Reducing costs, guaranteeing service and reliability, and reducing capital investment requirements are just a few reasons why customers choose Jacobson Warehousing.
Solutions to warehousing and distribution are “where it all started” with Jacobson back in 1968. Today, warehousing remains at the core of our supply chain management services. Our national network of third party warehouse facilities provides flexible national public warehousing services, contract warehousing services and on-site plant distribution centers. Tap into our national network, our warehousing solutions feature over 145 strategically located distribution centers, totaling over 30 million square feet nationwide, making us one of the nation's largest warehousing providers.
Services We Offer
* Contract and dedicated facilities that facilitate change and reduce costs
* Public/Multi-tenant warehousing for the flexibility you need
* On-site support of manufacturing facilities
* Temperature controlled warehousing (cold and frozen)
* Hazardous goods storage & handling
* Campus-based labor sharing
* Automation, sortation and fulfillment (high volume/high SKU’s)
* Retail mixing center operations
* Reverse Logistics – offering inspection, re-stocking, recycling & disposal of goods.
* Quality Management Systems (QMS), which increase customer service and reduce errors
* Procurement of raw materials & packaging
For more information on Jacobson, a supply chain management company, please visit our site!
Wednesday, December 9, 2009
Wednesday, November 11, 2009
Outsourcing and respect
The idea of outsourcing often comes about when the CEO, controller, or another member of senior management reads an article—or has been speaking with a 3PL—about saving a minimum of 10 percent or more of their logistics costs by turning to a third party. However, I've found that these “savings opportunities” are often purely theoretical and are only supported by management due to their lack of logistics knowledge or their lack of confidence in the ability of its logistics team to efficiently manage its processes.
Of course, there are other times when the outsourcing conversation is sparked by the urgent need to reduce headcount.
The transportation teams that feel especially threatened are those that lack the experience, leadership, talent, knowledge, process excellence, and contingency strategies to guide their companies through today's global market. They often fail to anticipate and prepare themselves for tomorrow's challenges. And it often takes just one unpleasant and costly surprise to jumpstart the outsourcing movement in teams like these.
When I hear transportation leaders tell me that their companies keep reminding them that they're just another cost center, I tell them that it's their fault that management doesn't see them as a value-add to the organization. This tends to lead into the question: How do I get some respect?
The answer is simple. It's all about education and managing expectations—neither of which start in the middle of a crisis. Earning respect starts with your knowledge and command of the marketplace and your transportation governance, and it ends with programs that you have created to educate senior management and other organizations on a regular basis. As a quick reminder, I define transportation governance as “the direction and control associated with creation, administration, oversight, and enforcement of your company and supply chain's policies, regulations, and procedures related to the legal, safe, efficient, and service-effective movement of freight it controls either directly or indirectly.”
Transportation governance has both direct and indirect aspects. Direct governance includes: your carrier criteria and operating protocol/guidelines; selection and management of your carrier base; carrier due diligence evaluations, contract models and supporting documents; process with defined/flows/inputs-outputs; metrics and measures and dashboards; carrier performance reviews and process improvements; a carrier council to streamline processes and improve carrier and company productivity; greenfield projects and process improvements; and, of course, audits and benchmarking. Indirect governance, on the other hand, includes your command of the transportation industry including regulatory and political issues as well as a comparison of your approach to industry challenges versus that of your peers.
Read the rest of the logisticsmgmt.com article here.
Of course, there are other times when the outsourcing conversation is sparked by the urgent need to reduce headcount.
The transportation teams that feel especially threatened are those that lack the experience, leadership, talent, knowledge, process excellence, and contingency strategies to guide their companies through today's global market. They often fail to anticipate and prepare themselves for tomorrow's challenges. And it often takes just one unpleasant and costly surprise to jumpstart the outsourcing movement in teams like these.
When I hear transportation leaders tell me that their companies keep reminding them that they're just another cost center, I tell them that it's their fault that management doesn't see them as a value-add to the organization. This tends to lead into the question: How do I get some respect?
The answer is simple. It's all about education and managing expectations—neither of which start in the middle of a crisis. Earning respect starts with your knowledge and command of the marketplace and your transportation governance, and it ends with programs that you have created to educate senior management and other organizations on a regular basis. As a quick reminder, I define transportation governance as “the direction and control associated with creation, administration, oversight, and enforcement of your company and supply chain's policies, regulations, and procedures related to the legal, safe, efficient, and service-effective movement of freight it controls either directly or indirectly.”
Transportation governance has both direct and indirect aspects. Direct governance includes: your carrier criteria and operating protocol/guidelines; selection and management of your carrier base; carrier due diligence evaluations, contract models and supporting documents; process with defined/flows/inputs-outputs; metrics and measures and dashboards; carrier performance reviews and process improvements; a carrier council to streamline processes and improve carrier and company productivity; greenfield projects and process improvements; and, of course, audits and benchmarking. Indirect governance, on the other hand, includes your command of the transportation industry including regulatory and political issues as well as a comparison of your approach to industry challenges versus that of your peers.
Read the rest of the logisticsmgmt.com article here.
Wednesday, October 14, 2009
New Study Highlights Role of Third-Party Logistics Providers in Helping Shippers Adapt to Economic Challenges
The fourteenth Annual Third Party Logistics (3PL) Study examining the current global market for logistics outsourcing was recently released. The study surveyed shippers and logistics service providers in North America, Europe, Asia Pacific and Latin America. Key findings included:
* The economic downturn has created significant challenges for both shippers and third-party logistics providers (3PLs) – 82% of shippers are employing cost-cutting tactics and 60% are rethinking their supply chains and relationships with 3PLs
* 88% of shippers feel that IT-based logistics services are important, but only 42% are satisfied with the capabilities of their provider – as a result of this IT capability gap, shipper respondents reported a lack of the key performance indicators, alerts and visibility required for an adaptive supply chain and 3PLs reported similar difficulties in getting the data and commitment they need from shippers
* There are significant differences between how 3PLs evaluate their role in the supply chain and how they are viewed by shippers – 59% of shippers feel their use of 3PLs has a positive effect on customer service compared to 88% of 3PL respondents
* Shipper respondents devote an average of between 47% (in North America) and 66% (in Europe) of their total logistics expenditures to outsourcing and this is expected to increase in the next five years.
“Shipper-3PL relationships are being impacted significantly by the prevailing uncertainty and economic volatility in global markets,” said Dr. C. John Langley Jr., Professor of Supply Chain Management, Georgia Institute of Technology. “It is very important for 3PLs to mitigate or reduce any financial risk or service level impact that this may cause.”
Economic uncertainty and the use of 3PLs
Economic volatility has challenged shippers and 3PLs alike to contend with factors such as unpredictable demand, instability in fuel costs and currency valuation, and excess inventory. In response, not only are shippers attempting to cut costs, 77% are also seeking to improve forecasting and inventory management.
Cost reduction and improved reliability in services are the main factors likely to increase shipper respondents’ use of 3PLs. This includes converting fixed to variable costs (59%), expanding to new markets or offering new products (56%), and restructuring the supply chain network to improve financial performance (48%).
Read the rest of the mhia.org article here.
* The economic downturn has created significant challenges for both shippers and third-party logistics providers (3PLs) – 82% of shippers are employing cost-cutting tactics and 60% are rethinking their supply chains and relationships with 3PLs
* 88% of shippers feel that IT-based logistics services are important, but only 42% are satisfied with the capabilities of their provider – as a result of this IT capability gap, shipper respondents reported a lack of the key performance indicators, alerts and visibility required for an adaptive supply chain and 3PLs reported similar difficulties in getting the data and commitment they need from shippers
* There are significant differences between how 3PLs evaluate their role in the supply chain and how they are viewed by shippers – 59% of shippers feel their use of 3PLs has a positive effect on customer service compared to 88% of 3PL respondents
* Shipper respondents devote an average of between 47% (in North America) and 66% (in Europe) of their total logistics expenditures to outsourcing and this is expected to increase in the next five years.
“Shipper-3PL relationships are being impacted significantly by the prevailing uncertainty and economic volatility in global markets,” said Dr. C. John Langley Jr., Professor of Supply Chain Management, Georgia Institute of Technology. “It is very important for 3PLs to mitigate or reduce any financial risk or service level impact that this may cause.”
Economic uncertainty and the use of 3PLs
Economic volatility has challenged shippers and 3PLs alike to contend with factors such as unpredictable demand, instability in fuel costs and currency valuation, and excess inventory. In response, not only are shippers attempting to cut costs, 77% are also seeking to improve forecasting and inventory management.
Cost reduction and improved reliability in services are the main factors likely to increase shipper respondents’ use of 3PLs. This includes converting fixed to variable costs (59%), expanding to new markets or offering new products (56%), and restructuring the supply chain network to improve financial performance (48%).
Read the rest of the mhia.org article here.
Friday, September 11, 2009
Transportation News: DOT reports Freight Transportation Services Index is up 1.6 percent from June to July
Following flat growth from May to June, the United States Department of Transportation’s Bureau of Transportation Statistics (BTS) reported today that its Freight Transportation Services Index (Freight TSI) was up 1.6 percent from June to July.
This jump represents the first sequential increase since February and is the biggest monthly gain since January 2008, according to the BTS.
The July Freight TSI at 95.5 outpaces May and June’s matching 94.0, which were the lowest level the Freight TSI hit since June 1997. July falls short of the historic peak of 112.9 from May 2006, and the cumulative 4.8 percent drop over the first seven months of 2009 is the second largest in the past decade, with the 5.9 percent decline over the same time frame in 2000, being the largest, noted the BTS.
Despite the sequential uptick, the current Freight TSI level is the lowest July level it has been since 1997’s 94.8. And the 13.5 percent year-over-year July decrease is its biggest decline for that period in 20 years.
Even though there are indications the recession may be beginning to abate, that has not translated into increased freight volumes on a meaningful level. But U.S Transportation Secretary Ray LaHood said it is a step in the right direction.
“The rise in the freight index for the first time since February is a sign that the economic recovery is beginning,” LaHood said in a statement. “Between the American Recovery and Reinvestment Act, the cash for clunkers program and other actions this Administration has taken, I am hopeful that the economy is starting to turn around. However, despite this tangible sign of progress, we all know that we still have a long way to go. We will redouble our efforts to make sure transportation infrastructure is one of the drivers for the future.”
The Freight TSI measures the month-to-month changes in the output of services provided by the for-hire transportation industries, and it includes data from for-hire trucking, rail, inland waterways, pipelines, and air freight.
Read the rest of the Logistics Management article here.
This jump represents the first sequential increase since February and is the biggest monthly gain since January 2008, according to the BTS.
The July Freight TSI at 95.5 outpaces May and June’s matching 94.0, which were the lowest level the Freight TSI hit since June 1997. July falls short of the historic peak of 112.9 from May 2006, and the cumulative 4.8 percent drop over the first seven months of 2009 is the second largest in the past decade, with the 5.9 percent decline over the same time frame in 2000, being the largest, noted the BTS.
Despite the sequential uptick, the current Freight TSI level is the lowest July level it has been since 1997’s 94.8. And the 13.5 percent year-over-year July decrease is its biggest decline for that period in 20 years.
Even though there are indications the recession may be beginning to abate, that has not translated into increased freight volumes on a meaningful level. But U.S Transportation Secretary Ray LaHood said it is a step in the right direction.
“The rise in the freight index for the first time since February is a sign that the economic recovery is beginning,” LaHood said in a statement. “Between the American Recovery and Reinvestment Act, the cash for clunkers program and other actions this Administration has taken, I am hopeful that the economy is starting to turn around. However, despite this tangible sign of progress, we all know that we still have a long way to go. We will redouble our efforts to make sure transportation infrastructure is one of the drivers for the future.”
The Freight TSI measures the month-to-month changes in the output of services provided by the for-hire transportation industries, and it includes data from for-hire trucking, rail, inland waterways, pipelines, and air freight.
Read the rest of the Logistics Management article here.
Friday, August 14, 2009
Inbound Logistics Names Jacobson to 2009 Top 100 3PL List
Des Moines, IA – Jacobson Companies, a national leader in supply chain management solutions, has recently been named to the 2009 Top 100 3PL list by Inbound Logistics, a leading publication for demand-driven logistics.
"Tactical operational results are fundamental to 3PL value, but so is the strategic vision of experienced logistics providers. Today's business logistics leaders say they appreciate 3PLs that are proactive, take the lead in offering suggestions, and help transform the enterprise. Jacobson has shown consistent results in transforming customers' logistics and supply networks, businesses, and enterprises” added Stratton.
"Strategic supply chain vision is a key measurement of 3PL excellence.” says Felicia Stratton, editor of Inbound Logistics. “For having that vision, Inbound Logistics editors recognize Jacobson as a 2009 Top 100 3PL Provider."
The editors of Inbound Logistics select the Top 100 3PLs based on the need of customers and the companies’ skills sets and resources which meet those needs. This year’s top 100 was selected from a pool of more than 300 companies.
About Inbound Logistics
Inbound Logistics the leading trade magazine targeted toward business logistics and supply chain managers. The magazine's editorial mission is to help companies of all sizes better manage corporate resources by speeding and reducing inventory and supporting infrastructure, and better matching demand signals to supply lines. More information is available at www.inboundlogistics.com
About Jacobson Companies
Jacobson Companies was founded in 1968 by Richard Jacobson. The initial Jacobson Warehouse facility was a 96,000 square foot building in downtown Des Moines, Iowa. Jacobson Companies offers the following integrated solutions: Warehouse Operations Management, Total Freight Management, Full Truckload and Asset Based Solutions, Contract Packaging and Manufacturing Services, Total Staffing Solutions and Temporary Services. The company serves the needs of leading manufacturing companies, providing full-service, seamless solutions to the complexities of supply chain management and helping clients achieve a greater return on assets. Today, Jacobson operates more than 34 million square feet of warehouse space in over 180 facilities across the United States with over 6,700 employees.
Thursday, July 16, 2009
PepsiCo testing semiautomation in repacking
Bottling company collaborates with supply chain to add speed and flexibility in creating variety packs and variety display pallets. Costs could be cut by 10%, with a 30% rise in output.
PepsiCo Inc. is about to launch a pilot project involving contract packaging that would semiautomate some repacking operations on variety packs for its Gatorade brand. The bottling giant hopes to begin test operations in April, citing four objectives: Foremost, validate that basic variety packs, sold in sufficient volume, can be assembled using some
automation in a standardized repacking-line process that can accept multiple package sizes and configurations. Additional goals are to reduce both costs and the potential for product damage during packout, and also to boost Gatorade sales by providing shoppers with more product options in compact display areas inside stores.
Michael Bilton, national customization manager at PepsiCo, tells Contract Packaging the company’s cost-benefit analysis projects that semiautomated repacking could shave the company’s production costs by at least 10% while also increasing production output up to 30% for Gatorade variety packs. These benefits result from a reduction in manual labor and improved production line capability and reliability.
Jacobson Packaging and Manufacturing Co. (www.jacobsonco.com), a PepsiCo repacker, will produce the test variety packs, and also variety pallets, which are built by mixing single-flavor trays. These packs will appear in club stores in the Northeastern U.S. If the project proves successful, Bilton says, the company might expand semiautomated repacking to its 10 other repackers around the country.
Success could have huge implications for semiautomated repacking in general at a time when product manufacturers frequently need to change multipack configurations. Contract packagers that perform repacking services also could benefit significantly by introducing another value-added service.
Shoppers and retailers today want continually fresh merchandise in stores, and PepsiCo is representative of the growing number of product manufacturers turning to contract packagers and others in their supply chains to find new areas to automate production and introduce more flexibility in packaging formats.
“Our customers—the retailers and the club stores—are becoming much more customized,” Bilton says. “We’re trying to provide differentiation from our competitors.”
Read the rest of the article here.
Logistics and Business Manufacturing: Economic Data Presents Mixed Views for Recovery
At a time when freight volumes remain depressed amidst the recession, coupled with reports indicating that the economy has “bottomed out,” it is very clear that those optimistic for a near-term recovery need to take a long-term view.
Some recent economic indicators for this sentiment include:
* A recent report from the Federal Reserve indicating industrial capacity usage in May, at 68.3 percent, hit a record low in May.
* Retail sales in May fell 4.7 percent year-over-year, according to the National Retail Federation.
* The U.S. trade deficit rose to $29.2 billion in April from $28.5 billion in March, with (adjusted for inflation) exports and imports down 4.3 percent and 2.7 percent, respectively.
The news is not all bad, though. Recently-released data from Panjiva, an online search engine with detailed information on global suppliers and manufacturers, notes that May represents the third consecutive month that there was an uptick in the number of global manufacturers shipping to the U.S. May saw a two percent bump, following gains of two percent in February and eight percent in March. Panjiva said this is the first time it has seen three consecutive monthly increases since it began tracking this metric in July 2007.
Even though these numbers are heading in the right direction, the company cautioned that last spring it also saw some uptick in the number of global manufacturers shipping to the U.S., leading to the possibility that there may be a seasonal component to these findings. Also, the company noted the two percent May gain is “modest,” with the recovery to pre-trade levels likely to be a while.
“We are seeing some encouraging signs, but there is still a low level of overall activity in an absolute sense,” said Panjiva CEO Josh Green in an interview. “It feels like the ‘deer in the headlights’ moment is over.”
Another positive, he noted, is that the sense of economic panic from earlier in the year seems to be gone, but there is still a long way to go. Companies continue to be cautious in their approach to placing orders, according to Green, and they are much more cognizant of the risks that are in their supply chains.
Examples of this risk are directly related to the fallout from last October’s financial crisis, Green noted, with companies not being as diligent as they need to be when it comes to volatile conditions in the market.
“There are a lot of different risks that come with doing business in an international supply chain,” said Green. “One is the risk of companies [like suppliers and transportation service providers, among others] you are doing business with going out of business. As macroeconomic circumstances change, people are going to be looking at a variety of potential risks, like capacity in the medium-term. With so many global manufacturers going out of business, when demand does rebound there may not be enough capacity to serve that demand.”
Looking ahead, there is a possibility that that number of global manufacturers shipping to the U.S. could continue to rise in the coming months.
“Given the weak state of overseas economies, we do not expect the U.S. recovery to be export-led,” said IHS Global Insight Chief U.S. Economist Nigel Gault. “As U.S. recovery does begin to take hold it will mean an increase in imports as U.S. demand recovers. As a result, the trade deficit will likely widen later this year.”
Read the rest of the scmr.com article here.
Some recent economic indicators for this sentiment include:
* A recent report from the Federal Reserve indicating industrial capacity usage in May, at 68.3 percent, hit a record low in May.
* Retail sales in May fell 4.7 percent year-over-year, according to the National Retail Federation.
* The U.S. trade deficit rose to $29.2 billion in April from $28.5 billion in March, with (adjusted for inflation) exports and imports down 4.3 percent and 2.7 percent, respectively.
The news is not all bad, though. Recently-released data from Panjiva, an online search engine with detailed information on global suppliers and manufacturers, notes that May represents the third consecutive month that there was an uptick in the number of global manufacturers shipping to the U.S. May saw a two percent bump, following gains of two percent in February and eight percent in March. Panjiva said this is the first time it has seen three consecutive monthly increases since it began tracking this metric in July 2007.
Even though these numbers are heading in the right direction, the company cautioned that last spring it also saw some uptick in the number of global manufacturers shipping to the U.S., leading to the possibility that there may be a seasonal component to these findings. Also, the company noted the two percent May gain is “modest,” with the recovery to pre-trade levels likely to be a while.
“We are seeing some encouraging signs, but there is still a low level of overall activity in an absolute sense,” said Panjiva CEO Josh Green in an interview. “It feels like the ‘deer in the headlights’ moment is over.”
Another positive, he noted, is that the sense of economic panic from earlier in the year seems to be gone, but there is still a long way to go. Companies continue to be cautious in their approach to placing orders, according to Green, and they are much more cognizant of the risks that are in their supply chains.
Examples of this risk are directly related to the fallout from last October’s financial crisis, Green noted, with companies not being as diligent as they need to be when it comes to volatile conditions in the market.
“There are a lot of different risks that come with doing business in an international supply chain,” said Green. “One is the risk of companies [like suppliers and transportation service providers, among others] you are doing business with going out of business. As macroeconomic circumstances change, people are going to be looking at a variety of potential risks, like capacity in the medium-term. With so many global manufacturers going out of business, when demand does rebound there may not be enough capacity to serve that demand.”
Looking ahead, there is a possibility that that number of global manufacturers shipping to the U.S. could continue to rise in the coming months.
“Given the weak state of overseas economies, we do not expect the U.S. recovery to be export-led,” said IHS Global Insight Chief U.S. Economist Nigel Gault. “As U.S. recovery does begin to take hold it will mean an increase in imports as U.S. demand recovers. As a result, the trade deficit will likely widen later this year.”
Read the rest of the scmr.com article here.
Wednesday, June 10, 2009
Transportation infrastructure: Oberstar is opposed to extending SAFETEA-LU past September 30, says report
Jeff Berman, Group News Editor -- Logistics Management, 6/5/2009
House Transportation and Infrastructure Committee Chairman James Oberstar is not in favor of extending the highway re-authorization bill—SAFETEA-LU— past its September 30 deadline, according to a report from Congressional Quarterly.
Rather than sponsor or support an extension of surface transportation programs if a new long-term authorization bill is not done by September 30, Oberstar said he would allow the programs to expire, forcing lawmakers to answer to states that lose their federal transportation support.
The CQ report pointed out that it may be hard for Oberstar to execute on his threat, due to the emphasis placed on transportation infrastructure spending as a job driver during the recession. What’s more, the American Recovery and Reinvestment Act that was passed in February allocates more than $50 billion towards transportation infrastructure projects, with nearly $30 billion alone dedicated to highway and bridge construction projects. But many shippers and carriers have stated this amount of funding is not nearly enough.
Oberstar’s decision was positively received by David Goldberg, communications director at Transportation for America, a coalition of national, state and local organizations calling for the renewal of a national transportation program for the 21st century.
“We don’t think Americans can wait a whole lot longer for a national transportation policy that makes sense,” he said. “It is clear the stimulus funding is far less than is needed and transportation is a major piece of the climate legislation that was recently introduced. We don’t have transportation policy supporting that at the moment. And the Highway Trust Fund is also running out of money again; we will have to take money allocated for other needs to keep it solvent, which is an unacceptable situation. Nobody wins by punting on the needs of our transportation system.”
These examples stress how “America cannot kick the can down the road any further, said Goldberg, adding that it accentuates the fact that a 21st century transportation system is badly needed. He also said that without actively addressing these issues commuter congestion will continue on the nation’s highways, which impacts supply chain operations for shippers.
Read the rest of the logisticsmgmt.com article here.
Wednesday, May 13, 2009
Logistics News: LM Survey Shows Supply Chain Redesign Still Top Priority
Jeff Berman, Group News Editor -- Supply Chain Management Review
When the price of a barrel of oil hovered around $150 and diesel was nearly $5 per gallon less than a year ago, the subject of shippers re-designing supply chain operations to cut down on transportation expenses ostensibly gained a lot of steam. But since then, though, the economy has suffered through a near-collapse of the financial markets and an ongoing recession, which has led to oil and gas prices plummeting in conjunction with the economy.
This leads to the question of whether shippers are still focusing on supply chain re-design strategies since energy prices have tailed off from the record levels reached in 2008. According to the results of a recent Logistics Management reader survey in which more than 130 transportation and logistics executives participated, supply chain re-design strategies are still top of mind, with more than 100—or 78 percent of respondents—indicating supply chain re-design is a priority for them.
This data lends credence to the importance on supply chain re-design at a time when demand and freight tonnage volumes are down and not showing any meaningful signs of picking up in the near-term, even through oil and gas prices have inched up in recent weeks.
Some of the supply chain re-design steps LM readers said they are taking include modal shifts, consolidating shipments from suppliers, re-negotiating fuel surcharges, and transportation network restructuring, among others. Meanwhile, those that said they are not considering making changes cited reasons such as a viable lack of options, and contractual obligations.
Regardless of where oil and gas prices go, many shippers said it is imperative to find ways to reduce expenses during a time when there are many triggers that can alter logistics operations.
Read the rest of the article from Supply Chain Management Review here.
Thursday, April 16, 2009
Quality Management System
Jacobson Companies has built a reputation for excellence in Supply Chain Management. No one works harder to earn your business, or does more to keep it.
Nothing underscores this commitment more than our certified ISO 9001:2000 Quality System. As one of the first distribution companies in the Nation to qualify for this internationally recognized standard of quality, Jacobson offers the systems, experience and leadership to handle your toughest distribution needs. While we are proud of this important achievement, ISO 9001:2000 certification is just one step in our ongoing desire to deliver the best, most innovative service possible.
Jacobson Companies top management is committed to being an established and recognized leader in providing Quality Services to our customers. In pursuit of this goal, we have developed a Quality Policy and Quality Management System that aligns with our business purpose.
Wednesday, March 18, 2009
Brian Lutt Appointed President and CEO of the Jacobson Companies
FOR IMMEDIATE RELEASE
Des Moines, Iowa, March 12, 2009 – JHCI Holdings, Inc., parent of the Jacobson Companies, announced today that Brian Lutt has been named President and Chief Executive Officer. Mr. Lutt will come to Jacobson from Neptune Orient Lines, Ltd. (“NOL”), where he was President of APL Logistics. He succeeds Craig Petermeier, who is retiring.
Denis Nayden, Chairman of the Board of Directors, said, “Brian has a proven track record of strong leadership and building successful businesses. We are extremely pleased to have Brian on board and are confident that the combination of Brian’s broad-based international logistics and transportation experience, together with Jacobson’s strong existing management team, will greatly enhance Jacobson’s franchise and leading position in the logistics industry. At the same time, we thank Mr. Petermeier for his many years of service and recognize his many important contributions to the company.”
Mr. Lutt was appointed APL’s President of Logistics in October 2005 and was responsible for the commercial, financial and operational activities of the NOL Group’s logistics business globally. He joined APL in 1983 and has held a range of senior management positions in the United States and Asia. He holds a Bachelor’s degree in International Relations/Political Economics from San Francisco State University.
About Jacobson Companies
Founded in 1968, Jacobson Companies is a leading national third-party logistics (“3PL”) company, providing value-added warehousing, packaging, contract manufacturing, staffing, contract logistics and associated freight management and transportation services. As of today, Jacobson has more than 30 million square feet of warehouse space in 27 states across the United States with approximately 6,000 employees. Jacobson maintains a website at http://www.jacobsonco.com.
For further information, please contact: Mark Larson or Marty Howard: (515) 265-6171
Tuesday, March 10, 2009
Jacobson Recognized by Merial for Successful BPT Implementation
Des Moines, IA – Jacobson Companies was recently honored by Merial Limited for its dedication and commitment to effectively executing their Business Process Transformation (BPT) project. This undertaking included the integration of their Oracle R12 system; the first major milestone of a critical Merial initiative that started more than two years ago.
From design to implementation, Jacobson’s team of dedicated Information Technology associates worked together to effectively implement these changes for Merial. In addition, Jacobson worked tirelessly to integrate the numerous upgrades with our own Accuplus system that ultimately led to securing FDA validation.
“We would like to personally thank the Jacobson Companies for its commitment to Merial and helping make the BPT project a success,” said Steve Mahoney, BPT Executive Sponsor for Merial Limited. “Not surprisingly, the benefits of Jacobson’s efforts are already visible,” he added.
Merial is a world-leading, innovation-driven animal health company, providing a comprehensive range of products to enhance the health, well-being and performance of a wide range of animals. The successful Jacobson - Merial partnership started in 2001 and continues to grow each year. Currently, Jacobson provides warehousing and staffing services for Merial at our Memphis, TN and Delano, PA facilities.
“Thank you again for all of your efforts and dedication to Merial, as it is a true pleasure to work with a partner you can count on,” said George Lamoree, Director of US Distribution & Logistics for Merial Limited.
Wednesday, February 11, 2009
About Jacobson Co.
With world-class technology as the backbone of our solutions and service. Integrating systems and providing real-time information to help reduce cost by moving your products to market as efficiently as possible.
Our Can Do culture is rooted in customer service, flexibility and innovation. It’s been that way since the Jacobson organization was launched over 40 years ago. Ours is a rich tradition of redefining service for the supply chain management industry.
Our integrated service offerings include:
Our Can Do culture is rooted in customer service, flexibility and innovation. It’s been that way since the Jacobson organization was launched over 40 years ago. Ours is a rich tradition of redefining service for the supply chain management industry.
Our integrated service offerings include:
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