Over the past decade, Schneider Logistics has grown into a multi-service international logistics company. This growth was achieved partly through acquisitions of other logistics operations and also through the organic development of a wide range of services.By George Lauriat, AJOTAJOT: In April, Schneider Logistics announced that it completed the integration of the four logistics companies (American Port Services, Powers Transportation, American Overseas Logistics and BaoYun Logistics) that began back in 2005. Could you explain a little about these acquisitions and how they have enhanced Schneider Logistics services? Secondly, from a strategic point of view, Schneider Logistics, in a relatively short period of time, has become a major player in international supply chain logistics – with the integration of the entities now complete, is Schneider Logistics looking to expand through acquisitions to other regions (more in Asia, South America or
Eastern Europe) and/or additions of other services? Todd Ericksrud - VP Global Logistics Sales, Schneider Logistics: Our strategic acquisitions within the last three years have significantly built out our international service offerings.  Now, as one company, we present a single-source solution for our customers’ international supply chains—from a shipment’s critical first mile to its final destination. As a result of Schneider Logistics’ strategic acquisitions and successful integration, the company provides comprehensive door-to-door logistics services, including transportation management, freight brokerage, air/ocean freight forwarding, customs house brokerage, transloading and distribution, supply chain management, supply chain advisory services and freight audit and payment (Europe)—all under the Schneider Logistics logo. Customers in North America, Europe and China are benefiting from Schneider Logistics’ unique combination of domestic and international services for their door-to-door needs.
We have a formal process to vet through our strategic expansions. Schneider ended up in both Europe and China by continually monitoring the global supply chain challenges and talking to our customers about ways we can help them manage their global transportation needs. Our future expansions will follow this same approach. AJOT: One of the real challenges facing transportation providers like Schneider is coping with increasing fuel and fuel related costs as well as environmental concerns. What has Schneider done to help address these formidable issues? Secondly, frequently in US transportation, there is a weak leg of empty miles, what does Schneider reduce empty miles and improve
operating efficiencies?
 Dave Howland - VP Intermodal & Rail Management, Schneider National: Schneider, best known for its orange fleet, is committed to operating as “green” as possible. Schneider National and Schneider Logistics are both partners with the United States Environmental Protection Agency’s SmartWay program. Part of our green initiative includes reducing fuel consumption and emissions. One way to improve the fuel effectiveness of the supply chain is by utilizing rail operations. With the continued rise in fuel costs, our intermodal division is able to step in to help reduce the distance traveled on highways and help the supply chain find new opportunities to expand in its use of the rail network. In doing so, Schneider National Intermodal is also able to help reduce empty highway miles and improve load ratios.
AJOT: A major asset in Schneider Logistics’ business is the RLC (Regional Logistic Centers). Could you describe how the RCL’s fit into Schneider’s overall service scheme? Mitch Weckop - Sr. VP & General Manager, Schneider Transportation Management: To date, Schneider has five Logistics Centers. They are located in Chicago, Atlanta, Toronto, Reno and Dallas. Chicago was our first logistics center and it started as a pilot in early 2006. We worked first to evolve a