R & L Carriers was an account of mine. Like you, they have many different types of relationships to fuel their growth and bottom line, to deliver on promises to increase their productivity and efficiency, to unload tasks that are better done on an outsourced basis. With thousands of employees, power units, and terminals nationwide, I interacted with many project managers, third party consultants and the staff of multiple departments around the country. We worked successfully in various groups, and as confidence increased so too did the number of business processes that R&L outsourced during my tenure as their Account Executive.
The decision-makers at R&L evaluated internal and external performance, constantly judging how well their direct reports managed outside service providers like me. Keeping everyone on task was challenging daily, as was meeting the expectations of those I never met but who passed judgement.
My colleague John Kelly oversaw my work with AON clients like R&L and he wrote:
Frequently, you may find that you need to look for more partners. Some of them might try to impress you by promising to save money. That can be a double-edged sword. Will the new party bring to the table something that is superior to the one being replaced? This is where suppliers like me need a clear understanding of your vision and business goals.
Can we leverage our solutions to help you grow customers and sales? Make work productive and operate more efficiently? Increase your profits? Build the asset side of your balance sheet? As our partnership develops, we should be working to maximize the impact of our services to your bottom line.