Jeff Ebens, Mba Email & Phone Number

Waukesha, WI, US

• Mobility Transportation Specialists LLC is a Non-emergency Medical Transportation Service. What is Non-Emergency Medical Transportation?Non-emergency medical transportation is for patients who require specialized.
• Non-emergency medical transportation.
• Transport technicians, more than just a driver, are specially trained professionals certified in CPR, First Aid and Defensive Driving. All drivers are in complete uniform and utilize industry-leading technology to.
• Door-to-door (bedside to doctor side) customer service.Wheelchair/Paralift:
• Service offering is specifically designed for the physically challenged. Door-to-door (bedside to doctor side) customer service.Vehicles:We take pride in everything we do, and it shows with our drivers and our fleet..

Chicago, US

• Responsible for on-time shipment attainment (SCOT metric – ship complete on time).
• Manage communication of order status to internal stakeholders.
• Work with Sales, Order Management and Production teams to ensure that shipments are made in line with internal and external customer requirements.
• Drive semi-finished goods configuration schedules to meet shipment requirements.
• Promote continuous improvement concepts within Distribution Center, Order Fulfillment, Export and Shipping departments.
• Work with Materials Team and partner 3rd party providers to optimize inventory availability and order fulfillment rates (both for customer orders and inter-organizational service orders).

• Directed $20 million Gehl Transportation program (International and Domestic segments).
• Rebid LTL transportation mode under common Czarlite tariff to optimize LTL carrier costs by freight lane. Recognized savings of $500,000 annually as LTL freight cost per pound was reduced 15-16% from baseline levels.
• Rebid truckload transportation mode to secure freight rates that were aligned to prevailing market levels on outbound freight lanes. Recognized savings of $250,000 annually as outbound truckload freight cost per mile.
• Instituted core carrier program for all domestic transportation modes (truckload, LTL, parcel, air).
• Developed and deployed Gehl Company routing guide for usage on inbound supply chain moves. Further expanded to include Tier II supplier movements and supplier-direct shipments to end customers.
• International metric reporting improved to isolate key cost drivers. Shipment visibility enhanced for complete door-to-door movements.

• Directed $28.5 million revenue account in calendar year 2006. This represented a 38% improvement from the 2005 revenue level.
• Profitability level within the Charter Steel account improved from 6% of revenue to 9% of revenue (profit after full overhead burden).
• Successfully renegotiated Charter Steel contract in 2006. Newly approved rate structure enhanced revenue by $800,000 annually.
• Profitability level within brokerage truckload segment improved from 7% to levels consistently exceeding 16%.
• On-time delivery performance routinely trended at +98.5% for the account. Delivery network modified to support JIT delivery requirements for Charter Steel customer base.
• Backhaul empty miles reduced to 14% of all miles traveled for the fleet when considering over the road and regional driver groups. Baseline empty mile trend ranged from 17-20%.

Hedehusene, Denmark, DK

• Re-engineered North American static truckload milk runs to support lean manufacturing initiatives. Annualized freight savings exceeded $750,000.
• Designed pool distribution program for Southeastern U.S. region. Annualized savings potential surpassed $300,000.
• Aligned DC aftermarket part/accessory shipment schedule with weekly finished goods movements to Alaska and Hawaii regions. Allocated freight to intermodal providers and synchronized with steamship/barge schedules.
• Deployed dynamic load optimization program using i2 Technology modules for dealer finished goods shipments. Annualized transportation savings in excess of $100,000.
• Developed and implemented freight payment program for audit and general ledger coding of all freight invoices. Year one savings were $80,000.
• Supplier routing guide updated to reflect optimal service providers by shipment mode for the entire Bombardier Supply Chain. Mode and carrier compliance program established.

Zurich, CH

Developed and executed daily outbound distribution plan using sales forecast and production output schedules. Transportation plan optimized based on confirmed unit shipments. Order configurations validated in oracle to ensure shipment integrity. Hardware and software items are transacted in oracle to relieve inventory accounts and to launch shippable.

Documented freight payment system requirements. Mapped process flows for present and future operations. Defined project scope, project timeline, and Support Department deliverables. Networked with IT Group to develop process analysis and test plan documentation. Developed and executed business implementation project plans for new customers. Coordinated.

Scottsdale, Arizona, US

Analyzed customer change requests and developed bid proposals in conjunction with Project Leader.Formulated project schedules and coordinated hardware configuration, database modification, and system integration activities. Aligned customer warehouse management system (WMS) requirements with RedPrairie product development initiatives and industry.

Deployed VRP (Vehicle Route Planning) Optimization system at the FedEx Home Delivery prototype terminal; Monitored EDI transmissions and established compliance reporting methods for the FedEx Home Delivery project.Tested and documented project modules in support of the VRP Optimization system. Functional specifications reviewed to determine end-user.

Uniontown, Ohio, US

Managed staff of 24 within an Industrial Transportation and Warehouse environment. Managed $1.5 million revenue operation while attaining profitability levels exceeding 15%. Developed comprehensive freight analysis program and instituted optimization strategies which resulted in transportation cost reductions of 10% annualized.Reengineered production and.

Supervised staff of 30, covering operations in eastern Iowa market.Managed $2.4 million net revenue operation while attaining year-to-date operating ratio of 86.24 in 1995, a historical best for the Cedar Rapids terminal.Directed sales program throughout a 26% average annual growth rate since 1991.Modified sales strategy with new and existing account base.

Masters, Business Administration

Bachelors, Operations Management