Supply Chain & Logistics Careers Snapshot
Traffic Office Specialist.
As an energetic Traffic Office Specialist, you are Schneider’s liaison within our customer’s traffic office with all transportation related activities. While working independently in a fast-paced office and warehouse environment, you will be accountable to ensure the shipping schedules are managed and overall customer satisfaction is met. You will build relationships with other associates, external vendors, contractors and suppliers.

Associate Logistics Buyer
In the role of a detailed Associate Logistics Buyer, you will provide procurement functions to support our customers. You will develop strong relationships with service providers, customers and internal departments. In addition, you’ll maintain supplier relationships and execute capacity plans to meet the individual needs of the customer along with negotiation of rates and service agreements.

Rate And Qualifications Representatives
As a Rate and Qualifications Representative, you will be a detail-oriented and data-driven individual who maintains accurate pricing data for the rating, payment and billing systems for Schneider customers. In addition, you will identify and resolve rate loading issues and find creative solutions to complex rate entry and rate publication requests.

Successful candidates possess these skills
Schneider Supply Chain Skills Customer Focused
Customer Focused
Schneider Supply Chain Skills Team Player
Team Player
Schneider Supply Chain Skills Innovative
Innovative
Schneider Supply Chain Skills Growth Oriented
Growth Oriented
Schneider Supply Chain Skills Savvy
Savvy
“First off Schneider is a PHENOMENAL company and on top of that your opportunities are ENDLESS! Working for Schneider is more than just working for a transportation company; it’s an opportunity to work within an organization whose values truly align with its goals. I am proud to be a part of this organization, because day in and day out I am being challenged and developed within an organization that values it people.”

Meet others from our team

Malcolm, Logistics Account Manager
Malcolm Logistics Account Manager
Schneider Supply Chain Associates
This is a GREAT group of people!
Schneider Supply Chain Associates
Schneider Supply Chain super heroes to the rescue!
Schneider Supply Chain Associates
Referrals in Supply Chain make us happy!
Schneider Supply Chain checking out the solar eclipse
Remember that Solar Eclipse? We sure do! Thank you!
Supply Chain Associates making a difference on college campuses
Throwback to our Farmington Hills Office making a difference on college campuses!
Fun Facts:
Schneider's Supply Chain customers achieve more than 35% return on investment on average

The Schneider Supply Chain team is comprised of associates averaging 15 years of supply chain experience


Abstract— Knowledgeable observers say that many, though
not all, automotive companies are running their supply chain
well. American and European automotive companies are losing
their shares and profits whereas Japanese companies are
increasing world market shares and gaining more profits.
Therefore, the present is considered to be a transitional period
for the automotive industry. The purpose of this article is to
present the weak points of current systems in the automotive
industry as a whole, and provide solutions and suggestions for
the industry to become more profitable again. In addition, we
will focus upon the unique supply chain and logistics concepts
implemented by Japanese automobile companies that have
allowed them to become successful, and a model of best
practices for the industry.
Index Terms — Automotive Industry, Supply Chain
Management, Lean Manufacturing, and Toyota Production
System
I. INTRODUCTION
The automotive industry is the world’s largest single
manufacturing activity [1]. It uses 15 percent of the world’s
steel, 40 percent of the world’s rubber and 25 percent of the
world’s glass. It also uses 40 percent of the world’s annual
oil output. From 1951 to 1972, there was a very high
production growth rate of approximately 5.9% annually for
the automotive industry. But after 1973, the year of the first
oil shock, the growth rate declined to about 1% per year until
2002, and came to a halt in 2003 [2]. The declining growth
rate has been partly attributed to the oil shock, but the major
reason for the decline was due to the saturation of the market
in developed-countries. More than 70 percent of all cars and
trucks are still sold in the developed world. Of course, there is
high potential market growth in the developing world. But
the problem is that these countries are still constrained by low
income levels. Unless these developing countries reach
sufficient income levels to support car consumption, they
will not see the mass motorization that the developed world
has. The widely expanding production capacity of major
automotive companies together with the sluggish world
demand results in car surpluses, and low utilization of
production capacity. As a result, the profits and financial
performance of many major automotive companies are
deteriorating. This leads to a heavy burden of debt in the
industry and makes investors wary