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2016-11-17T00:00:00.000Z

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Wrong Robert Petter?

Mr. Robert P. Petter Jr.

Chief Executive Officer

Petter Supply Company

HQ Phone: (618) 242-8987

Email: r***@***.com

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Petter Supply Company

616 CHURCH ST NE

DECATUR, Alabama 35601

United States

Company Description

Henry A. Petter Supply Company, Industrial Distribution specializing in the river industry, automotive, and MRO. ... more

Find other employees at this company (92)

Background Information

Affiliations

Board Member
Computer Services , Inc.

Board Member
Paducah Area Chamber of Commerce

Web References (15 Total References)


Shareholders Inquiries

www.csiweb.com [cached]

Robert P. Petter Chairman of the Profit Sharing Committee President, Henry A. Petter Supply Co.


Board of Directors

www.csiweb.com [cached]

Robert P. Petter Chairman of the Profit Sharing Committee President, Henry A. Petter Supply Co.


About Us

www.paducahchamber.org [cached]

Mr. Robert Petter, Jr.

Vice Chair
President
Henry A. Petter Supply Co.
PO Box 2350 (42002-2350)
Telephone: 443-2441
Fax: 443-3235


A family-run business, Petter ...

www.inboundlogistics.com [cached]

A family-run business, Petter has three branches in Kentucky, and one each in Illinois and North Carolina.

Over the years, Petter has made its 125,000-square-foot distribution center in Paducah the primary distribution hub.
...
As part of that strategy, in 2001, Petter installed a warehouse management system in its DC. "When we went live with the WMS, several issues bubbled up to the surface," Sircy reports.
To assess operations in the facility, and identify opportunities for improvement, Petter hired performance management consultant Jimmy Benefield, now the practice leader of engineered standards and incentives for Kom International, Inc., Montreal, "He identified roughly 20 different major areas of opportunity," Sircy recalls.
...
CEO Robert Petter and Sircy, who was then chief operating officer, embraced the idea and decided to implement it.
...
Petter may have several teams operating at one time. Since the initial three teams, another 10 teams were chartered and have completed their work.
...
Petter realized significant savings in its transportation costs, and streamlined its private fleet operations, as a result of the team's work.
Other teams also achieved significant results. For example, the number of credits issued by Petter and the number of errors coming out of the distribution center have dropped dramatically, Sircy reports.
Top management buy-in is crucial to the success of a team-based continuous improvement program. "It was essential that Robert Petter buy into it, and he did, 100 percent," Sircy recalls. Petter stated his strong commitment to the new approach in a letter sent to every company employee.
Having an effective team charter is another critical success factor. Sircy and Petter put a new team's charter together, and distribute it to team members who review it and suggest changes.


A family-run business, Petter ...

www.inboundlogistics.com [cached]

A family-run business, Petter has three branches in Kentucky, and one each in Illinois and North Carolina.

Over the years, Petter has made its 125,000-square-foot distribution center in Paducah the primary distribution hub.
...
As part of that strategy, in 2001, Petter installed a warehouse management system in its DC. "When we went live with the WMS, several issues bubbled up to the surface," Sircy reports.
To assess operations in the facility, and identify opportunities for improvement, Petter hired performance management consultant Jimmy Benefield, now the practice leader of engineered standards and incentives for Kom International, Inc., Montreal, "He identified roughly 20 different major areas of opportunity," Sircy recalls.
...
CEO Robert Petter and Sircy, who was then chief operating officer, embraced the idea and decided to implement it.
...
Petter may have several teams operating at one time. Since the initial three teams, another 10 teams were chartered and have completed their work.
...
Petter realized significant savings in its transportation costs, and streamlined its private fleet operations, as a result of the team's work.
Other teams also achieved significant results. For example, the number of credits issued by Petter and the number of errors coming out of the distribution center have dropped dramatically, Sircy reports.
Top management buy-in is crucial to the success of a team-based continuous improvement program. "It was essential that Robert Petter buy into it, and he did, 100 percent," Sircy recalls. Petter stated his strong commitment to the new approach in a letter sent to every company employee.
Having an effective team charter is another critical success factor. Sircy and Petter put a new team's charter together, and distribute it to team members who review it and suggest changes.

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