DC Velocity - September 2018

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Lucas is proud to help Rotary Corp. grow it’s parts distribution business and meet customer demands for same-day shipping. As part of a DC reconfiguration, Rotary installed the Lucas Mobile Work Execution system alongside a legacy WMS. Rotary has reduced DC labor costs while boosting hourly pay, increasing shipping volumes, and achieving a better than 99.9% same day shipping rate.

Read The Case Study

Learn how Lucas has helped Rotary transform operations to meet customer demands while reducing labor costs. lucasware.com/customer-successes/rotarycorp

@Lucas_Systems Lucas Systems
www.lucasware.com 724-940-7000
Rotary Cut Labor Costs
And Increased Same Day Shipping

30 DC VELOCITY SEPTEMBER 2018 www.dcvelocity.com
conceived notions about customer
service.
QCan you speak to the growth prospects for XPO’s trans-At-
lantic supply chain? Will there be
deeper integration between your
U.S. and European operations?

AWe had a big acceleration in sharing best practices that
started about 18 months ago when
we finished merging our infra-
structure. That sped up collabora-
tion across the company. I’ll give
you some examples. We saw an
opportunity to export our last-mile
expertise, and now we have operations
in five European countries. We’re scal-
ing up automation in our DCs on both
sides of the Atlantic. Our large multina-
tional customers like seeing consistent
standards applied around the globe.

QXPO is looking to expand inter- nationally, but those plans don’t
include Asia. What may change your
mind?

A Nothing is ever off the table, including Asia. But it would require intense management attention. And we wouldn’t be the big kahuna there. Asia is a huge potential market that we can’t ignore, but there’s still a ton of opportunity for growth in North America and Europe, and at lower risk.

QWhat areas of XPO’s business do you feel need shoring up? A For the past several years, our focus has been 100 percent on integration and optimization. Nothing needs shoring up. But if you’re talking about continuous improvement, that’s a different story. Hopefully, we’ll never be satisfied with our current state, whatever that may be. We always want to get better.

QIs there a strategic holy grail for XPO? Do you have a vision of
when you might say, “OK, this is the
end game. This is what we set out to
accomplish”?

AEveryone at XPO is on board with the goal. It’s very clear. Our job is to help customers move goods through their supply chains in the most efficient way possible. We operate in an address-able market of about $1 trillion worldwide, and we have less than 2 percent share. We have a long way to go.

QXPO has been in a running battle with the Teamsters over issues that include, but go beyond, the union’s organizing efforts. Is there any common ground you can achieve with organized labor here as well as in Europe? A That’s for our employees to decide. Our efforts are focused on creating the best possible workplaces.