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 transportation from one location to another, and who do not require medical intervention/treatment or rapid transport to an emergency facility. Mobility Transportation Specialists LLC specializes in safe, sensitive and secure transportation. These services are offered 24/7/365. We offer a complete line of transportation services including:Ambulatory:•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 safely transport our customers to their destinations. •Door-to-door (bedside to doctor side) customer service.Wheelchair/Paralift:•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 safely transport our customers to their destinations.•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. We have brand new passenger vans, offering Five-Star crash ratings, side airbags and flex fuel compatibility. Every vehicle is dispatched, monitored, and tracked using GPS technology and the latest in fleet safety. We’ve even installed first aid kits and seatbelt cutters in every one of our company vehicles.We guarantee clean vehicles every trip, every day. By putting our vehicles on a cleaning rotation and demanding that both inside and outside are spotless, shiny, and neat - How’s that for service?

• 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).• Enforce Corporate Logistics routing guidelines within GE - Tower Avenue facility.• Establish and maintain focus on safety. ISO procedures established/approved/updated as required.• Order fulfillment process benchmarked to drive efficiencies within DC.

• 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 was reduced 10-12% on average from baseline levels. Common truckload fuel surcharge schedule developed and used throughout truckload mode. • 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. • Synchronized UPS WorldShip and middleware applications with Gehl ERP invoicing module to systemically capture an additional $250,000 annually in freight cost recovery. • Recognized another $45,000 per year in cost avoidance by reducing UPS post-manifest accessorial charges in areas of additional handling, residential and address correction. • Improved freight pay process using electronic invoicing linkage and automated general ledger code assignment. Truckload match pay freight invoice process developed.• Established metric reports to benchmark freight cost trends by mode, plant/DC, movement and carrier.

• 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%. • Oversaw all maintenance activities for dedicated fleet comprised of 125 power units and +200 trailing units. All PM schedules, Federal annual inspections, license renewals and permitting requirements were monitored for ongoing conformance to Federal, State and company standards. • Administered all DOT, OSHA and EPA compliance programs for the Charter Steel account.

• 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 resulting in annualized savings of $100,000. • 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. • Managed day-to-day production part expedites and returnable container movements in concert with plant JIT and kanban requirements.

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 orders. Assisted with the daily expedition of parts through the production and distribution functions. Audited and approved completed orders within the software fulfillment function.

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 freight payment process improvements for installed client base.

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 compatibility standards. Consideration given to customer's business model, objectives, time schedules, pay back periods and expectations. Managed P&L of project. Completed month-end invoicing and monitored accounts receivable trends. Assisted Director with development of monthly manpower plan for upcoming project events.

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 compatibility. Project modifications implemented to improve overall system functionality. Developed and refined FedEx Home Delivery operational processes and administrative procedures. Assisted in drafting FedEx Home Delivery training materials. Assisted with field rollout of FedEx Home Delivery project throughout March 2000. Vehicle Route Planning system was successfully launched in 62 terminals.

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 service expediting functions to recognize a 50% reduction in daily-expedited parts. Launched Consignment/Public warehouse program, which resulted in FY 1999 annualized revenues of $250,000. Directed integration of WMS into existing warehouse operation.Implemented an on-site Flow-Through warehouse operation in support of John Deere JIT delivery initiatives. Returnable Container program operated in concert with all production schedules. Daily production-order accuracy exceeded 99%. Established local metric reporting formats and monitored to ensure that identified productivity, asset utilization, and cost reduction goals remain on target.

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 resulting in quota attainment of 106% in 1996 and 111% in 1995.Coordinated pickup and delivery operation to consistently attain +99.0% local service levels. Re-engineered work areas as required by doubling of route structure during last three-year period. Networked with parent hub to ensure efficient line haul moves.Implemented on-van communication project designed for satellite delivery data retrieval.Established compliance programs for all applicable DOT, OSHA and EPA regulations.