The company also stated: "Releasing freight 3PLs from regulatory oblivion was a necessary catalyst in this performance. From almost 0% in 1980, freight 3PLs of various types, including the trucking firm's own in house brokering to other carriers, probably arrange 50% of long haul and intercity trucking. The resulting choices and expertise is the major driver of savings and quality control for the shipper-customer. The resulting availability of real time freight information and quality and the speed and safety of payment keeps most truckers viable and in the black. Prior to 1980 most trucks in the country were running about 40% to 50% empty miles. Today if they are not less than 10% empty they're bankrupt and just haven't noticed yet. 'Goodbye' The vigorous participation of increasingly sophisticated 3PLs is a necessary ingredient to have achieved and to maintain this market state."

    World Business Review may also be viewed on PBS The Business & Technology Network, United Airlines, or through the video on demand via Yahoo! Broadcast. Additionally, WBR airs on local affiliates of major television networks (ABC, CBS and FOX) throughout the United States.

For viewers interested in Tucker Company's show Tucker requests the following message be included:

    "Due to the country's TV markets being served by major broadcasters and numerous cable suppliers the program may reach any given household differently. Consult your local TV listings for details. If you are unable to see the broadcast, and you cannot access the 'streamed' video on Tucker Company's or the World Business Review Website, please contact Tucker Company who will try to get a copy to you."

    WBR's continuing education series is being used in a variety of business and technology courses within the Business School libraries at Carnegie Mellon University, University of Notre Dame, Dartmouth College, University, Georgetown University, University of Florida, and the City University of Hong Kong, among other distinguished institutions of higher education.

Videotapes or continuing education systems (via Indiana State University) are available by calling 1-800-WBR-1032 or by visiting http://www.wbrtv.com.

For inquiries please call (856) 317-9600 or visit http://www.tuckerco.com

    Impetus for the initiative has come from the Office of Homeland Security (OHS), which identified early-on that trucks could be used as instruments of mass destruction, just as planes were, with the World Trade Center towers.

    An "Anti-Terrorism Action Plan" (ATAP) has been unveiled that is aimed at keeping key highways open, safe and secure for purposes of public safety and commerce.

    The plan was devised by the Trucking Security Working Group, a task force representing hundreds of thousands of transportation, trucking and trucking-related professionals. The first phase of the plan includes a security threat alert system using the same color-coding at the OHS. As each threat level is reached, new trucking security activities automatically kick in.

    The OHS has a unit now instructing thousands of law enforcement officials across the country on how to watch for terrorist activities related to trucks. Early intervention has already resulted in significant findings.

    Using the Army of Truckers expands the observation and surveillance capacity of law enforcement. It is crucial to the total plan as truckers are in a first-hand location to see what is going on in truck yards, on loading docks and at truck stops. They know the kinds of activities that are normal and routine, and which are suspicious.

    The American Trucking Associations' Highway Watch Program (HWP) plays a critical role in each alert level of the ATAP. With the blessing of the Federal Motor Carrier Safety Administration, ATA and several state trucking associations train drivers to spot and report suspicious activity, safety needs and emergency situations. The ATAP would expand this training to all fifty states.

    Under the current plan, truckers who observe security-related activity call an 800 number. A fully staffed Highway Watch Operations Center is planned as the next step in the security action plan.

    Cameron, the guiding force behind the growth of Jubitz Corp.'s DAT Services during the 1990s, was instrumental in developing the Internet business from the ground up. As head of CSG since its inception in early 2001, Cameron provided a steadying influence as TransCore brought related businesses into a single operating area.

    Cameron commented, "From 'Dial-a-Truck' to DAT to TransCore, I've enjoyed the many successes and memories we have created together. After more than 30 consecutive years in business, over 12 of which have been here, I have decided this would be a good time for me and my family to take some time off. I have no plans, but am thankful and excited to take this opportunity to explore what's next."

    Worthington praised Cameron for his contributions and especially the recruitment and development of a capable management team to lead CSG as the business enters a new era.

    McGinley, a DAT alumnus who returned last year to head CSG's intermediary services business segment, brings a depth of experience to his new role. A transportation professional for most of his 20 years in business, McGinley served in an executive capacity for both a major carrier and a third-party logistics company. In addition, he served in an entrepreneurial capacity, developing and growing a transportation service bureau business and founding an e-commerce company.

    "Joel understands transportation customers, their business process requirements, and how TransCore's offerings can add value to their operations," said Worthington. "His leadership will be invaluable as we extend the base of our business, enter new partnerships and expand our product development."

About TransCore
TransCore's Commercial Services Group (CSG) is headquartered in Beaverton, Ore., a suburb of Portland, and is a part of TransCore, a privately held transportation services company with 1,700 employees and more than 80 locations throughout the world. With installations in 39 countries, 80-plus patents and a world-class manufacturing facility, TransCore's expertise in providing system-based applications that improve transportation efficiency is unparalleled. TransCore's freight-exchange network was recently included in "Forbes' Best of the Web: B2B." For more information, visit www.transcore.com or www.transportationsoftware.com.

    Edward M. Emmett, president and chief operating officer of The National Industrial Transportation League (NIT League), addressed the opening plenary session, noting that the transportation industry faces "massive changes" resulting from September 11, 2001. He noted that dealing with evolving security policies and their impact on freight movement will be an ongoing challenge. Business processes, he explained, will be forever changed. For example, the U. S. Customs Service wants a 96-hour advance on container ship manifests to ensure the integrity of shipments. However, the countries and ports of Asia, the origin of a vast quantity of U. S. imports, do not operate that way.

    Addressing a room full of transportation specialists, Emmett observed that due to security issues resulting from September 11, it is likely that "within one or two years some of you will be a different business than you are today."

    He also noted that a new approach is needed to fight the public and media perception of trucking. Trucking, Emmett observed, is part of the greatest, most useful of industries and we all have a stake in continuing its future efficiency and productivity. He urged the audience to work together to achieve a common good despite difference that may arise. "Life cannot be dictated by differences," Emmett concluded.

CHALLENGE IS ABOUT FREEDOM

    Jeff Crowe, chairman and chief executive officer of Landstar, also focused on the post-September 11 world, noting that our challenge "is about freedom, not security." He noted that his involvement as long-time chairman of the National Defense Transportation Association has provided him a perspective on the post-September 11 challenges that is unique.

    Crow talked about the unique role that private sector transportation interests play in moving goods and troops into areas of U. S. interest, such as Afghanistan. He noted that in FY2001, $420 million was spent on air capacity to move goods and troops and that in FY2002, that amount will total $1.4 billion.

    He noted that the partnership between U. S. private sector transportation interests and the military are critical to the country's security objectives.

    In reporting on the convention, Transport Topics magazine noted, "The world of transportation middlemen - freight brokers and forwarders - looks a lot like that of trucking: Intense competition is whittling profits, insurance costs are rising and freight is hard to find."

    With the economy seeming to enter a turn-around, there was a positive air about the convention, as transportation intermediaries listened to industry leaders, scholars and counterparts give their version of what is happening and will happen.

    There was standing-room-only in the sales seminar conducted by Dr. James T. Kenney, a professor at Western Illinois University and consultant to the brokerage industry. Other sessions covered insurance, technology and truck security.

    There are now nearly 11,000 transportation intermediaries. The TIA event was the largest gathering of the year, of this portion of the transportation industry, with some 350 attendants.

    In wrapping up his review of the convention in Transport Topics, reporter Dan Bearth noted, "Truckers and brokers tend to be defined by their differences, but they also have much in common. The fact is, truckers and brokers need each other."

One crisscrosses the country, hauling his cargo in an 18-wheeler. The other crunches the numbers and starts software companies - five at last count. Meet the twin engines driving the new math-based trucking industry.

Full article available in the December issue of Wired Magazine, online: http://www.wired.com/wired/archive/9.12/sheffi.html

ROADWAY REVUE
How many of you dispatchers - on the way home at night or on the way to work in the morning - go through a mental checklist? "A hot load to North Carolina has to be there by 7a.m. or the line shuts down. Did I fax everything to the carrier? Oh good, he's got satellite tracking; I can monitor this from home tonight. The driver sounded very capable, he understood what was at stake, etc." I know I do it all the time, and I'll bet each one of you do, too. It's part of the job that can't be escaped.

SENSITIVITY TO CUSTOMERS
Covering loads and making commitments, coupled with the responsibility to follow through, can be stressful for any dispatcher but in logistics, it creates a unique challenge. Their job is to match the right carriers to fit the customer's needs. These evaluations must sometimes endure over a long period of time. They often have to decide who to choose and when to do it in a matter of minutes. The choice has to be the right one. Customers won't tolerate many mistakes by a logistics company, so the operations people must strive to be accurate in their analyses every time. (No stress here!)

Operations people have to be attuned to changes in the customer's attitudes and patterns. Has their business with us decreased or increased? Either scenario is a signal that something has changed and the dispatcher is responsible to be sensitive to those changes.

SENSITIVITY TO CARRIERS
The carriers look to the operations people for good "balancing freight" and to get them into accounts that perhaps only used orange or yellow trailers. In many cases they are an extension of the carrier's sales staff.

With a few exceptions, small and medium size carriers are our best partners and have the most longevity with us. They, like ourselves, learned a long time ago that we need to have a symbiotic relationship and the biggest isn't always the best.

Operations people must solicit and maintain carriers in much the same way that sales people solicit customers. The keys are: 1) having a good product, 2) building relationships, and 3) following through on business agreements. It is amazing what can be accomplished between a carrier and a broker when the relationship is genuine and the effort is sincere.

Just like customer sensitivity, dispatchers need to be sensitive to changes in carrier performance. Are they making a sincere effort or is it half-hearted? A logistics operations person cannot afford to have a "convenient" relationship with the carrier. Sometimes there may be a change in the carrier's philosophy with regard to broker freight. I call this a "carrier's manifest destiny", that he should someday stand on his own without brokerage. This is an unfortunate myth in our business.

SIGNIFICANT DIFFERENCE
The bottom line is that operations people make a significant difference in keeping or loosing a customer, moving a carrier's equipment, rate analysis and on-call responsibilities. The dispatch function is the pulse of the business and sometimes the job only looks easy.

I have never gotten away from dispatching loads and being involved in the problems that may arise. This is a hands-on business and despite what the dotcoms are professing, there's no replacement for person-to-person communications in the transportation of freight. And there's no more important group of communicators than those overlooked dispatchers and operations people. We salute you!

---
I look forward to reading submissions from other logistics operations people, and hope this magazine can provide a forum for an exchange of philosophies, as well as the sharing of ideas. This may prove to be cathartic to those of us involved in the day-to-day challenges of freight management.

    According to Voltman, TIA and the Truckload Carriers Association are each attempting to gauge the magnitude of their members' involvement with the Enron bankruptcy. He has voiced concern that, just like during the Undercharge Crisis of the 1980's, the bankruptcy court could create new law that might have far-reaching effects on the industry.

    A member of the Council of Logistics Management, Cooke is a candidate for a Master of Science degree in Transportation and Logistics at Wilmington College. Jamie has transportation experience with UPS, Brinks and D.M. Bowman. Affiliated with Trinity Transport for three years, he has been building the logistics operation for the last year.

    Customers now have the option of outsourcing their entire transportation department to Trinity, as well as using the firm for individual load movement.

    "The difference is a matter of the relationship," explained Cooke. "The logistics operation cuts across the traditional lines of service among shippers, carriers and third party. We become involved in choosing the type of service, creating transportation savings and becoming more involved with supply chain issues.

    "A company can outsource their entire transportation operation to Trinity, knowing that our core competency is the management and timely delivery of freight," stated Cooke. "This allows our customers to concentrate on their core competency instead of spending their time solving transportation problems."

    The move to a logistics management division is a natural progression as Trinity provides integrated, effective transportation service.

Website Design - Aaron Collegeman
Editing - Kathryn Rosypal

Published by
Petrick Outsourcing Unlimited, Inc.
Management and Marketing Consultants
to North America's Transportation Companies
679 Hottel Road
Woodstock, VA 22664
www.transportmarketing.com

Subscriptions/billing
Sandi Thomasson
540-459-9632
Fax - 540-459-8775
sthomass@shentel.net

Advertising
Lea Frazier
540-459-8390
Fax 540-465-9487
lafraz@shentel.net

2) Culturally sensitive to the traditions and principles valued by the owner and the employees

3) Consensus builders - who can negotiate to mutual satisfaction

4) Computer savvy - for making management-level technological decisions

5) Highly focused - on priority issues in the firm's strategic plan

6) Innovative risk takers - Willing to consider new ways of creating outcomes

7) Synthesizers who condense large volumes of information into concise, digestible summaries

8) Catalysts to action - who know how to make it happen

9) Providers of professional development tools for management and line staff

10) Empowered partners in the leadership process

    Don't be a pawn of terror. Get the facts, be aware, be prepared.

    NASTC represents over 1500 trucking companies in the U.S. and Canada that employ over 40,000 drivers.

Cindy and Adam Deluca

Karen Pelle, Ring Master

    All Kirk could see was that the Klingons (competitors) were getting away.

    Again Scotty said, "Captain, I'm giving you all she's got!"

    Kirk said, "Spock (operations manager), what do you think? Can we go any faster? We've gotta catch those bloody Klingons."

    Spock said, "I'm inclined to agree with Scotty. We are at warp nine and there are stress fractures everywhere. The Enterprise might break apart at any time!"

    Kirk said, "Bones (sales manager), what's your opinion? We need more fuel (sales). How are we gonna get some?"

    Bones said, "We are tapped out, Captain. I suggest melting down a chair or sink for fuel (cut benefits). And, Captain, chill a little. You're gonna have a stroke!"

    Kirk: "O-Hurra (human resources-personal manager), what's your take on this? How we gonna catch the Klingons?"

    O-Hurra said, "Well, Captain, we could jettison some people and lighten the load!"

    Kirk said, "I'm not losing anyone. We'll move into the main section and jettison the saucer section (unprofitable nitches). Then, we'll try combining the thrusters (dispatch teams) for added power and direction and less moving parts. Then we'll make the jump to light-speed by burning salt crystals (lowering freight rates) instead of dilithium and I believe we'll catch those Klingons that stole our freight!"

    There are other ways to make the jump to light-speed and catch Klingons. Dumping deadwood accounts, even if they've been part of the business for eons, is vital. While we're chasing the penny-ante freight, the stellar-stuff is getting away. When asked, "Why don't you do that anymore?" we can simply reply, "That was then and this is now," and don't look back.

    When jettisoning to lighten the load, don't cast off the people. You'll need them to develop the good stuff. You'll need their experience in the "Star Fleet" to catch and beat the Klingons.

A few more tips that might take your ship into a new dimension of speed and scope are:

• Spend your day serving the volume players.

• Book ahead. If a load picks up in 24-48 hours, book it!

• Snatch the easy ones first. Always!

• Adopt, adopt, adopt. Find carrier and customer partners that are compatible and adopt them. Make them part of your professional life.

• Become like a drug to your customers, so that they need you like black coffee or nicotine!

• Be first. By the time you fix your first cup of coffee, warm up the computer, spread the bagel and read the headlines, the bloody Klingons have taken the best prize. If there's anything left (loads or trucks), they're leftovers.

Focus on finding ways to speed up all transactions. Software can help. With a good program, you can:

• Shorten the carrier setup time

• Speed up the credit process

• Duplicate repeat business with a keystroke

• Speed dial telephones

• Manage several calls at once, using the hold button

• Develop "Blast Fax" capabilities

• Access high speed internet phone books to reach hundreds of players in just a few minutes

• Electronically tender freight and have freight tendered

    Yes, burning every scrap of paper in your "starship" will allow you to out run and out class those Klingon competitors.

    Like Star Trek, moving at the speed of business is how you beat the Klingons. Being able to jettison whatever holds you back is important, such as paper, keystrokes, procedures, unprofitable business or stagnant relationships.

    Getting rid of whatever acts like an anchor will give you an edge. Being able to run full speed on salt, instead of dilithium, will make your ship recession-proof. Any business can survive in a booming economy but what if there is no demand for your services? What if you insert Klingons (competition) into the equation? What if the Klingons are willing to do anything to capture business? How can you fight that kind of resolve?

    Learn to power the ship on anything! Then realize how much profit can be made if you can find a whole planet of dilithium!

    The Klingons are out there; they've got our freight. We've got to catch them! Let's lighten the load and make the jump to light speed.

Rick Jones, CTB is President of Meadow Lark Companies, a freight brokerage in Billings, Montana.

(E)nvisions the whole of you (even the unfinished parts)
(F)orgives your mistakes
(G)ives unconditionally
(H)elps you
(I)nvites you over

(J)ust "be" with you
(K)eeps you close at heart
(L)oves you for who you are
(M)akes a difference in your life

(N)ever Judges
(O)ffer support
(P)icks you up
(Q)uiets your fears
(R)aises your spirits

(S)ays nice things about you
(T)ells you the truth when you need tohear it
(U)nderstands you
(V)alues you

(W)alks beside you
(X)-plains thing you don't understand
(Y)ells when you won't listen and
(Z)aps you back to reality