PhotoS CourteSy werner enterPriSeS
he said. “If a shipment should go by train, we’re going to be the first to recommend it. If it should go by plane or barge or truck, we’re going to recommend that. So this technology we have allows us to take a lot of expense out of our customers’ network without always having to do it only through the rates per mile.” Te company’s logistics expertise means
it can offer services beyond trucking. It also works with employers and economic developers in Nebraska and other parts of the country to help companies determine where to build distribution centers and stores in order to reduce transportation and distribution costs. “Tat’s really a trend that’s gained a lot of
momentum, and something we think we’re particularly good at,” Leathers said. “And it’s also a good example of something that separates us from a trucking company that
maybe focuses just on trucking because we want to be able to design the solution, consult on the solution, but then also deliver the solution physically with our trucks and our trailers, and we can do all of it from start to finish. We think that makes us pretty unique.”
HUMBLE BEGINNINGS C.L. Werner left his family farm in
Petersburg, Neb., in 1956, sold his car to pay for his first truck, and began hauling cargo for other trucking companies that was exempt from trucking regulations, including grain, watermelons and fence posts. Tose humble beginnings continue to
define the company. Werner Enterprises spends $175 to $250 million a year on capital expenditures while still remaining essentially debt-free, when its cash on hand is taken into account. Leathers acknowledged that the
company probably would grow faster were it more comfortable with taking on debt, and Wall Street certainly would prefer it, but its responsible practices offer its employees stability and assurance. C.L. Werner is still involved in the
company as chairman emeritus, and his four children also have played important roles. Son Gary, the oldest, is chairman. Another son, Greg, is chief executive officer and vice chairman. Two other children, Gail Werner-Robertson and Curt Werner, have been involved. About 40 percent of the stock is owned by the family, which means the company can look past the next quarterly earnings report when it makes its plans and defines its vision. “Everything starts with the family,”
Continues NEBRASKA TRUCKER — ISSUE 3, 2014 —
www.nebtrucking.com 15
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28