers to help them realize the environmental benefits that come from outstanding supply chain execution. We’re also investing in internal project management processes to assure our business transitions are seamless. Recruiting and developing our people continues to be a top priority.
Mount—In an effort to streamline operations as much as possible for our customers, we initiated real-time processes and reporting; and a highly configurable WMS, OMS and branded reporting platform. We expanded call center services, revenue- and customer service-driven process and technologies within the OMS, customer service and sales divisions and e-commerce and back-end integration, including real-time order processing, sequencing and ability to cancel and/or change deep into the production cycle. Our goal is to set up a new relationship in 25 percent of the time it used to take and do it without missing any expectations from our clients or their customers.
Zasimovich—We continue our huge emphasis on driving waste and inefficiency out of all elements of our supply chain via our Lean, Six Sigma and other initiatives – which started at our U.S. operations but have begun to be rolled out worldwide. We formalized our approach around our corporate sustainability strategy with which we give greater focus to our service delivery portfolio around important green initiatives. At the corporate level, we put together a team dedicated to strengthening the efficiency culture within our organization. Change management and equipping staff with relevant training resources are integral components of this process. In the last couple of years, we consolidated and centralized some of our back-office processes, moving them to global centers of excellence based in lower-cost locations. Encouraged by the results, we look to expand this program but with the guiding principle that our level of service delivery to customers must not be compromised as a result.
What new services have you introduced this year? And will your new services become a part of your standard offering?
Menner—In late 2011, Transplace acquired Celtic International which dramatically strengthened our intermodal capabilities. We see enormous continued growth potential in intermodal transportation as truckload capacity tightens and fuel prices remain high. For our customers, we can divert over the road freight to intermodal freight thereby saving them money (rate and fuel surcharge) while achieving truck competitive transits times on many of the major trade corridors.
Moore—This past year we built new capabilities in each of our vertical industry groups, including: enhanced primary food packaging in CPG; order fulfillment for service parts in automotive and industrial; repair, packaging and enhanced product completion in high tech; purchase order management and ocean consolidation in retail; and control tower and transactional trucking in oil & gas.
Mount—Fast set-up; a reporting and analytics portal; an expanded multi-channel contact center; expanded services for catalog companies; and consolidated shipments for both outbound and reverse, ‘smart’ logistics services.