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<blockquote data-quote="hypocrisy" data-source="post: 741143" data-attributes="member: 9500"><p>My response would depend on the working relationship I had with the center manager and the tone of the meeting. Obviously this is part of the "Strategy and Measurement" tactic to "train our people to operate with a profit-and-loss mindset", and not something the center manager came up with on his/her own.</p><p> </p><p>Since everyone was having this enlightening meeting, I would try to not feel singled-out. If it was coming from someone I had a good relationship with I would probably take the time to address some of the areas where his Center team had directed me to do things that inflated his costs or delays such as preload not being wrapped, other drivers not performing proper pre-trips on the car I was driving causing me to have a shop call, poor load quality, misloads I was directed to deliver that were 9 miles off my route etc. </p><p> </p><p>I would also reassure him that I would do everything possible on my end to improve while perfoming all of my requirements especially DOT pretrips/postrips etc. I would try to keep the tone of the meeting as pleasant as possible without kowtowing.</p><p> </p><p>If it was someone I had a poor working relationship with I would just laugh and say I'm glad I don't own any UPS stock and watch him steam.</p><p> </p><p>This reminds me of how I once had an on-road say to me after we were done delivering 150 stops and started pickups that "Now's the only time you're making money for UPS!!". It's sad that Management can be so blind as to see the delivery part of our business as only a costly nuisance. I understand constructive dissastisfaction and the drive to reduce costs, but I believe our costs are reduced enough and it's time to put <strong>Service</strong> back into United Parcel Service. Service is having a relationship with your customer, not just performing the required task and moving on asap.</p></blockquote><p></p>
[QUOTE="hypocrisy, post: 741143, member: 9500"] My response would depend on the working relationship I had with the center manager and the tone of the meeting. Obviously this is part of the "Strategy and Measurement" tactic to "train our people to operate with a profit-and-loss mindset", and not something the center manager came up with on his/her own. Since everyone was having this enlightening meeting, I would try to not feel singled-out. If it was coming from someone I had a good relationship with I would probably take the time to address some of the areas where his Center team had directed me to do things that inflated his costs or delays such as preload not being wrapped, other drivers not performing proper pre-trips on the car I was driving causing me to have a shop call, poor load quality, misloads I was directed to deliver that were 9 miles off my route etc. I would also reassure him that I would do everything possible on my end to improve while perfoming all of my requirements especially DOT pretrips/postrips etc. I would try to keep the tone of the meeting as pleasant as possible without kowtowing. If it was someone I had a poor working relationship with I would just laugh and say I'm glad I don't own any UPS stock and watch him steam. This reminds me of how I once had an on-road say to me after we were done delivering 150 stops and started pickups that "Now's the only time you're making money for UPS!!". It's sad that Management can be so blind as to see the delivery part of our business as only a costly nuisance. I understand constructive dissastisfaction and the drive to reduce costs, but I believe our costs are reduced enough and it's time to put [B]Service[/B] back into United Parcel Service. Service is having a relationship with your customer, not just performing the required task and moving on asap. [/QUOTE]
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