Logistics Spotlight
By TaShawn Mack
In 2025, I’m looking forward to enhancing efficiency and operational excellence in our logistics processes. My focus is on reducing downtime, improving scheduling accuracy, and optimizing resource utilization to ensure timely and cost‐effective delivery of customer orders. For the company as a whole, I’m excited to contribute to initiatives that enhance customer satisfaction and drive profitability, such as improved inventory management and streamlined supplier relationships. These changes will position us to handle increasing demand while maintaining service quality.
While we handle many challenges effectively within our team, the biggest issue is the lack of a centralized system that connects all parts of the operation, both within our department and with other areas of the company. For example, material handlers rarely interact with the distribution team, and there is limited visibility into how logistics connects with production or sales. This disconnect makes it harder to see the full picture, which can result in misaligned priorities and inefficiencies. Other areas can help by fostering stronger collaboration between logistics and other areas, like production and sales, through better communication channels or cross‐functional meetings, which we have already started to do.
We are aiming for operational improvements, particularly in how we consolidate materials for shipping. By improving shipment consolidation, we can reduce redundant trips, optimize freight costs, and maximize truckload utilization, directly contributing to improved cost efficiency and bottom‐line savings. These changes will enhance our departmentʹs ability to support profitability goals while maintaining high service standards.