A lot of planning has been done. The immediate goal, Hawkins said, is to improve efficiencies and cost reductions through terminal cohabitation and consolidation. Shippers, he said, should notice little difference outside of gradually improved transit times lane by lane. The problem Yellow faced was that it had two brands—Holland in the Upper Midwest and long-haul Yellow Freight—competing for the same type of freight.
Enterprise transportation allows servicing that customer with one brand and gives that customer access to the entire Yellow network. It just takes connectors. Yellow no longer breaks out operating statistics by company. Instead, it will have four divisions and 17 operating teams supporting its terminal locations. Analysts say those terminals are gold in an era when real estate is scarce for trucking terminals and environmentalists and others make building new terminals an uphill fight.
Much more than a new name and logo, this rebranding signals our intent to focus on our core business, helping less-than-truckload shippers throughout North America increase the dependability and reliability of their supply chains. Nothing changes except the brand name to simplify our market strategy. Everything else remains the same. Their hard work and determination was the foundation for our success and has contributed to the success of thousands of customers. Loading Comments We are YRC Freight.
And this is how shipping is done. Our Core Values and Vision Statement The beginning of May we launched our core values, vision, and purpose statements. This launch marks the next chapter of the YRC Freight story. Our values matter because YOU matter. Our values are what make us who we are.
They are not goals; they are the principles that guide us in pursuing our goals. Goals are about results, values are about people. The core values video shown above was shot at a working terminal with real employees. According to a June 19, , report by Reuters, R. But it survived, with help from unions, which allowed delayed pension payments in YRC's size alone may have saved it from folding in and With 30, employees, it's possibly "too big to fail," ranking as the No.
Kauffman said the industry and its stakeholders expected YRC to have a tight Q1, because industrial output slowed in And tales of the YRC being "on the brink" may be overstated, Kauffman said, admitting his could be a minority view in analyst circles.
One of the problems in was YRC had big debt, while failing to integrate acquisitions, similar problems that YRC has today with its numerous outlets. Pierson said consolidation began in , to bring independent operating companies together as one: "One company, one network and one management team all rolling in the same direction.
YRC also cut costs and terminals, from to , according to Kauffman. But as the consolidation and cost-cutting came, industrial production slowed, Kauffman said, sharpened by a GM strike in the autumn. Ross said in May he expected YRC's consolidation would serve the purpose of carrying every part as one, to profitability or to doom.
The company faced a problem left over from the previous recession: old equipment. That meant higher fuel and repair bills. The company owns approximately 14, tractors. They are twice the age of the industry average, according to Amit Mehrotra, a Deutsche Bank analyst, speaking to the Times, which meant higher maintenance expenses. And maintenance took the trucks off the road, costing more money. Kauffman figures new trucks could get 2 or 3 miles more per gallon, saving tens of millions of dollars per year.
Plus, they will be on the road more often due to fewer breakdowns.
0コメント