美國施奈德物流公司

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(重定向自Schneider物流公司)


美国施奈德物流公司(Schneider National Inc)
美國施奈德物流公司(Schneider National Inc)

美國施奈德物流公司網站:http://www.schneider.com/

目錄

美國施奈德物流公司簡介

  Schneider公司建立於1935年,是一家私營企業。到上世紀90年代晚期,已成為全美最大的專業貨車運輸公司,年營業額近30億美元,有20000多名員工。

持續進行運營創新

  2000年,Schneider公司增長步伐卻慢似蝸牛,生產力降低,收益下滑。公司領導人認識到,在這樣一個高度競爭、產能嚴重過剩的行業中,在客戶服務方面超過競爭對手,是成功的關鍵。公司設定了客戶滿意度長期目標,並著手改善公司與客戶互動的一個環節,即如何針對客戶“索要建議書”(簡稱RFP),準備並提交答覆。公司召集了得力幹將組成團隊,提出了許多非常好的點子,但是,最終結果卻是零:沒有做出任何改變,一切仍是老樣子。

  然而,施奈德公司的領導人並未放棄,而是換種方式重新開始。這回,公司取得了驚人的成功:對客戶RFP的響應時間由30~45天驟減為1~2天;在項目啟動的9個月中,上述成果開始顯現;在不到兩年時間里,成效已得到充分體現。由於回應客戶的速度遠遠超過競爭對手,施奈德能夠把握競爭的主動權。結果,施奈德公司中標百分比上升了約70%,每年帶來數億美元的銷售增額。

  第一次努力到第二次努力成功的六個關鍵因素:

  1)、流程重點

  第二次,他們首先創建了企業流程模型,從少數幾個端對端價值創造流程出發,描述了業務運營。施奈德公司的模型包括“制定運輸解決方案”、“獲取新業務(簡稱ANB)”、“獲取運輸訂單”、“移動貨物”、“提供移動貨物的能力”。這幾個流程幾乎涵蓋了所有員工的全部工作。通過定義“獲取新業務”流程,設定其邊界,確定其度量標準並將其瞄準改善目標,施奈德公司恰如其分地界定了需要解決的問題。而第一次,施奈德公司純粹從準備建議書的角度概括創新努力,因而將眾多跟獲取新業務有關的群體和活動排除在外。

  2)、流程責任人

  要獲得重大成果,就必須對組織的許多部分做出改變。但是,由於組織各個部門(及其管理者)有其自身的議題、目標和度量標準,變革努力往往由於爭鬥、惰性和抵觸而擱淺。流程責任人是得到授權,要在整個企業範圍內對流程做出必要改變的高層主管。

  3)、全職設計團隊

  第一次,參與制定新工作方式的人員只是以兼職方式工作,每周工作時間通常低於8小時。到了第二次,該項目成了他們的唯一職責。

  4)、經理人的參與

  首先,最高層領導積极參与此事,每個月碰面評審進展,解決需要他們介入的問題。其次,設立由流程責任人和若幹其他運營經理組成的流程委員會。參與ANB流程的各部門高層領導人以團隊形式走到一起,領導新流程設計的實施。

  5)、建立認可

  毫無徵兆地讓此類變革降臨到一線員工頭上,肯定會招致失敗。施奈德公司讓一線人員參與整個再設計活動,這讓他們覺得自己像參與者而非受害者,並幫助他們既看到舊有做事方式的缺陷,又看到新方法的效力。這些人員中,有許多人從抵觸者轉成為變革的鼓吹者。

  6)、行動偏好

  力求把新工作方法設計得盡善盡美的企業,通常一事無成。施奈德公司採取了“有70%就去做”的原則。修正後的ANB流程在許多方面不同於舊流程。比如,以前按照服務項目將銷售代表分門別類。如今,他們代表施奈德公司的所有服務。

  然而,這套新流程還遠不是故事的結束。施奈德很快發現,處理訂單和發貨的現行方式無法消化新ANB流程帶來的業務增量,於是,公司開始了針對這些流程的再設計。新的ANB流程也沒有被高高地供奉起來,最近剛剛啟

施奈德物流介紹

  Schneider National, Inc. is the largest privately owned truckload carrier based out of Green Bay, Wisconsin. The company was founded in 1935.

  The company is the third-largest of all trucking & logistics companies in the United States based on annual revenue. It currently operates 14,000 tractors, 40,000 trailers, and has partnerships with over 6,000 carriers. Schneider drives more than five million loaded miles per day, and is utilized by two-thirds of the companies in the Fortune 500. The company operates three major areas of business; Truckload, Intermodal, and Logistics. Schneider operates in the 48 contiguous states and Puerto Rico, Canada, Mexico, and the Netherlands. Schneider is well-known for painting their tractors and trailers Omaha orange-PMS 165 (although their training literature calls it "international safety orange") which, while more expensive, foots to their often-stated emphasis on trucking safety. Their orange trucks are known inside and outside the company as "pumpkin trucks".

  Schneider is currently expanding into China. Schneider has been providing 3rd party logistics services within the People's Republic of China for some time. It has just recently been granted provisional authority to operate a fleet of trucks domestically within China. Schneider National Inc. is the only American owned trucking company to maintain this authority.

  Schneider Nationals Intermodal department works directly with the major North American rail carriers. These carriers include the Burlington Northern Sante Fe railroad, Union Pacific railroad, Norfolk Southern, CSX railway, Kansas City Southern, Kansas City Southern Mexico, and Canadian National. Schneider National also maintains a railyard located in Marion, OH. This is a collaboration with the CSX, KCS, and BNSF which allows Schneider National to bypass Chicago, IL and avoid congestion delays.

Company history

  • 1938年,Bought Bins Transfer & Storage and changed the name to Schneider Transport & Storage. Moved offices to a building once used as a stable.
  • 1939年,Schneider Transport & Storage is incorporated in Nevada.
  • 1944年,Schneider discontinued storing household goods, although Storage wasn't dropped from the name until the 1960's.
  • 1958年,Schneider was granted its first interstate authority by the ICC. The first shipment was for Procter and Gamble (P&G) from their plant in Green Bay, Wisconsin to another P&G facility in Cheboygan, Michigan.
  • 1961年,Don Schneider, Al's oldest son, joined the firm as manager, bringing the office staff to five.
  • 1962年,Schneider Transport logo is adopted.
  • 1964年,Schneider Transport merged with Packer City Transport.
  • 1968年,Merged with Garrison Transport and added to Schneider's Operating Authority.
  • 1969年,Purchased Kampo Transit, a 50-truck regional milk and fuel oil hauler.
  • 1970年,年,Milestone grant of authority from the ICC to haul paper and paper products. Paper remains a significant part of the Schneider portfolio.
  • 1971年,Purchased TransNational Truck (TNT), Amarillo, Texas. Departing from previous practice of incorporating all acquisitions into Schneider Transport, TNT remained a separate business unit.
  • 1974年,Purchased National Refrigerated Transport (NRT), Tulsa, Oklahoma.
  • 1975年,Installed a state-of-the-art computerized control system. Move was light years ahead of system employed by the competition. Employed the first field sales representative.
  • 1976年,Teamsters called a 'Wild Cat' strike on Schneider Transport. Tanker trailers added to the fleet, creating Schneider Bulk Carriers. The holding company, Schneider National, Inc. is formed.
  • 1977年,The first bulk fuel site was installed at the Wise Garage in Dayton, Ohio. Christianson Oil was purchased to provide sufficient fuel of the appropriate quality.
  • 1979年,The second OPEC fuel crisis caused gas rationing and fuel shortages. Schneider Transport responded with a national MPG campaign through the Schneider Fuel School, teaching 2000 drivers to drive 55 MPH and conserve fuel.
  • 1980年,Congress passes the Motor Carrier Act of 1980, which provides for sweeping deregulation of the trucking industry.
  • 1981年,ICC granted Schneider 49-state authority to carry all commodities except explosives and bulk.
  • 1982年,To leverage the long distance network needed for the growing number of drivers, Schneider formed Schneider Communications to provide long-distance telephone service to customers in the Midwest.
  • 1983年,Schneider Family Fitness Event initiated in Green Bay.
  • 1983年,Founder, Al Schneider dies.
  • 1984年,Purchased International Transport, Inc. of Rochester, Minnesota, the largest flat bed and heavy haul products company.
  • 1985年,Schneider National Carriers (SNC) is formed by joining all of the separate business units purchased through the 70's and 80's. SNC is non-union, but Schneider Transport remains a union carrier under agreement with the Teamsters.
  • 1986年,Schneider is the first carrier to install two-way satellite communication system in all 6,000 over-the-road trucks. First EDI, Electronic Data Interchange transactions.
  • 1988年,Schneider Moving & Storage is sold.
  • 1989年,Schneider National Carriers obtained authority to haul in the Canadian provinces of Ontario, British Columbia and Quebec.
  • 1990年,International Transport is changed to Schneider Specialized Carriers.
  • 1992年,$1 Billion in annual revenue hit for the first time. Corporate Headquarters moved to the Customer Service and Corporate Business Center on South Packerland.
  • 1993年,Schneider Logistics, Inc. is created.
  • 1994年,Schneider Logistics awarded the General Motors Service Parts Operation contract. This is the largest logistics contract ever awarded.
  • 1995年,Schneider Communications sold to Frontier Communications. Schneider Dedicated Operations converted Kimberly Clark private Fleet in the largest-ever dedicated fleet conversion.
  • 1996年,Surpassed $2 Billion in annual revenue.
  • 1998年,Purchased Highway Carrier Corporation, Builders Transport and Landstar Poole.
  • 2000年,Purchased Tranzact Freight Payment Service.
  • 2004年,Surpassed $3 Billion in annual revenue.
  • 2005年,Schneider Logistics acquired American Port Services.
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