Tom Jacobsen Email & Phone Number

Boise, Idaho, United States

Richmond, Virginia, United States

Responsible for:- Quality assurance for our service centers in North America- Customer satisfaction surveys- Soft skill training for the service center

Boise, Idaho Area

Greater Atlanta Area

Manage 10 staff in Vessel Optimization Services and Booking Control Services.Responsible for:*Managing space on all of MOL Services from North America.*Optimizing the yield.*Create the empty load plan*Establish the demand for containers.*Roll out standard work.*Management of change. - Designed and rolled out a new empty container planning process: Improved the process by developing an automated tool instead of a manual process. At the same time the new system provides one set of numbers for all to use and enable the handovers between the 3 departments involved and sign-off on the full projections and the empty plan. Lastly the system provides a holistic view of the planning across vessels and terminals instead of looking at each call in isolation. - Enhanced the present optimization system with commodity locks: The enhancement enables my team to open and close acceptance of specific commodities so the frontline staff can reply promptly to the customers. As a result the number of exceptions have been reduced by 30% and that has enabled an improvement in our average exception handling turn time from 5 to 1 hours. - Improved our laden utilization from 54% to 62% and our laden utilization rank among our partners from 4 to 1.8, annualized $ 3.1M value . Various changes to our processes were made to achieve the improvement: 1. I created a set of measurements to gain transparency to the incremental cost/benefit of our optimization process. Before we established this measurement, it was extremely difficult to establish the value we provided and as a result the perceived best strategy changed frequently. 2. We created partnerships within the department, so the analysts were supported with better data and empowerment to take calculated risks. 3. Rolled out “safety valve vessels” so mass rolling situations can be contained within 2 weeks.Reporting to the Assistant Vice President, Integration Services.

Charlotte, North Carolina Area

Reporting to SVP of Strategy and Transformation, moved to this new position during critical organizational change to leverage experience rolling out global performance systems. Direct three programmers to identify and develop user data needs. -Identified $2.5 million of actionable waste in movement of empty containers: Didn’t have a system optimizing our distribution of empty containers. Mapped the 400 largest corridors for empty containers with volumes and rates and was able to identify the waste by going through each origin and destination. -Reduced development time of IT tools by 12%, prioritized proposed IT tools based on production time, man-hour and cost savings potential, reduced the North America pipeline from 100 to 50 requests and thereby allowing more time for the team to develop global tools.-Designed a production planning tool to cut terminal overtime costs. It combines vessel scheduling and planning, with anticipated savings of $1.3 million. -Designed a real-time graphic decision making tool which enables terminal operators to identify bottlenecks quickly and avoid unneeded fuel consumption. Being rolled out globally.

Charlotte, North Carolina Area, Usa

Joined the North America Operation Center to provide cross functional, process expertise and analytical knowledge to the newly expanded department. Reported to the SVP and managed 10 direct reports.-Rolled out and global performance system. Had 2 developers in the Netherlands and Singapore reporting to me and we rolled out a comprehensive global performance data system.-Black belt project: Selected to participate in a global initiative, as the North American leader to improve the industry’s key differentiator - on-time delivery (OTD). Led 4 cross-functional teams to improve OTD from 84% to 91%, with a monetary value in customer satisfaction equalling $11.6 million.-Chosen to coach 10 greenbelt candidates to certification. Projects saved a total of $1.1 million. As Six Sigma deployments matured, turned efforts to LEAN/Kaizen events to address waste more rapidly. -Completed green belt projects to improve productivity at Savannah terminal. Engaged the port, a competing line and the terminal operator. As a result productivity per crane increased from 34 to 35.3 moves per hour, saving $0.3 million/year in bunker costs.-Deployed a performance management culture with an intense focus on fewer goals and a systematic approach. Management and the front line staff now work together towards the same goals. -Selected to be the North American Coaching Instructor / Train-the-Trainer for a rigorous coaching program that provides a uniform easy-to-use coaching approach across the organization. - Rolled out a Cost Ownership model in North America which made financial data more transparent and departments more accountable for their costs. This initiative contributed to saving $14.3 million in behavioural costs in 2013 and forward on $1 billion annual spend.

London, United Kingdom

Selected for this global role to relocate to London and manage the empty flow of 1.4 million containers at a cost $1.7 billion. Managed all recruiting, retention and performance of 8 people. -Negotiated agreements with global operation leaders to lower stock factors which increased the number per container from 4.7 to 4.8 over 3 years. Savings $12 million reduced the need for $120 million in investments.-Determined that it can be cheaper to pay a 3rd party to transport empty containers and avoid excessive number of trans-loadings on own vessels. Negotiated constantly with ship brokers and owners, saving $100,000’s every year.-Turned around employee engagement score from the lowest of 7 departments to the highest within three years by focusing on coaching, developing, motivating, challenging and selecting/de-selecting the right team members.

Madison, New Jersey, Usa

Promoted to leverage commercial and operational experience to design logistic products. Represented Maersk in numerous negotiations with other lines.-Created the most competitive products in the market. Saved $27 million per year by combining 4 services which saved 2 vessels in addition to improving the roundtrip transit times with 3.5 days making them the fastest in the industry.

Madision, New Jersey, Usa

Determined prices for textile and reefer cargo between the USA, Caribbean and Central America. Planned production for vessel capacity, scheduling and berthing.

Latvia

Led this upstart company in Latvia, challenged with arranging 100+ intermodal transportations from Latvia to Russia per week. Negotiated trucking and rail rates with vendors.

Master'S Degree, Logistics, Materials, And Supply Chain Management

Master'S Degree, International Business/Trade/Commerce