Intermodal Strategic Operations
Successfully oversaw the development and execution of the operating plan to serve a new customer generating over 450,000 annual revenue units. Conducted TMS rail and trucking service design, terminal capacity and operations requirements, ERP II financial and operating data systems integration, financial evaluation of contract proposals, and staff recruitment and training
Contract Negotiations
Reporting directly to CEO; a key player in transportation contract negotiations up to $400M spend. Additional significant experience in negotiations, litigation, arbitration, and mediation related to large purchased transportation agreements (rail and truck).
Asset Life Cycle Management
Designed and coordinated identification and implementation of first phase of a comprehensive tire and chassis damage and wear mitigation project for a large Intermodal Equipment provider. $1.5 million benefits in first year with expected 50% improvement in tire life within two years.
Lean Six Sigma: Sensor Data
Identified and quantified issues having a 40% defect rate in GPS/reduce defects and cell phone data acquisition. Developed software to quantify each of two significant cause factors as well as weekly measurements of process stability and capability as the issue is corrected.
Forecasting and Cost Management
Designed and implemented a statistical process control based strategy for 3PLs that accurately predicts differences in fuel surcharge reimbursement and payout accruing from incompatible methodologies used by shippers and carriers. Strategy facilitates a higher level of confidence in pricing decisions for large, long-term transportation contracts.
Six Sigma: TMS
Designed and implemented statistical control process to the TMS to improve both service levels and margins for a 3PL/drayage carrier contract serving a highly automated warehousing operation. Reduced service failures by 40%.
Change Management
In order to improve function of call and dispatch center effectiveness. Combined 13 databases and performed statistical analysis that indicates a high correlation between planning and dispatch efficiency and on-time and financial performance
Financial Controls
Implemented financial control and developed compensation system for a truckload carrier with 25 terminals. Changed the system from a field managed point-to-point based system with 40,000 individual driver pay rates to a system controlled mileage block approach with 2,000 rates.
Lean Supply Chain/Operations Research
Led the evaluation of alternative supply chain strategies for asphalt manufacturing/aggregates mining client as an expert witness for contract arbitration. Led to a voluntary settlement that netted the client $2M/year.
Six Sigma/Project Management: Strategy
Successfully managed multiple evaluations of corporate strategy using multi-firm competitive benchmarking approaches in such areas as competitive analysis, sale force structure and compensation, and fleet and chassis maintenance.
Finance/Lean Six Sigma: Reporting
Managed multiple projects to redesign financial and operational reporting for a truckload carrier resulting in a $2M per year earnings improvements.
Finance: Continuous Improvement
Steered three comprehensive redesigns of the company’s service network moving over 2.5 million shipping containers per year, resulting in a $13M and a $25M earnings increase over two years.
Economics: Pricing and Operating Strategy
Initiated and gained support for a fundamental change in pricing and/or operating strategy for four new LOBs. For example, the change in strategy led to a contribution improvement from ($125K/month) to +$250K per month in 1 year. Business eventually grew to an asset light $250M/year business generating $30M in positive cash flow.