Corporate Redesign

I spent over 13 years at FedEx Freight, the less-than-truckload (LTL) segment of FedEx, where I developed a deep understanding of operational efficiencies and customer satisfaction. Collaborating across multiple departments, I addressed customer pain points by creating impactful operational solutions. My ability to drive meaningful change led to my role as Advisor - Program Management, where I was entrusted with overhauling policies, procedures, and reporting systems to significantly reduce claims dollars spent year-over-year, enhancing both operational efficiency and financial performance.

The organization relied on outdated methods to identify and report lost or damaged shipments, with no modern policies or technologies in place to streamline the process. Some service centers accumulated trailers full of unidentified shipments. Gaps in both procedures and systems caused a lack of transparency and accountability, especially during peak operational times. As a result, unidentified shipments could sit unaddressed for days or even weeks, leading to unhappy customers unable to meet their own commitments and wasted internal labor hours spent tracking lost freight.

The following gaps were identified during the operational flow analysis:

• During peak operations, shipments were often placed aside with no research.
• Incoming trailer numbers were not matched with the over shipment.
• There was no reporting mechanism to hold operational leadership if over shipments were not identified or researched timely.
• Administrative employees received little information to properly investigate and place shipments to the proper customer.

Knowing that accountability and transparency significantly contributed to the inability to deliver shipments to the right customer, I determined that the timely, proper idenfitication over shipments would lead to faster claim resolution and reduced administrative labor hours.

Creating a data-driven operational process, with an emphasis on accountability and transparency, would provide managers and executive leadership the reporting they needed to reduce claims costs and reduce labor administrative labor hours.

Though the operation was using legacy technology, there were data capture mechanisms in place that I could build upon. The database could capture the immediate identification of unknown shipments by the operational employees, including characteristics of the shipment, item numbers, where the shipment was found, etc. 

As I mentioned, if an administrative employee knew which trailer the shipment came from, they could research shipments from the previous service center, identify common shippers, and investigate shipments that were noted as short. When trailer information was missing, it was difficult to narrow research and reduce the time investigating.