Conclusion

After analyzing the operations of Fast Track Logistics, both through online research of the company and industry, and interviews with manager Steve Turso, our team has been provided with the opportunity to learn firsthand what goes into managing the operations of a business, in this case a third party, non-asset based, broker of transportation program services that coordinates the packing and shipping of a customer's goods.

On time delivery and quality continue to rank as the most important competitive priorities.  Without shipments arriving on time and in the same condition they were in when initially shipped, customer satisfaction would decrease, leading to a loss of customers, and ultimately, negatively hurting the company.  Fast Track also places a great deal of importance on customer satisfaction; without the customer there would be no company.  In doing so, Fast Track has adapted to the wants of customers by moving to an electronic communication based system, rather than communicating with customers via telephone.  Additionally, Fast Track works to consistently keep the customer updated on the status of his or her order through the use of automatic emails sent via Sanford, Fast Track’s personal information system and database.

In addition to the focus on customers, Fast Track also realizes the importance of the relationship they have with their carrier which is responsible for the physical transportation of orders, UPS Freight.  Having evaluated the various options in shipping companies, as a result of the positive record UPS Freight maintains, the selection of UPS Freight helps Fast Track to further insure that orders will not only be delivered on time, but that the items will also arrive undamaged.  Furthermore, although UPS Freight is viewed as Fast Track’s main supplier, other entities also serve as suppliers to Fast Track, such as Comcast for telephone and internet, and the software developer. 

As with any company, recommendations for improvement will always be present. Such recommendations would be to train another employee on how to provide rate quotes for perspective customers in the event that Mr. Turso is out of the office, and to possibly utilize social media to further extend communications with already loyal customers.  It should however be noted, that although recommendations exist, as a small company with five employees that was only formed ten years ago, with sales expected to reach seven million dollars this year, there is no denying the success of Fast Track Logistics and their operations. 
           Again, we would like to thank Steve Turso and the staff of Fast Track Logistics for their willingness to meet with us and their interest in helping us to better understand the role of operations management by applying it to an actual business.