Available . . .
While our corporate headquarters is in Memphis, Tennessee, we currently provide services in twenty-five states. We have offices at or near each account location in addition to three regional offices.

We've also developed two methods to improve our availability to our customers: specialization and standardization. We have created special teams of employees to make transitions and start-ups pain-free (for everyone involved). Because these men are experienced, they can help to train all new hires. This assistance, of course, frees up our upper management to concentrate on getting our technical support up and running, along with working side by side with operations managers and customer supervisors. By providing quality employees, efficient operating procedures, experienced on-site management, technical support, and effective communication at all levels, we are able to keep our cost at a minimum when going into any other state or region of the country. We will continue to add regional offices as our business grows to get a better understanding of the problems and needs of our customers, to maintain proper auditing, and to continue to provide value-added services for each region.

Cost-effective . . .
Poor communication, improper training, and lack of follow-through are three barriers we avoid with our order process. We reduce our customers' cost by defining the job expectations directly to our on-site account manager through face-to-face meetings. The availability of our on-site account managers is the most cost-effective order process. Customers may also place a job order through our website. We feel this combination not only provides for rapid feedback from our customers, but allows us to avoid roadblocks and meet the expectations of our clients.

Productive . . .
Productivity is our leading indicator of quality performance. Increased productivity is the primary factor in reducing operating cost in a warehouse environment. Increased dock flow also means reduced turnaround times and cost savings for carriers, allowing the logistics group to reduce their costs as well. While there is no formal organization that ranks or compares freight handling services, there are advances in information technology and material handling methods that have allowed us to become more effective. We have discovered that providing superior customer service and contributing to the success of our customers has been the critical difference in monitoring our successes and failures.

It is critical to have a clear understanding of expectations and the ability to measure our performance. We provide several reports to the logistics managers and operations departments on a weekly basis, and in some facilities on a daily basis. The primary report monitoring our performance is our productivity report, which is completed for each load we handle. It allows us to monitor our weaknesses and also helps our customers to identify their weaknesses, such as slower receivers, slower forklift drivers, problems in scheduling, and problem loads. This report is given to each of our customers and is a breakdown of each inbound load. With our database system, our customers are able to query any information in real time. For example, they are able to see which carriers are habitually late, which carriers are always on time, and which loads are always problem loads. This information greatly reduces our customers' exposure to detention charges and overtime by reducing the unload time.