Atlas Logistics is committed to developing people to better collaborate on solutions for a client's supply chain. From left: Ben Johnson, Manager, National Accounts, Matt Van der Linde, Vice President, Business Development, and Megan Rinearson, Manager, Logistics Services.
You might say the Atlas Logistics® strategy is working with the power of threes. It brings strengths in freight brokerage, project management, and specialized transportation. And it bolsters them with a focus on three areas.
Technology is a competitive prerequisite for sustainable growth, and advances are ongoing at Atlas Logistics.
The operating system for brokerage has a new load board interface—providing more shipment visibility with carriers and freight providers.
A macro-point interface now enables tracking of Atlas loads via the driver’s mobile device.
An upgraded system for estimating STG shipments provides answers automatically; agents input data and quickly see costs.
An outmoded operating platform at Titan® Global Distribution Systems, the project management arm of Atlas Logistics, will soon be replaced with a system that cuts redundant data-entry and makes it easier for clients, as well as vendors, to do business.
“As the business continues to grow, having people who can nurture that growth becomes more important,” says Matt Van der Linde, Vice President, Business Development. “We continue to train the Atlas Logistics sales people to sell all brokerage and Titan service offerings. And we’re getting more Atlas Agents involved in logistics and with Titan business.”
“Cross-training is helping us become more responsive to customers,” says Phil Wahl, Senior Vice President & General Manager, Atlas Logistics. “Ideally, any employee can have the ability to broker loads, get involved in final mile solutions, and provide supply chain answers. We’re developing people so they can flex and add value to our service.”
The pool for new talent goes beyond the Atlas organization; people outside can bring a perspective that is especially valuable. Nor is it limited to those who will relocate.
“The right employee can work remotely,” says Phil. “We have the technology to make it look like they are sitting in our office.”
Diversifying the Business Mix.
The third strategic move, to grow and diversify the business mix, is yielding results as well.
“We’ve added close to 50 new clients this year, and we’ve seen total top line revenue grow by over 28 percent,” says Matt.
To get ratios into better balance, some of the vertical markets are being leveled out. For example, an increased focus on additional vertical markets complements core markets in hospitality and containerized household goods.
“Diversification is a good thing, even if some segments are growing relatively less than before,” says Matt. “It’s a sign of good health. It sets the stage for sustainable growth. Sustainability is key.”
“We’ve seen steady, aggressive growth since the company launched in 2012. We’re aiming for that growth to continue with our emphasis on technology, talent, and diversification.”
Phil Wahl Senior Vice President & General Manager Atlas Logistics