The average U.S. manufacturer spends roughly half its revenue to purchase goods and services, which makes their success dependent on their interaction with the suppliers. “By the time our clients engage us, they are already convinced of the utility outsourcing and usually have a good idea of what constitutes the ‘best value’ in their company and usually that is: cheaper (lowest price), better (best quality) and faster (minimum lead times),” CEO Hiten Shah says.  

Dealing with suppliers can be a hassle for some companies when they must face foreign government regulatory risk, enforceability of contracts, protection of IP, business ethics and cultural differences. But when Marketing and Engineering Solutions (MES) Inc. steps in, companies save time, overhead costs and undo stress. 

It seems like LKQ Corp. is growing every day. Since 2013, the provider of alternative auto collision parts and recycled components has completed more than 20 acquisitions, including Keystone Automotive in 2014. 

With each buyout, the operation expands its market, but at the same time must also bring those new acquisitions up to its service standards. 

At some companies, that may be a daunting task, but for LKQ it is just a part of the growth strategy. “They’re a challenge but not an interruption,” Bob Anno, director of fleet management, says of the frequent buyouts. “They’re a normal part of the business.”

Rudy Buchheit, like millions of other Americans during the Great Depression, needed to find a way to make a living for his family. With only his truck and work ethic behind him, Buchheit began hauling agricultural products from southern Missouri to market in St. Louis for local farmers in 1934. 

On the way back to his home region, Buchheit would haul dry bulk and other goods his customers sorely needed to run their farms and businesses. His efforts proved popular enough that he founded a trucking company dedicated to the needs of the local community.

As a leader in sales and lease ownership of furniture, consumer electronics, home appliances and accessories, maintaining an efficient, safe and reliable fleet is a key way for Aaron’s Inc. to meet its customers’ demands. To continue providing a high level of customer service, Aaron’s fleet department recently implemented a number of changes, ranging from its fleet maintenance management company and technology to developing new driver requirements and training.

“Aaron’s core business is retail, so delivery is necessary to take care of our customers,” Senior Manager of Fleet Operations Lewis Allen says. “We are making things right, better and reducing our risk out there to keep our good name.”

Recent strikes at the Ports of Long Beach and Los Angeles have provided challenges for shippers, but St. George Logistics works hard to overcome them. Its container freight station (CFS) in Los Angeles has two acres of space for trailers and 116 shipping dock doors. “We’re the largest operator of independent network CFS facilities across North America,” President and CEO Denis Reilly declares. “We actually run nine of these facilities at key ports and regional destinations.

“Our customers are some of the largest logistics companies in the world,” he continues. “Since we are a neutral service provider, any large freight forwarder can do business with us. Sometimes competitors will deal only with their own freight or only allow certain customers to come into their operations. We’ll do business with any customer at any location.”

Bob Russo purchased his first truck in 1954 to provide transportation services to grocery stores in the New York/New Jersey metro area. More than 60 years and hundreds of trucks later, Port Jersey Logistics continues the tradition of quality and service established by its founder with his son Rob Russo currently in charge of the company. 

Director of Business Development Eric Holck says the company’s family ownership is one of Port Jersey Logistics’ strongest advantages because of the continuity it maintains with long-time customers and the strong internal culture it creates, and it leverages those advantages to hold onto its position as one of the most trusted and respected third-party logistics services providers in the New York City area.

East Coast Warehouse & Distribution Corp. can offer several explanations for its long-term success in the transportation and logistics industry, but one reason trumps all the others: customer satisfaction.

“We are an integral part of our customers’ supply chain,” CEO Jamie Overley says. “We are a one-stop solution for them. They trust us.” Indeed, the company’s top 10 customers have confirmed that trust by partnering with East Coast Warehouse and Distribution for an average of 13 years. There are several reasons for their long-term satisfaction, he says.

Among them are location, infrastructure, execution and experience – elements that have made East Coast Warehouse & Distribution the preferred choice for many top brands in the food and beverage industries. “We are very customer-centric,” says Rich Coppola, vice president of sales.

Pirelli Tire North America strives to always be on the leading-edge of manufacturing the most advanced tires in the industry and delivering its product faster to stay ahead of the competition. “It’s the performance of our tires that sets us apart,” Vice President of Logistics John Godfrey says. “We are one of the leaders in the ultra-high-performance segment and a lot of our innovation comes from our work in motorsports.” 

The North America division of Pirelli Tire is based in Rome, Ga., and the corporate headquarters is based in Milan, Italy. The company has 22 manufacturing facilities around the world in 13 different countries. Its North American division operates two plants – one in Mexico and one in its hometown. “We manufacture about 35 percent of our regional supply in Georgia and in Mexico and the other 65 percent we import from around the world with our sister companies,” Godfrey explains. 

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