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Freight’s Global 100

David Congdon O

President & CEO, Old Dominion Freight Line

ld Dominion Freight Line has been a model of how a haulage and logistics firm can thrive during tough economic times.

Its latest quarterly financial report saw it post record

revenues for the period, at just under $500 million, a 25% year-on-year increase. John Congdon has worked at the company created by his grandfather for over 33 years and was appointed

CEO in 2008. He is credited with steering the trucker through the

difficulties of the recession, but understood that with declining volumes, the less-than-truckload segment would become increasingly important to shippers. One industry observer named Old Dominion Freight

Line as the “darling of the LTL business over the past five years”.

Scott Davies Chairman & CEO, UPS S

cott Davis joined UPS in 1986 following its takeover of the technology company II Morrow, of which he was CEO.

He left UPS in 1998 to join a reinsurance company,

returning to the integrator as vice-president finance in 2000. He took the top slot in 2008, and is also a director of technology company Honeywell. Under his helm, UPS has become one of the most

environmentally aware transport companies. It employs nearly half a million staff, and uses more than 500 aircraft to deliver freight and packages to

some six million customers. UPS, which is the official logistics partner for the

2012 Olympic and Paralympic Games, has also made the word “logistics” almost a household term with its

We ♡logistics marketing campaign. Its proposal to be the official logistics provider for

London Olympics included an unprecedented commitment to employing zero-emission transport technology, and London residents have become used to being surprised by silent trucks creeping up behind them.

Michael Dell Chairman & CEO, Dell D

ell may have been eclipsed by Apple in recent years in terms of high street sales and brand success, but its founder, Michael Dell,

revolutionised the way twenty-first century supply chains would work. He correctly understood the way in which business-

to-consumer logistics would become one the most important emerging sectors of logistics. In his autobiography, Straight from Dell: Strategies

that Revolutionised an Industry, he relates that the one single most important mistake that he made in his

career was that for a brief period in 1993 the company hoarded too much stock. Dell has developed a strong relationship with both

its suppliers and customers that allows it to ensure that computer components are available from suppliers to meet customer demands. It also ensured that a system was in place to get the

product shipped and delivered to the customer effectively and efficiently. It is this direct customer focus that resulted in Dell’s competitive advantage.

IFW-Lloyd’s Loading List | Freight’s Global 100 | 2012 13

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