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TRACK 2 SESSION 7
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Establishing And Using Practical Performance Standards
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Tuesday, September 15th : 11:30am - 12:30pm
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The gripe with traditional benchmarking is that no two benches are the same. In this lesson, we will provide a process for you to determine the key human and technology metrics to measure in your operation, and how to establish optimum goals. Then, we'll hear how to iteratively use and adjust the process for continuous performance improvement.
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Speaker:
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Bob Shaunnessey - President
Clay Street Partners
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Currently: Clay Street Partners
The president of this independent consulting firm that specializes in supply chain strategy, metrics and costs.
Prior experience
Warehousing Education and Research Council. In 2003-2008 was named executive director of the association representing warehousing professionals in North America. WERC is known for the quality of its research into the optimal operation of facilities in the supply chain.
Sterling Logistics Corporation. 1997-2003
Partner and one of the founders of this third party facility-based logistics company. The company was founded in 1991. I was asked to join Sterling by my partners after the sale of RMS. Significant achievements during my tenure include the addition of a transportation operation that provided both management services and hard asset services. This business achieved profitability in its first year of operation and added 15% per year to the growth of the company. The introduction of two joint ventures increased the geographic scope of the company and the range of services provided. The company increased 450% in size during the 6 years of my tenure. The company was sold to Ozburn-Hessey Logistics in 2002. I worked to insure a smooth transition into the national organization until May of 2003.
Records Management Services. 1991-1997
President and CEO of this commercial record storage business. I reported to the Chairman of the Board. I was recruited to reverse the company's shrinking market share and profits. Several of the key achievements include a series of acquisitions and new client operations process that made the company one of 5 truly national providers in the industry. The creation of a client service operation reversed the shrinking of market share and caused real growth of 24% annually for the company over the final three years. This made the company the 4th largest in the country. One of the operating divisions was converted from obsolete microfilm technology to electronic imaging. This converted company assets from money losing operations to profits within a 6-month period. The positioning of the company as a strong national competitor with an excellent technological base made it a stellar acquisition candidate. After a bidding war among the 5 interested candidates, the company was sold to Pierce Leahy for a record price in the industry.
ITEL-GATX 1989-1991
President Mid-West Distribution. The operation was a $15mm business unit that was losing $100K per month. I assembled a team that was able to grow the business by 15% and achieve break-even status in a period of 15 months. Company was sold to GATX and I assumed the same role there.
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If you would like to ask this speaker a question in advance of the Conference please enter it here.
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