Logistics and Supply Chain Consultant, Alloquor Consulting, Los Angeles
Greater Los Angeles Area
- Current
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- Logistics Consultant / Supply Chain Consultant at Alloquor Consulting
- Past
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- Logistics Cost Reduction and Methods Improvement project at Keyes Fibre
- Reverse Logistics Process & Systems Improvement project at EZ Shipper Racks
- Supply Chain Strategy project at Line 6
- Supply Chain Strategy project at ATEN International
- Logistics Cost Reduction project at Point.360
- Vice President of Enterprise Systems at Sameday.com aka Shipper.com
- Transportation Management System Implementation project at Compaq Computer Corporation
- Supply Chain Consultant at Andersen Consulting (now Accenture)
- Transportation Management Systems Assessment project at Moore Wallace
- Transportation Management System Selection project at US West Telecommunications (now Qwest)
- Transportation Management System project at Hewlett-Packard
- Logistics Consultant at Ernst & Young LLP (now Cap Gemini)
- Reverse Logistics Process Assessment project at Seagate
- Process Improvement project at Nissan North America
- Logistics Cost and Service Optimization project at Warner/Elektra/Atlantic WEA
- Transportation Cost Reduction project at Custom Building Products
- Logistics Management at JB Hunt Logistics
- Vehicle Logistics Cost Reduction at Mazda Motor of America
- Routing Analysis at ABF Freight System
- Education
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- University of Arkansas at Fayetteville
- Recommended
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3 people have recommended Thomas - Connections
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- Industry
- Management Consulting
- Websites
Thomas Phelps’s Summary
Thomas Phelps has helped some of the world's leading companies, as well as middle-market companies, improve their operations. The work done for these clients has saved millions of dollars in logistics and supply chain costs.
Mr. Phelps' domain expertise encompasses both the operational and technical aspects of supply chain management, which enables him to focus on operational improvements and technology improvements simultaneously. He has experience dealing with a broad range of corporate supply chain functions, including order management, purchasing, inventory management, warehouse management, returns and transportation management.
Thomas Phelps’s Specialties:
See www.alloquor.com for additional information.
Thomas Phelps’s Experience
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Logistics Consultant / Supply Chain Consultant
Alloquor Consulting
(Privately Held; 1-10 employees; Management Consulting industry)
March 2001 — Present (7 years 11 months)
Alloquor Consulting helps companies decrease costs and improve efficiency in transportation / shipping, distribution, inventory, purchasing, order management, technology and other areas.
Services include:
♦ Logistics & supply chain diagnostic evaluation and strategy
♦ Transportation / shipping cost reduction & service improvement
♦ Supply chain & logistics software selection and implementation
♦ Inventory reduction, purchasing rationalization
♦ And more... (see www.alloquor.com) -
Logistics Cost Reduction and Methods Improvement project
Keyes Fibre
(Privately Held; 51-200 employees; Packaging and Containers industry)
May 2007 — September 2007 (5 months)
Identified areas of process improvement and cost reduction. One of Alloquor's suggestions was implemented before the final report was even presented,
and that one savings measure alone more than covered Alloquor's fees. -
Reverse Logistics Process & Systems Improvement project
EZ Shipper Racks
(Privately Held; 11-50 employees; Packaging and Containers industry)
September 2003 — August 2007 (4 years)
The failures of a major third-party logistics company had virtually shut down EZ Rack's operations, which provide reverse logistics services at 3000 Lowe's and Home Depot stores nationwide. Alloquor quickly helped "stop the bleeding", replaced the bad 3PL with good companies, and implemented major process improvements to the operations. Alloquor also designed, developed and implemented a custom reverse logistics computer system that facilitated proper reverse logistics processes for 55 transportation and warehousing locations across the US.
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Supply Chain Strategy project
Line 6
(Privately Held; 201-500 employees; Consumer Electronics industry)
June 2005 — October 2005 (5 months)
Conducted an assessment of the international supply chain of this electric guitar and amplifier company, including manufacturing in China and Japan. Developed recommendations to reduce manufacturing lead time by 50%.
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Supply Chain Strategy project
ATEN International
(Privately Held; 501-1000 employees; Computer Networking industry)
September 2003 — January 2005 (1 year 5 months)
This computer electronics company was being challenged by fast growth. Alloquor assessed the current supply chain problems, developed recommendations for long-term supply chain strategy, and implemented near-term tactical improvements.
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Logistics Cost Reduction project
Point.360
(Public Company; 501-1000 employees; Broadcast Media industry)
January 2002 — December 2002 (1 year)
Determined and implemented several cost reduction initiatives in a turnaround situation. This was a shared savings (a.k.a. contingency) project where Alloquor was paid a percentage of the proven savings.
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Vice President of Enterprise Systems
Sameday.com aka Shipper.com
(Privately Held; 51-200 employees; Logistics and Supply Chain industry)
December 1999 — February 2001 (1 year 3 months)
Set the strategic direction for the systems applications that ran all the critical business functions of the enterprise.
Played key executive role in building the company to five fulfillment centers, 30 distribution centers, and over 280 employees in less than one year.
Implemented the initial warehouse management system (WMS) in three weeks, setting a new record for fastest implementation of the HK WMS. Implemented SAP initially in two months. -
Transportation Management System Implementation project
Compaq Computer Corporation
(Public Company; 5001-10,000 employees; Computer Hardware industry)
January 1999 — December 1999 (1 year)
Led a large project team through conceptual design and pilot configuration in the implementation of i2 Technologies Transportation Manager and Optimizer. Design included integration to SAP (Enterprise Resource Planning system) and a WMS (Warehouse Management System), as well as process and organizational change requirements.
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Supply Chain Consultant
Andersen Consulting (now Accenture)
(Partnership; 10,001 or more employees; Management Consulting industry)
June 1998 — December 1999 (1 year 7 months)
Was recruited by Andersen Consulting to join their Global Transportation Practice and specialize in supply chain technology. Specialized in tier-one supply chain systems such as i2 and Manugistics.
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Transportation Management Systems Assessment project
Moore Wallace
(Public Company; 1001-5000 employees; Printing industry)
October 1998 — December 1998 (3 months)
Developed a business case for utilizing a TMS, including how to make transportation a profit center rather than a cost center, for this fifth largest printer in North America.
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Transportation Management System Selection project
US West Telecommunications (now Qwest)
(Public Company; 5001-10,000 employees; Telecommunications industry)
June 1998 — September 1998 (4 months)
Evaluated US West's shipping requirements to determine if there was a business case to justify purchasing a tier-one Transportation Management System to optimize its shipment activities.
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Transportation Management System project
Hewlett-Packard
(Public Company; 5001-10,000 employees; Computer Hardware industry)
September 1997 — June 1998 (10 months)
Conducted a formal Transportation Management System software package selection, guiding HP to select the best TMS for their business needs. Constructed future state design with estimated savings of $24M per year. Selected to be Project Manager for "the most complex i2 TMS implementation ever attempted."
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Logistics Consultant
Ernst & Young LLP (now Cap Gemini)
(Partnership; 10,001 or more employees; Management Consulting industry)
June 1995 — June 1998 (3 years 1 month)
Initally joined the National Transportation Practice, and then moved into the Global Supply Chain Practice.
Provided professional consulting services to a variety of clients in the computer electronics and entertainment industries. -
Reverse Logistics Process Assessment project
Seagate
(Public Company; 5001-10,000 employees; Computer Hardware industry)
April 1997 — August 1997 (5 months)
Analyzed the international reverse logistics operation of the world's largest manufacturer of computer hard drives. Pinpointed problem areas related to returns and refurbishment (which Seagate management had attempted to do, but could not), and developed recommendations for reducing cycle time by more than 50%.
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Process Improvement project
Nissan North America
(Public Company; 10,001 or more employees; Automotive industry)
August 1996 — March 1997 (8 months)
Led large group of Nissan personnel through process improvement. Conducted facilitated sessions and documented current state processes and problems, conducted visioning sessions and guided future state design, developed root cause analyses and solution recommendations, and established metrics.
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Logistics Cost and Service Optimization project
Warner/Elektra/Atlantic WEA
(Public Company; 1001-5000 employees; Entertainment industry)
February 1996 — July 1996 (6 months)
Conducted a logistics evaluation process for the largest record company in the U.S. The project simplified the carrier structure for all WEA distribution centers and produced a 15% reduction in annual logistics costs.
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Transportation Cost Reduction project
Custom Building Products
(Privately Held; 201-500 employees; Building Materials industry)
July 1995 — January 1996 (7 months)
Reduced the number of carriers by 75% for this major supplier to Home Depot, and produced a 12% reduction in annual transportation costs.
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Logistics Management
JB Hunt Logistics
(Public Company; 1001-5000 employees; Transportation/Trucking/Railroad industry)
March 1995 — May 1995 (3 months)
Retained by the largest trucking company in the U.S. to be part of a start-up operation providing Dedicated Logistics Management Services to the largest auto auction company.
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Vehicle Logistics Cost Reduction
Mazda Motor of America
(Public Company; 10,001 or more employees; Automotive industry)
May 1992 — March 1995 (2 years 11 months)
Helped resolve problems that encompassed the entire U.S. vehicle logistics operation. Conducted methods improvement analysis that saved Mazda $1.3 million in annual transportation costs by determining the most cost effective methods of shipping 400,000 vehicles to 900 dealers.
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Routing Analysis
ABF Freight System
(Public Company; 1001-5000 employees; Transportation/Trucking/Railroad industry)
June 1989 — September 1990 (1 year 4 months)
Reduced transportation costs through routing analysis and revision.
Thomas Phelps’s Education
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University of Arkansas at Fayetteville
BSIM, Industrial Mgmt, 1986 — 1991
Additional Information
Thomas Phelps’s Websites:
Thomas Phelps’s Groups:
Council of Supply Chain Management Professionals
Council of Logistics Management
Thomas Phelps’s Contact Settings
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- job inquiries
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