Bob Johnson Email & Phone Number

Green Bay, Wi, Us

Green Bay, Wisconsin Area

While I was in my first transportation role at a large truckload carrier, I was responsible for drivers in western Wisconsin. I had a driver returning from the east coast. Unfortunately, rounding a curve he could not avoid a collision with a car coming at him. Saddened and distraught about the head-on collision and loss of life, I went down to Fond du Lac to pick my driver up and take him home. That 125 miles had to be the longest trip I’ve made in my life. When you see a family that had their loved ones taken, it changes you. From then on my number one value and focus, number two value and focus, and number three value and focus is on how our employees can operate safely every day. It’s about how we help our people take safety seriously here and at home. As CEO, I have a moral obligation to our team and their families that when they leave home to come to work, they should always return in the same good shape.That’s why I promote a culture where there’s mutual respect, and where team members look out for each other. It’s this culture that creates a trust between employees, both internally and with our customers.

Green Bay, Wisconsin, United States

Chairman of the Board Promotes a Culture That Responds to the Needs of Manufacturers & Their Customers at RGL The What If Logistics Company

Green Bay, Wisconsin Area

I’ve learned that most 3PLs work in a predefined box – they’re going to do things their way and if it doesn’t happen to fit your customer’s needs, “Oh well.” There’s often very little interaction with the manufacturers, and even less with their customers, so they’re unable to optimize the plant warehouse, distribution center or order management flow. They’re not able to synchronize departments to support buyer habits or increase inventory speed.For example, a key customer would purchase from our customer, a major paper manufacturer, in pallet quantities but with multiple 1 or 2 cases of product per order. This was time-consuming because single cases had to be picked out of pallets individually by hand – disrupting future order processing, as well. We met with our client’s customer and showed them that ordering and picking by layers on a pallet would reduce supply chain costs and improve profitability. This is much faster than picking OR receiving single cartons, and the manufacturer’s customer chose this option.This major paper manufacturer also coordinates a large amount of parcel through FedEx, but the 3PL did not have an efficient small order process. Within six weeks, we designed and implemented a software program that was specifically designed for the customer and their FedEx services. At that time, they were using a national WMS provider who mentioned it could take “a year or more, and hundreds of thousands of dollars” for a custom picking program to support their customer’s unique requirements.

Green Bay, Wisconsin Area

With every team I’ve been fortunate to support, I see that it’s the frontline employees who determine how well we care for our manufacturers and their end customers. Instead of worrying about where we can cut our own costs and increase our own profits, I am focused on building and nurturing a “What If” culture:* What If… we made changes in technology and logistics processes to enable employees to make a stronger contribution and positive impact on the manufacturers they serve?* What If… we focused on “the team” when making leadership decisions, and how those decisions impact the employees, manufacturers, and end customers, instead of on the pennies that can be saved?* What If… we promoted continuous improvement in not only the service to customers and the manufacturers’ ROI, but also in how we’re making things easier for the team to get the work done safely and effectively?* What If… our leadership & employees worked together to understand the challenges that manufacturers experience, look for the root cause, and challenge ourselves to measure, forecast, and protect quantified impacts?The “What If” culture that I’ve been helping our leadership team evolve for 17 years has become a critical part of the continuity in service our communities receive. In the new retail environment, manufacturers have tight time schedules from production to delivery. They need to know we have a focus on high levels of service including on time loading and product integrity. Our employees are not only the face of RGL, but in many cases become the face to our client’s customers. This is why we’ve reduced frontline employee churn by at least 20%, providing clients with a large cost savings… that also enables topline growth.

Exton, Pa

Greater Minneapolis-St. Paul Area

El Paso, Texas Area

St. Joseph, Missouri Area

Charlotte, North Carolina Area

Mba

Bachelor Of Science, Engineering

Activities and Societies: Army Football Letterman