Ingram Barge Completes Organization Changes— Reports Rapid G r o w th
Ingram Barge Company of Nashville, Tenn., has completed a broad restructuring of its organization to enhance its marketing effectiveness and facilitate efficient administration of Ingram's growing fleet.
Neil N. Diehl, Ingram Barge Company's chairman, in announcing the changes said: "Ingram Barge has achieved great success during the past two years in expanding the size and scope of our dry cargo and liquid barge businesses. We are particularly gratified that this growth has allowed Ingram to participate in new markets while simultaneously preserving the same high quality, competitively priced service that has been our tradition. This restructuring is designed to more effectively channel these acquired capabilities toward our customers." Personnel and administrative resources have been structured around two responsibility centers: The sales and customer service department, headed by Peter E.
Rumsey, responsible for the daily and short-term development of the company's fleet logistics and customer solicitation; and the marketing department, reporting to Craig E. Philip, responsible for the company's long-term strategic initiatives, equipment and corporate acquisitions, and sales support.
Mr. Diehl noted that "the combined efforts of these two departments will provide improved continuity and timeliness of service for our customers, superior fleet utilization and precise identification of strategic marketing and acquisition possibilities. We ultimately expect this restructuring to enhance Ingram's profitability and to lay the groundwork for future growth." Mr. Rumsey has been named vice president of sales and customer service for the dry cargo fleet. The department is organized around modules, located among Ingram's offices at Nashville, Pittsburgh, St.
Louis, Chicago and New Orleans.
Mr. Rumsey noted that "each module includes a sales manager with commodity responsibilities and an assistant manager with geographic responsibilities. By supporting one another's work on a daily basis these teams will bring sales and traffic decision-making closer together." Michael Measells, as general manager, is directly responsible for the coordiantion of the dry cargo program among the various modules.
Orrin H. Ingram, also a general manager, is responsible for Ingram's entire liquid fleet.
Craig E. Philip has been named vice apresident of marketing. The department includes marketing managers reponsible for cost analysis and fleet deployment, market planning and devolement, and acquisitions.
Mr. Philip described these responsibilities in the context of the barge industry's principal strategic dilemma: "Our principal response to the industry's depressed condition has been to use Ingram's financial strength and reputation for service quality as the basis for rapid growth, and expansion into new markets.
"We have doubled in size each year since 1983 and our present operations, involving three dozen linehaul boats and more than 1,000 barges, allows us to more selectively pursue only those portions of the market where rate levels are compensatory.
Peter J. Kopcsak, president of Ingram Barge, announced that Robert H. Livingston has joined the company as vice president of operations. Mr. Livingston joined Ingram from Dravo Mechling, where he held a similar position.
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