Professional Documents
Culture Documents
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Mexico Cuts Tariffs to Aid
Manufacturing
Recession in the US has significantly reduced demand for exports
from Mexico. The country hopes lowered tariffs will help, in particular,
to support its maquiladoras.
Located close to the US-Mexico border, the maquila is a manufactur-
ing facility that imports components, assembles them and returns the
now higher value final product back to the originating country. Mexicos
finance minister, Agustin Carstens, explains that between 2009 and
2012 there will be reduced tariffs on 5,000 different classes of capital
goods and industrial imports. The measures are timely, he says, tak-
ing into account the difficult economic context we currently face.
Most currently available US government statistics indicate Mexico as
the countrys third largest trading partner in goods, behind Canada and
China. Through October 2008, Mexican trade in goods represented
10.8% of all US trade. Reports indicate that the US receives some 80%
of all of Mexicos exports.
Global Markets.Final.indd 8 2/17/09 2:58:14 PM
Logistics Puzzle Solved
Warehousing Q Transportation Q Contract Packaging Q Integrated Logistics
Rubiks Cube
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Easing Cross-Border Freight Congestion
The US Department of Transportation (DOT) has signed agreements with
the States of Washington and California to undertake actions aimed at defus-
ing frustration for people and freight movements at the borders.
At the US-Canada border, the Cascade Gateway Project will use a number
of newer technologies to provide travel condition information and border-
crossing wait time to travelers and trucks using the Washington Peace Arch,
Pacific Highway, Lynden and Sumas ports of entry. Among the technologies
to be employed are sensors that will provide pre-trip and en-route wait times
at the ports.
Senator Patty Murray (Dem), Chairman of the Senate Transportation
Appropriations Committee, claims, With our economy faltering, its critical
that goods and products are moving efficiently through our Northern Border
crossings. This agreement takes innovative steps that will allow freight carri-
ers and drivers to make informed decisions that will reduce congestion along
the Northern Border.
At the Southern Border, a project in the San Diego, CA, area is aimed at re-
ducing congestion and wait times that can run to four hours for commercial
truckers coming into Southern California.
The project is a new port of entry, Otay Mesa East, to be located two miles
to the east of the existing Otay Mesa entry point.
Global Markets.Final.indd 10 2/17/09 2:58:24 PM
C
hina mounted its own infrastructure investment
strategy to help counter some of the effects of the
global economic downturn, and the positive effects are
already being felt along the Yangtze River.
Accelerating investment in transport infrastructure
in Chinas interior has halted the recent sharp declines
in cargo throughput at ports along the Yangtze River,
according the latest official figures.
In January 2009, the major ports along the Yangtze
trunkline reported a year-on-year cargo throughput
increase of 5.7% to 80 million tons, the first monthly
rise since last August. Container throughput increased
19.6% to 550,000 twenty-foot-equivalent units
(TEUs), compared with 8% in November and 14% in
December.
This is impressive growth in the current climate,
said Ms Zhang Tingting, co-author of the investment
guide Yangtze Transport 2008: Accessing Chinas
Interior. Both the January 2009 general cargo and
container throughput growth levels are on a par with
the same month last year, when the global economy
was in much better shape.
According to statistics released by the Yangtze
River Administration under the Chinese Ministry of
Transport, cargo throughput reached 1.15 billion tons
in 2008, up 9.2% year-on-year. However, there was a
marked downturn in activity towards the end of the
year due to the impact of the worldwide economic
downturn. Throughput increased by 14% during
the first nine months, followed by zero growth in
September, and falls of 17% in October, 21% in
November and 30% in December.
Higher levels of government spending to construct
railways, roads, bridges and metros are driving the
demand for imported iron ore and construction steel,
two of the major commodities shipped on the Yangtze.
According to the recently revised blueprint for the
national rail network approved by the State Council at
the end of October, planned new lines for the period
up to 2020 will more than double from 16,000 km
to 41,000 km. In 2009 and 2010, work will start on
20,000 km of the new lines, including the Chongqing-
Outsourced Logistics | March 2009 | 11
Guizhou and Guizhou-Guangzhou lines, two major routes that connect
the interior to the south coast.
Projects to improve shipping conditions on the Yangtze are also
making the river a more viable mode of freight transport, according
to Mr. Tang Guanjun, newly appointed director of the Yangtze River
Administration. Huge investments in developing the Yangtze in recent
years, involving dredging the waterway and modernizing the ports,
have made Yangtze shipping the backbone of the transport network for
industries along the riverbank and beyond, he said.
Detailed January commodity figures are not yet available, but
according to major iron ore-handling ports such as Zhenjiang, iron ore
volumes are picking up as steel producers add to their stockpiles to
take advantage of iron ore prices that have more than halved since their
July 2008 peak. Reconstruction efforts in the aftermath of the Sichuan
earthquake last May, sometimes involving the creation of entire new
towns, continue to drive demand for building materials such as sand,
stone and cement.
The single largest commodity shipped on the Yangtze, iron ore,
accounted for more than 20% of the total cargo throughput in 2008,
increasing 4.7% year-on-year to 210 million tons. Iron ore throughput
grew 22% in the first half of the year, before slowing in the third
quarter and falling by 17% in October, 28% in November and 38% in
December.
Coal and building materials, the second and third largest
commodities shipped on the Yangtze, followed a similar pattern.
Throughput of all the leading three commodities combined reached
557million tons last year, accounting for nearly 55% of the general
cargo total.
Similarly, container throughput during the first nine months grew by
nearly 31% but the pace slowed to 20% in October, 8% in November
and 14% in December. Over the whole year, throughput increased 25%
to 6.92 million TEUs, compared with 38% in 2007.
These slowdowns in the container sector are less pronounced than
in the export-driven ports along the coast. Throughput at Chinas
two largest ports, Shanghai and Shenzhen, fell by 6% and 15.7%,
respectively, in December, the sharpest falls on record. To a certain
extent, we are less affected by the rapid shrinking of foreign trade than
in the coastal ports because of continued robust domestic trade, said
Mr. Gu Qiangsheng, executive deputy general manager of Wuhan Port
Group. He believes, however, that it will take until May or June for
government efforts to stimulate consumer demand to be translated into
sustained and strong cargo growth.
Global Markets
Community Voice
China Stimulus Boosts Yangtze Traffic
By David Lammie, Yangtze Business Services
Global Markets.Final.indd 11 2/17/09 2:58:31 PM
12 | March 2009 | Outsourced Logistics
Flexibility and operational efficiency
When it comes to flexibility, private delivery fleets often
fail to deliver. Companies that maintain a private fleet must
plan and invest in capacity to support their peak shipping
seasonan investment they will pay for during off-peak
periods. For example, a company may need 40 trucks to
meet peak demand, but 35 trucks will carry the volume
for most of the year. Sizing for that peak leaves the com-
pany paying for five idle trucks during non-peak times.
Partnering with an outside provider, instead of paying
for 40 trucks year-round, that same company can pay for
the capacity it really needs.
To give companies maximum flexibility and efficiency,
a good DCC provider will perform an initial six-month
evaluation of the fleet to make sure it is using the right
equipment and the right drivers, and will continue to
reevaluate routes every six months to make sure they are
set up properly.
A private delivery fleet may find it is difficult to sell its
extra tractors and trailers if volume falls and expensive
to buy new ones if demand spikes. A DCC provider, on
the other hand, can right-size the fleet on a regular basis
customer by customer.
Even companies with a long history of managing their
own private fleets can benefit from the expertise of a
third-party provider. In the same way a manufacturing
company would optimize its production processes, a
DCC provider will leverage best practices from its entire
network and apply it to individual customer situations.
And a dedicated contract carrier arrangement can be
fully branded, just like a private fleet, right down to the
driver uniforms.
By Mitch Muehring
W
hen the going gets tough, savvy organizations
often turn to outsourcingfocusing on what
they do best while letting others handle the rest.
In light of the current credit crisis and global
recession, its no surprise that companies are once again focused
on outsourcing as a way to make the most efficient use of every
dollar. One area getting a closer look is outsourcing aging pri-
vate delivery fleets. Running those fleets can cost companies
tens to hundreds of thousands of dollars, making outsourcing
to a dedicated contract carriage (DCC) provider an increasingly
attractive option.
Among the benefits, outsourcing to a DCC provider can free
up credit and capital, provide greater flexibility and operational
efficiency while reducing liability and insurance costs. This frees
a company to focus on its core competencies instead of worry-
ing about transportation logistics.
Freeing up credit and capital
Surviving the current credit crunch is, perhaps, the most ob-
vious benefit to partnering with a DCC provider. For example,
companies may have trucks that are as little as seven years old
which may be showing their age or facing expensive upgrades
to meet new EPA emissions requirementsat a cost of around
$85,000. Alternatively, instead of buying a new tractor at an esti-
mated cost $90,000 to $100,000 or a new trailer at an estimated
cost $25,000 to $28,000, the company could invest that $85,000
in a piece of production equipment for its manufacturing plant.
Operations
A fleet operator makes the case
for outsourcing a private fleet.
Credit Crunch Widens Appeal of Outsourcing Fleets
Operations.Final.indd 12 2/17/09 1:38:51 PM
Outsourced Logistics | March 2009 | 13
Peace of mind
Many companies choose to outsource fleet management
simply because they dont want the headaches and risks
associated with running their own fleet. Partnering with a
DCC provider allows managers to focus on their business
rather than deal with driver shortages, new engine tech-
nologies, emissions standards, or some new EPA ruling.
In tight economic times, having the peace of mind that a
companys business is operating as efficiently and profitably
as possible goes a long way. Its all about delivering smart
solutions for challenging economic times.
Mitch Muehring is marketing manager for UPS Freight,
the heavy-cargo division of UPS.
Liability, insurance and compliance
Companies still on the fence about whether to outsource their de-
livery fleets should consider three often overlooked, but costly areas:
liability, insurance and compliance. The cost of obtaining insurance
to start or maintain a private fleet can be prohibitive. Insurance
costs for a delivery driver are substantially higher than for someone
working in a manufacturing plant. And while many large companies
are self-insured, a single bad highway accident can quickly eat into
profits. Adding in the costs of keeping fleets compliant with industry
regulations further impacts the bottom line.
In short, there are several cost variables and unknowns associated
with operating a private fleet that can make business planning dif-
ficult. By outsourcing, a company removes those staff resources from
its payroll, saving on liability and workers compensation insurance
premiums. While a company still pays those costs indirectly through
a third-party provider, the expenses are leveled out and
much easier to predict and risk is transferred to the DCC
provider. Further, a DCC provider will keep a fleet in full
compliance with DOT and EPA regulations.
The right tools for the job
Last, but certainly not least, the changing technol-
ogy landscape impacts the ability to keep fleets current.
Staying abreast of the latest in transportation and logistics
technology is often a challenge for private fleets. A good
DCC provider will have the latest tools to track inventory
and build reports with up-to-the-minute sales informa-
tion, plus data-capture capabilities and signature capture
that add value throughout the supply chain. And since
they are in the business of managing fleets, a third-party
provider will be aware of new technologies and how to
apply them to a companys operations.
Credit Crunch Widens Appeal of Outsourcing Fleets
SEVEN
Signs that Your Company
Needs a DCC Provider
1. Older fleet in need of replacement
2. Underutilized equipment or high empty miles
(vehicles sitting empty in the parking lot)
3. High driver turnover/absenteeism
4. Need for metrics/reporting
5. Dynamic routing requires new technology and routing
expertise
6. Time sensitive delivery requirements not being met
7. Special handling/service requirements not being met
Operations.Final.indd 13 2/17/09 1:39:01 PM
els of service to the America public.
Among the steps being undertaken by the
USPS is the reduction of 100 million work
hours. Some 27 million work hours were al-
ready reduced during the fiscal first quarter.
It will also consolidate excess capacity in the
processing of mail and transportation networks
while maintaining service levels. The USPS will
continue to offer new products and offer price
and volume incentives.
During the first fiscal quarter, the USPS re-
ported customer satisfaction results using a new
national standards rating process. For almost two decades
the Postal Service has outsourced the measuring of First
Class Mail service performance. Its new rating system is
more stringent, and as it explains, includes more than
850, three-digit ZIP Codes and, for the first time, includes
delivery tests and standards for International mail and the
classification of mail that large, commercial mailers rou-
tinely use. Most recent scores showed that 96% of First
Class Mail reached customers on time. Overall 93% of
customers gave the USPS the highest satisfaction marks.
Postal Service has a 9.3% drop in
mail volume in its first fiscal quarter,
October-December 2008. Preliminary
results for the US Postal Service
(USPS) indicate operating revenues
of $19.1 billion for the quarter year
over year, a decrease of $1.3 billion.
There were 5.2 billion fewer pieces
of mail handled. For example, First
Class Mail volume was off by 1.8 bil-
lion pieces and Standard Mail by 3.0
billion pieces.
With retail sales, employment and investment spend-
ing projected to continue their downward spiral, the
USPS is projecting volumes to be down between 12-15
billion pieces for the year. Such a decline could mean a
net loss greater than 2008s drop of $2.8 billion.
In discussing these losses, Postmaster General John
Potter, said, We are taking bold steps to cut costs imme-
diately. At the same time, we are examining, realigning
and streamlining our business to address longer-term
financial pressures while continuing to provide high lev-
14 | March 2009 | Outsourced Logistics
Operations
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9 US Postal Service Loses $384 Million
Adam Aguilar, Dana Burleigh, Mick Noce and Brian Alexander
of Unyson Logistics, A Hub Group Company
Operations.Final.indd 14 2/17/09 1:46:44 PM
center represents a 103% increase in capability over
the previous center. Services offered customers are
expertise in import and export, pick-up requests,
tracking and monitoring shipments in transit, and
information about DHLs products and solutions.
Opening of new centers in Mexico is part of a DHL
Express $112 million 5-year strategic investment
plan. In addition to building a $4.5 million hub in
Panama, the express carrier has opened a gateway
facility in Montego Bay, Jamaica. Over the next two
years, DHL Express will spend $200 million in Latin
America to upgrade its operational capacity.
During opening ceremonies at the new Mexican
facility, Roger Crook, CEO of DHL Express
International Americas said, Our commitment to
the region remains strong and, although we realize
the current challenges in the global economy, it is
important for DHL to foster and establish a solid base
that will enable commercial trade in the region today,
tomorrow and in the future.
The new $6.2 million facility at Mexico Citys
International Airport combines an advanced logistics
gateway with a customer service call center. The
company says that through its use of advanced
technology and automated systems at the facility it
is the first smart gateway in Mexico and the only one
able to inspect 100% of all imported shipments with
its advanced X-ray system. The center is able to handle
100,000 shipments per month.
Technology at the gateway includes a mechanized
system for sorting shipments and equipment that
automatically classifies and sorts pieces according to
their declared value. The facility has the capability to
simultaneously unload three air shipment containers,
with the ability to unload 25 pieces per minute per
containerthats 1,500 pieces per hour.
The customer call center handles 18,000 calls
each day and provides proactive tracking for more
than 40,000 shipments. DHL claims that 93% of
incoming calls are answered within 15 seconds. The
Outsourced Logistics | March 2009 | 15
Operations
DHL Express Expands Its Mexican Infrastructure
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Averitt Expands Asia-US Freight
Options
Averitt Express is growing its Asia-Memphis service
to reach two new origin pointsHong Kong and South
China. The less-than-containerload (LCL) Express ser-
vice has been growing since July, when it was initiated.
At the outset the focus was on freight moving from
Shanghai and Shenzhen.
What makes the service unique is its tight integra-
tion with a less-than-truckload (LTL) ground network.
Containers are loaded in Asia, move directly through the
Ports of Los Angeles and Long Beach to the carriers CFS
Bonded Distribution Center in Memphis where they are
deconsolidated and move over the Averitt Express LTL
network to consignees.
Charlie McGee, Averitts vice president of International
Development, says, This next phase of expansion shows
the continued demand for consistent, reliable LCL ser-
vice from Asia. We expect to add more origin points in
the future.
Since shipments are not held at the California ports
and move directly to Memphis, Averitt claims that the
service can cut LCL transit time by as much as 10 days.
The carriers customer service specialists monitor ship-
ments through transit. Shipment visibility is available to
customers via a Web-based connection.
Earlier this month the carrier expanded coverage in
the Atlanta area with the opening of a new distribution
facility that doubled the amount of dock space and of-
fers almost twice as many dock doors as the building it
replaced. Averitt now has three facilities in the Greater
Atlanta area, at Norcross and Marietta in addition to the
newest distribution center. The new addition features the
most current technology to provide complete shipment
visibility and efficient operations.
Virginia Ports Reaffirm Alliance with Canal
The Panama Canal Authority (ACP) and the Virginia Port Authority (VPA) reaffirmed an alliance that will help to
increase growth and trade, facilitate the flow of information sharing and promote the All-Water-Route (the route
from Asia to the US East Coast via the Panama Canal). During an official ceremony in Panama, ACP Administrator/
CEO Alberto Aleman Zubieta and VPA Executive Director Jerry A. Bridges signed another Memorandum of
Understanding (MOU). The agreement further enforces the alliance between the Canal and the Port Authority, first
initiated in June 2003.
Our partnership with the VPA is more important than ever, said Zubieta. As we embark on the next phases
of the [Panama Canal] expansion project, data sharing and market studies exchange will continue to be essential
elements of our collaboration, he continued. As the only US East Coast port with the existing capability to handle
post-Panamax vessels, the Port of Virginia is prepared for the waterways expansion.
Sharing information and best practices related to modernization and improvements are key benefits of this
agreement, say the two executives. Both the ACP and the VPA continue to implement measures to increase capacity
and spur growth.
Logistics Services.Final.indd 37 2/17/09 12:40:50 PM
38 | March 2009 | Outsourced Logistics
M
id-market technol-
ogy companies are
aggressive by their very
nature, constantly striv-
ing for the next level of
innovation: the latest
product offering, market
expansion, or new cus-
tomer acquisition. Global
initiatives can help broaden
market penetration and the pool
of potential new business, yet many
mid-sized companies face significant person-
nel, resource and infrastructure limitations
that make this endeavor cost-prohibitive.
In the face of larger and more established
competition, it is challenging to enter new
markets internationally without great expense
and the investment of years to cultivate market
knowledge and relationships. However, forward-
thinking mid-market companies can leverage the
expertise and available resources of a third-party lo-
gistics (3PL) provider, and this can rapidly accelerate
growth and open new distribution channels, without
significant expenditures in real estate, personnel and
a variety of other necessary resources.
Growth minded companies should take advantage
of the economic downturn by offering a wider geo-
graphical footprint and scope of services when many
of their competitors may be scaling back. This helps
distinguish those companies as stable leaders, with
an eye on the future that is attractive
to both current and prospective
customers.
International expansion is no
small task. There are myriad
challenges that must be closely
analyzed and addressed, in-
cluding cultural, regulatory and
taxation issues. An experienced
3PL can lend significant expertise
to help understand and overcome
these conditions, offering best prac-
tices and creative solutions. Further, a
reputable and qualified provider will have
the technological infrastructure, access to se-
cure warehousing and transportation space,
along with overall capabilities for
successful market entry,
allowing a company to
flourish.
An established 3PL can offer these resources at
a reduced, variable cost, providing far more flexibility
and efficient implementation in the target market. The
most critical aspect of a successful logistics operation
is comprehensive, real-time access to data, which is
fundamental for identifying and determining stocking
locations. By strategically positioning inventory, the
supply chain can be streamlined so companies can re-
duce costs without compromising service to end-users.
The mid-sized company seeking to expand needs to
ensure qualified providers under consideration offer
a flexible, unified global technology platform that can
easily integrate to its clients systems and processes,
Logistics Services
Community Voice
Mid-Market Companies Compete
on an International Scale
By Paul Malamet, Executive Vice President, Account
Services & Business DevelopmentChoice Logistics
Logistics Services.Final.indd 38 2/17/09 12:41:11 PM
Outsourced Logistics | March 2009 | 39
growth. By relying on a 3PL for informa-
tion technology and personnel, a mid-
market company can maintain focus on
its core competencies, which can lead to
efficiencies far beyond the supply chain.
Global expansion is a challenge.
Managing this process internally, means
a significant investment of resources,
taking years to establish. As companies
may refrain from this type of expansion
as a result of todays down economy, am-
bitious organizations have a significant
opportunity to gain ground and increase
market share. A strategic 3PL partner-
ship can be an ideal strategy to accelerate
growth in a cost effective manner.
For the relationship to be
successful with sustained
growth, a top-down orga-
nizational commitment is
essential. Companies must
be willing to fully under-
stand their own operations
to realistically assess the po-
tential results. If the busi-
ness model is inefficient, the
benefits of an outside part-
ner cannot be realized.
Internal alignment will allow a mid-
market company to maximize its own
resources, while leveraging those of an
established 3PL partner. If implemented
correctly, with thoughtful leadership,
new heights of success and growth can
be achieved.
Paul Malamet is executive vice president
of account services and business develop-
ment of Choice Logistics, an outsourced ser-
vice parts logistics provider for mission-crit-
ical, high-tech global service organizations
(www.choicelogistics.com).
rather than vice versa. This level of
connectivity creates another layer of
efficiency that speeds international ex-
pansion and quickly establishes reli-
able operations. An international op-
eration must also be able to scale down
as quickly as it can scale up, to meet
the evolving needs of a companys cus-
tomer base.
3PLs can offer the required scalability
with an established global network in
place. This provides an advantage to
mid-sized companies that cannot afford
to over commit resources if client profit-
ability fluctuates.
Partnering with a competent 3PL can
further differentiate a mid-market com-
pany, allowing it to provide specialized
service offerings. One example is a more
aggressive approach to service level agree-
ments. Depending on the industry served,
offering mission critical logistics (also
known as time-definite), with deliver-
ies within hours on a globally consistent
basis, can support new revenue streams
for global business opportunities with
existing and potential customers. This
level of expedited and specialized service
is not cost effective for most mid-market
companies to perform independently, and
requires outside resources to execute.
Upon selection and implementation
of a 3PL to offer new services, most mid-
market companies have the benefit of a
flat organizational structure. This level
of nimbleness enables expedited 3PL
integration, which can accelerate time
to ROI.
However, the lean operational struc-
ture of mid-sized companies can also
be prohibitive, as the internal structure
may not efficiently support the uptick in
business demand. For these situations,
a well-matched 3PL partner can pro-
vide the necessary resources to support
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5 CRST ........................ crstvanex.com
25 Kane Is Able www.kaneisable.com
29 MATTECH ............ www.mattech.us
32 Munchener Messe
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17 NASSTRAC ....... www.nasstrac.org
COV4 Old Dominion Freight Line Inc.
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9 Saddlecreek Corporation
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COV3 SCOPE ........... www.scopeeast.com
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40 | March 2009 | Outsourced Logistics
3PL File
Mission Statement: To achieve global supply chain excellence
for its customersmanufacturers, retailers and distributors of all types
and sizes. To exceed customer expectations by delivering lower costs,
better service, greater inventory velocity and higher capital utilization.
Capabilities: Transplace brings together a larger critical mass of
freight and carrier capacity than any single shipper, applying industry-
leading logistics technology to optimize freight while connecting all
parties to the transaction via electronic web-based connectivity. The
companys proprietary Dense Network Efficiency (DNE) platform in-
tegrates three critical elements for lowering logistics and supply chain
costs: The critical mass of virtually unlimited shipper freight and car-
rier capacity combined; web-based systems connectivity linking ship-
pers and carriers, facilitating collaboration and supply chain visibility;
and optimization technology utilizing a systematic and highly auto-
mated methodology to identify transportation synergies that reduce
cost and improve service.
Technology Advantages: Diverse offerings of logistics technol-
ogy and transportation management services include transportation
management systems and solutions; load control center management;
inbound order and supplier management; and logistics optimization
technology.
Additional Services Offered: Transplace provides tactical de-
cision-making services that bridge the gap between strategic planning
and operational execution. Clients taking advantage of the companys
multi-level approach realize benefits such as improved utilization of
private fleet operations, lowest cost mode conversion, assignment of
carriers to dedicated lanes and reduction of detention and accessorial
charges.
How It Differentiates ltself: Among its other unique charac-
teristics are asset neutrality; depth of engineering expertise; breadth
of customer base; flexibility and full scope of services; proprietary
logistics optimization technology and web-native applications; service
excellence; track record of delivering value; product and order data
maintenance and management; dock scheduling application; and yard
management system.
Company Name:
Transplace
Ownership:
Limited Partnership
Privately Owned
Stock Symbol:
N/A
US Headquarters:
3010 Gaylord Parkway
Suite 200
Frisco, TX 75034
888-445-9425 or
479-770-7391
Website URL:
www.transplace.com
Foreign Locations/Markets
Served:
A non-asset based third-party logistics
provider offering manufacturers
and retailers the optimal blend of
logistics technology and transportation
management services. The companys
main operations center is in Lowell,
Ark.; specialized services are in
Stuttgart, Ark.; an additional
operations center for Mexico is in
Laredo, Tex. Transplace provides
direct transportation coverage to all of
North America. In addition, Transplace
International offers import/export
services between North America, Asia
Pacific, Europe and Latin America.
Key Personnel:
Thomas Sanderson,
President & CEO
George Abernathy, Executive
VP & COO
Steven Crowther, CFO
Vincent Biddlecombe, CTO
Year Founded:
July 1, 2000
Number of Employees:
600
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