Author: Logan

Priority1 strives to go beyond simply offering jobs. We foster careers by creating a great working environment for our team members. We hire talented individuals who will provide the best support and can quickly adapt to the rapidly changing world of logistics. These talented men and women drive our business, and we are committed to their success.

Our Territory Manager position is an outside sales role where our company representatives engage face to face with potential customers, learn about their product lines, their operational processes and how they go to market with their products. Our goal as an industry leading 3rd party logistics company is to leverage our pricing expertise and technology to create efficiencies and help our clients with their supply chain.

It’s a fast-paced, competitive environment where your efforts & results are measured against your sales peers and company veterans. Those same efforts and results are also rewarded with the opportunity for promotion within this growing organization.

Aside from a competitive salary, monthly commission structure and annual bonus program, our Territory Managers enjoy other benefits that are unheard of in the logistics industry including:

Monthly Car Allowance + Fuel Expenses
Company Provided iPhone and Laptop.
100% PAID Individual & Family Medical
A Generous Profit-Sharing Program, which historically has paid out at 15% of the total annual compensation.
Entertainment Expenses

And finally, a commitment from Priority1 to continuously train and develop your sales skills with applied industry knowledge to help aid you in your career.

If think you have what it takes to be great in this growing industry, please apply online for the Priority1 Territory Manager Position.

John Sarlo, Director of Sales

Customer specific pricing (CSP) has been around the LTL Industry since deregulation back in the 80’s. In the era of 3PL’s, general pricing programs or blanket programs have provided an opportunity for customers of various sizes to have access to competitive pricing with technology to boot. When Priority1 has a customer that doesn’t quite fit out blanket program, I get excited to share our program that fits their specific need. It’s like something old that becomes new again.

In the past few years, Priority1 has developed an Enterprise Program to equip our team to provide options for those customers that have needs outside our general pricing program.  Once these customers are identified that’s when the fun starts.

In the early days, we may receive an LOA, a few invoices, and a request to give it our best shot. A lot has changed since then. Before we will take on a new Enterprise account the first thing our team will ask for is DATA. I like to think of data as building material, the agreement as a blueprint, and the LOA as the building permit. Once we receive the data we can determine how big or small the project will be.

The amount of data we receive is the difference between building a mansion or a doll house. A building project was the best analogy that I could think of that fits an Enterprise project or customer specific pricing. You cannot build a house without a solid foundation, material, and tools to complete the job. So next time you have a customer that has outgrown your current pricing program. Think about building a program with Priority1 as the foundation, all we need is the material (DATA), blueprint (Agreement) and the building permit (LOA) to get the job started.

Will Sison, Director of Pricing

Priority1 has been in business for over 20 years with a commitment of serving our customers, carrier partners, and employees. What started as an organization to manage our parent company’s transportation (Priority Wire & Cable) has developed into being considered a leader in the world of managed logistics. Priority1 is “winning” not just by delivering consistent financial results but by doing business the right way and taking care of its people. Don’t take my word for it… Priority1 was awarded the BBB Torch Ethics Award for reputable business practices and we were named one of Arkansas Best Employers for how we treat our staff.

Priority1 is focused on continuing our growth as a leader in consultative logistics. We partner with both small and large shippers to optimize their freight spend through technology, people, and experience. Our sales process evaluates needs and proactively address potential issues within a company’s supply chain. To be frank, what company wouldn’t benefit from having Priority1 (whom manages over 3000 businesses transportation accounts) take a look at its supply chain?

Our mission in 2016 is simple and I broke down our focus for the rest of the year in no particular order below:
1. Continue to grow our carrier relationships. Our business exists because of our fantastic partnerships with our carriers. We pride ourselves on several truths that we believe exist within carrier relationships and which hold true for both our truckload and less-than-truckload partnerships.
a. We don’t play a cash flow game with our vendors. It isn’t fair to do so and we are in a financial position that affords us the ability to pay all of our vendors promptly.
b. We do not back solicit our carrier relationships. Our relationships are founded on trust and principal and this is a big no.
2. Continue to engage customers through technology
a. Priority1 focuses on executive relationships with customers in an effort to streamline their transportation needs.
b. We use the leading state of the art software in the transportation industries.
3. Expand the Priority1 footprint
a. Priority1 has a lot of opportunity to increase our sales force and to gain exposure to new major markets.

With an emphasis on partners, technology, and people; Priority1 is looking forward to another record year in 2016!

Dan Berardi, General Manager and COO

Over the past 15 months, the Priority1 Truckload team has gone through a complete overhaul. We have consolidated all of our truckload team under one roof here in the Little Rock Corporate office. It has been very exciting to see the growth of each member of the team over the past year. With the development of each team member, we have really been able to get traction. We are seeing growth each month in the amount of business we are able to do today vs. a year ago. We have added people to key positions and divided the team into two different roles. Matt Watson has been a fantastic addition and manages the customer liaison reps. His team is responsible for handling all incoming quotes and works directly with our sales reps and their customers to quote shipments, build shipments, and follow up on pickup & delivery info. Rob Haynie has been with Priority1 for four years and manages our Carrier Sales team. His team is in charge of booking, tracking & tracing, and collecting paperwork once the load is delivered.

Dividing the truckload team has allowed us to grow and enables each individual to become more successful at what they do.  This has given us the opportunity to focus on smaller portions of the entire operation.  In addition to the team becoming more efficient, we have put a large focus on technology and automation as we move forward. With the addition of using GPS tracking on truckload shipments via MacroPoint, we are able to aid the carrier sales team in tracking and cut down on the amount of call checks that need to be made.  This has provided more time to be spent on booking additional loads and securing more capacity. The next big addition we will be making to the truckload team will be going to an automated form of carrier onboarding. It is a significant investment from an integration standpoint, but the time saved on the back end will help to offset that initial cost.

In the past 15 months we have undergone a number of changes and now we are seeing some success stories with the truckload group. We are setting new records daily! It is an exciting time for the group and has been a lot of fun to see the growth that has taken place so quickly.  As 2016 continues to unfold, we anticipate seeing more growth heading in to the summer and fall months!

Jason Sheffler, Director of Truckload Operations

I love sports.  I love the life lessons it teaches in regards to working together as a team for a common goal, overcoming adversity and pushing yourself beyond your limits. Seeing first-hand how you as an individual and your team stack up against the competition is powerful.

My favorite sport is football.  The weekend that I look forward to more than any other occurs when the NFL Draft is on television.  I record every day of the draft from Thursday thru Saturday and watch it all.  My wife of course thinks I am extremely weird for doing this, but I truly enjoy the draft process.  Seeing the needs of each team, who they select and at the end of the draft, how the players they chose compare to other teams is fascinating to me.  Every NFL General Manager is trying to find that perfect pick: the one that combines unmatched talent and character with a true “team-guy.”  The player that will do whatever it takes for the good of the team.  A great movie that illustrates the process is Draft Day starring Kevin Costner.

The correlation between sports and business is similar in many ways but one of the main links is the idea of creating the right culture.  Businesses strive to create a culture that fosters forward-thinking ideas, opportunities for their employees to thrive and a place where people truly enjoy going to work every day.  A culture is not built overnight.  It is just like building a house.  You must first lay the foundation.  Key players are brought on board to show everyone around them how to work hard, go above and beyond the call of duty, have a great attitude and bring a new energy to the team.  In many cases, over time you start to see other employees “raise their game” and it fosters an environment where people can thrive.  People must also be in “the right seat on the bus” as Jim Collins, author of Good to Great outlines.  Meaning you must match the right employee with the right job.

Here at Priority1 we have spent the last several years fostering our culture and in return we have seen very positive changes.

When a company is able to find the sweet spot by utilizing an employee’s skill set and personality to match the needs of the business, a sustaining and electric culture is achieved.

Troy Lampley, Financial Assurance Manager

Helpful Tips

1. Ensure customers package product(s) appropriately

2. Notify on concealed damage in 5 days or less

3. Gather all required info/backup, and send at one time

4. Communicate through [email protected]

5. Add supplemental insurance (Cargo Cover) to cover carrier liability gaps

Things to Avoid 

1.Copy in the customer on the communication with P1

2. Send multiple emails for one claim (unless email capacity issue)

3. Approve a carrier invoice in variance without reviewing with the customer (avoid OC claims)

General Claims Information

Claims contact- [email protected]

Carrier claim forms can be found on https://priority1inc.com/resources

Claim Timelines- Filing window

• OS&D- within 9 months of delivery date.
• Concealed – within 5 calendar days of delivery date
• Over Charge- Within 180 days of delivery date
• Acknowledgement- 30 days from the submission of the claim to the carrier
• Completion- 180 days from the submission of the claim to the carrier

General Items required for Priority1 to file an OS&D claim:

• Carrier claim form
• Copy of the signed BOL and POD
• Original invoice from the customer, to the consignee, for all products shipped
• Carrier inspection form (if available)
• Pictures (if available)
• If repairable, estimate from the customer including parts, labor, etc.
• Detailed explanation if a complete loss
• Background on the claim situation (if available)

John Redam, Vendor Relations Manager

The necessity of having a strong back office in the transportation industry can be the difference between the success and failure of an Agency.  From start to finish, the companies’ financial stability can be one of the strongest determining factors.  This entails following a shipment through when it is tendered from the customer all the way through collecting and applying payments quickly and efficiently.  If any of the processes are not in sync, it can cause a disruption in business hurting the individual business owner utilizing those services.  It is for this reason that the back office of a company plays such a strong role in the life of an Agent.

Back office support is the financial power house supporting an independent Agent’s business.  It is the reason that many utilize this service rather than operate under their own authority, bond, and insurances.  Choosing the right company to run your business with should not be taken lightly.  When looking at partner companies in the industry, keep these key items in mind:

1. Find the best platform for your business: Make sure your partner has a competitive offering for your type of business
2. Ensure that the company is financially secure: Find reports and reviews about payments to carriers, employee reviews, etc. This is a great place to begin as you will start to see if the company is making payment within terms. Paying Truckload carriers on time is a crucial part of keeping the capacity that you find.
3. Make sure you understand how their back office works: Get as much detail as you can regarding the policies in place and how they handle business. Key factors here will be following a shipment through, how long does it take to invoice a shipment, do they have an active or passive collection team, etc.
4. Know the contract:There are a lot of partner companies that have “hidden fees,” allocated costs, or are completely one sided. Have your lawyer take a look and make sure you are protected under the agreement as well.  A transportation lawyer can help to find, isolate, and negotiate a better arrangement in most cases
5. Finally, negotiate the best profit sharing splits for your business: The marketplace has splits that vary by mode and performance. Know your worth, it can be wise to take a lower split if the back office is so strong that it allows you to go out and do what you do best which is grow your business.

It may turn out that after looking further into your partner company that you are in the best home for your business.  However, if you find yourself questioning whether or not it is in fact the best business to not only sustain, but continue growing, there are plenty of options out there. Many of these solutions can be found at Priority1.  We have both an LTL and TL offering with some of the most competitive splits in the industry.  The financial backing from our parent company keeping us completely solvent.  Living and breathing agreements in which we will work with you to make sure that it is the right arrangement.  Most of all, a place that you can call home, where you and your customers will be treated like family.

Omar Alami- Vice-President of Business Development

Freight class is just one of the variables in calculating an LTL freight rate.  However, it is probably the most misunderstood aspect of LTL rating.  We’ll talk about freight class and the role that density calculations play in determining freight class in this blog.

The National Motor Freight Classification (NMFC) determines class by using four characteristics:  Stowability (the ability of the freight to be stowed in relation to other items), handling (how easy it is to maneuver the freight), liability (value of product), and density.

Dictionary.com defines density as mass per unit volume.  In LTL freight, that definition translates to PCF (pounds per cubic foot).  So, you ask what does that have to do with class and better yet why does that affect my freight? Calculating density accurately tells a carrier how much space your shipment will occupy in the trailer.  The more dense your freight, the lower the class, and the lower the class the lower your rate will be. The less dense your freight is and the opposite will occur resulting in higher rates.

The next time you are trying to determine class, start with calculating your density as it will likely play a role in your class and essentially your rate.  You can use the density calculator on our website under the resources tab if you are unsure of how to calculate your density in pounds per cubic foot.

How to manually calculate density:

Details:

Weight: 2,000 pounds

Dimensions: Standard 48”x48”x48”

Multiply your dimensions together and divide them by 1,728 (1,728 is the total number of inches in a cubic foot).

Ex. 48”x48”x48”=110,592cu”/1,728 = 64cu'

Then take your total weight and divide it by the cubic feet to calculate your PCF:

2,000 pounds/64cu'=31.25 PCF

A density, in  PCF, of 31.25 would calculate out to class 60.

The next time you are trying to determine class, start with calculating your density as it will likely play a role in your class and essentially your rate.  You can use the density calculator on our website under the resources tab if you are unsure of how to calculate your density in pounds per cubic foot.

Michael Catton, Operations & Inside Sales Manager

Priority1 was recently named one of the best places to work in the state of Arkansas. We are honored to receive this award and the foundation of our company is and always will be our employees. Day in and day out, our employees are the face of our company and take care of our customers by providing tremendous support. Our company has experienced tremendous growth in the last 6 years and that growth wouldn’t be possible without our employees.

As our company has grown, we have tried to create a culture where employees feel empowered to take ownership in guiding our company to new heights. Some of the things we do to show our employees how much we appreciate them include:

• Putting 15% of each employee’s salary each year into a profit sharing account.
• Paying 100% of family medical insurance.
• Yearly family outings to Arkansas Travelers baseball games.
• Company Christmas party.
• Very casual dress code.
• Celebrating employee birthdays and work anniversaries monthly by providing desserts for the entire office.
• Cooking breakfast for our employees occasionally.
• Providing lunch for our employees on the last 2 days of our fiscal year in appreciation for all of their hard work.

Our mission is to be the innovator and leader establishing lifelong partnerships with our customers, employees, and vendors by exceeding their expectations through our people, technology, expertise, and value. We want our employees to feel working at Priority1 is a career and not just a job. As we continue to grow, the core of our success will never change: our employees.

Troy Lampley, Financial Assurance Manager

The transportation industry is a very important part of the US economy as it accounts for about 10% of the U.S. Gross Domestic Product (GDP), or $1.6 trillion in revenue. The industry employs millions of workers, moves products, generates revenue; and maybe most importantly, it allows business continuity. Without transportation the economy would come to a halt. The transportation industry is a good indicator of the strength of the economy as it is the nucleus to the transportation of all products and services.

The transportation segment is the heartbeat that keeps the body functioning in today’s global economy. Transportation links together the factors of production in a complex relationship between producers and consumers. Transportation needs are constantly changing much like other industry demands; businesses are constantly looking for ways to streamline their shipping needs as transportation expenses have continued to rise with the increase in fuel and driver shortage. Transportation also impacts the pricing for industry products. A good example of the pricing increase is the recent increases to the price of food. As transportation expenses, like fuel, increase, there will be a direct impact on the price of the product shipped.

Industry demands have a direct correlation with the supply and demand of transportation. While LTL rates are relatively stable over a period of time, Truckload rates change like stock prices. One Truckload example is the seasonality of produce: spring and summer are the peak times for produce and places like Florida and California are hotbeds in the produce season. Carriers provide very attractive rates to cover loads into these markets when produce season is in full swing. Conversely, when produce isn’t an available commodity the demand is low and shipping rates can increase dramatically into these markets. The best way to describe the ebb and flow of pricing is that the shipping rates change based upon the supply and demand of shipping needs within any given market. Carriers typically price a shipment based upon the outbound opportunity of moving their next shipment from the current shipment’s destination.

In summary, while the economy and industry will always change, transportation needs will always be in demand and will continue to adapt to support business needs.

Matt Watson, Truckload Sales Support Manager

 

My name is Mark Campbell and I am proud to be the Accounting Manager here at Priority1, Inc.

I have worked for a number of companies since graduating from college over thirty years ago and I can honestly say that I have never worked for a company that pays its vendors and carriers as quickly as we do here at Priority1.  I attribute this to three reasons:  First of all, it is the right thing to do (see a previous blog by Troy Lampley our Financial Assurance Manager on Business Ethics). This is a motto that we work to live up to every day.  Secondly, having stability and financial strength allows us the ability to pay our vendors and carriers lightening fast. It’s very interesting to me to see one of our telephone bills come in where this particular vendor has given us thirty day terms.  In previous positions with other companies, it has always been those particular companies’ policy to pay on time, but to pay as late as possible. When that bill arrives in the mail, it is immediately approved and placed in our accounts payable system and payment is processed the next day that payments are mailed, which is typically each Friday. The same procedure holds true with all of our vendor and carrier invoices.  We have a great team of employees, and believe me, it takes a team effort to process the volume of invoices that we receive each week and to pay these in such a timely fashion.  We don’t have to wait for our customers to pay us before we can pay our vendors and carriers – From my experience, it is very common in a lot of industries to delay payment and this applies to the transportation industry in particular. And finally, we know that paying our vendors and carriers as quickly as possible will help them to be more successful as cash flow, or the lack there of, is the number one reason that businesses fail in today’s business economy.  Just like saving our customers on their freight costs helps them to be more profitable and successful; paying our vendors and carriers as fast as we do helps them to be more successful and will only add to the long term business relationships that we strive to have with all our partners.

Consider doing business with Priority1 if you are looking for a company to partner with that has the stability and financial strength to pay you as quick, or quicker than any other company in the industry. We do all this because we want all of our partners to be successful, long term, and because paying you quickly is simply the right thing to do.

Mark Campbell, Accounting Manager

 

Since coming on board to Priority1 in November 2012, there has been a strong commitment to grow the direct sales channel with front line, outside sales representatives.  We have added new hires at a rapid pace since February 2013 and are proud to say we now have sales representatives strategically located in markets such as: Chicago, Milwaukee, Indianapolis, Louisville, Cincinnati, Atlanta, Dallas, New York, and of course Little Rock, AR home to our corporate headquarters.

With a heavy focus placed on adding sales representatives to the Midwest Region in early 2015, Priority1 was pleased to promote Mark Samojedny from his Territory Manager position in Chicago into the role of Regional Sales Manager back in January.  Thanks to Mark’s efforts Priority1 will have additional new hires coming on board from the Wisconsin, Indiana, Kentucky, and Ohio markets.

The new hire initiative has now moved to the East Coast where we are in the process of interviewing Regional Sales Managers to take on the task of building sales teams in several markets along the east coast including, but not limited to:  Philadelphia, PA; Newark, NJ and Richmond, VA.  We are very excited for the opportunity to grow our presence along the Eastern Seaboard and will be announcing a new hire in the coming weeks.

The last piece of the “direct sales expansion puzzle” will see Priority1 beginning to recruit another Regional Sales Manager for the Pacific Northwest.  That process should begin in early July 2015 and we could not be more excited to expand our footprint in that part of the country.

John Sarlo, Director of Sales