Ryder Integrated Logistics: Inventory Deployment and the Operations Manager
Bishop, Matthew K.
MetadataShow full item record
In the early summer of 1996, I accepted a position with Ryder Integrated Logistics (RIL ), a company that handles transportation planning for a number of different companies in many different industries. The largest and most successful branch of RIL has revolved around its contract with the General Motors Corporation. That successful relationship has led to similar working relationships with the other two members of the Big Three as well, the Ford Motor Company and the Chrysler Corporation. RIL has also recently been participating in negotiations with some foreign automakers. This paper will deal with the Ryder-GM partnership. Prior to the forging of the RIL-GM relationship, General Motors had a severe problem with its inbound shipping plan. Their operations plan was continually resulting in large annual capital losses, as well as numerous parts shortages. At the GM-Orion assembly plant, located in Lake Orion, Michigan, RIL stepped in and took over the operations relating to inbound parts for the plant. The first segment of this paper will be a look at the reasons behind the problem that GM found itself with, and a discussion of RIL's inventory deployment plan that allowed it to avoid making the same mistakes as the automaker. Ryder concentrates on eliminating as much storage as possible while relying on technology to monitor part levels and requirements. To do this, RIL employs operations managers that monitor and track routes, parts, drivers and suppliers. That was my position within RIL. Following the inventory deployment section of the paper will be a detail of my duties as an operations manager, as well as where my education helped me in this position.