Larry Shughart
Vice President of Business DevelopmentInnovative Scheduling
Larry Shughart is Vice President of Business Development at Innovative Scheduling, a firm providing consulting services in the logistics sector. Mr. Shughart is responsible for conducting economic analysis, managing network operations, coordinating engineering activities, and developing strategic plans. He has worked for 14 years at CSX Corporation, where he held a variety of positions in performance improvement, locomotive operations, strategic planning, service design, finance, operations research, intermodal, and engineering activities. Prior, Mr. Shughart was Principal at Charles River Associates. He was responsible for providing consulting services to the transportation industry. Mr. Shughart is a member of the engineering department advisory board at University of Florida. He holds a BS in Chemistry and Business from University of Pittsburgh and an MS in Transportation from Massachusetts Institute of Technology. (This is me - Update Profile)
| 2005 - present | Vice President of Business Development Innovative Scheduling |
|---|---|
| 2003 - 2005 | Principal CRA International, Inc. |
| 1988 - 2001 | Assistant Vice President CSX Corporation |
GLG Study Groups with Larry Shughart(?)
| Study Group Name | Members |
|---|---|
| Rail Shipping Service Experts | 155 |
| Railcar Market Experts (EU) | 70 |
| Intermodal Logistics Experts | 110 |
| Coal Railcar Experts in GLG Member Programs (US) | 13 |
GLG NewsSM Analyses by Larry Shughart(?)
Will the railroad rennaisance result in a bright future for locomotive manufacturing companies? Does the recent upturn in railroad volumes mean more locomotives are required?
Railroads are producing record profits resulting from their raising average real prices nearly 25% over the last four years. Railroads are transitioning from a simplistic Pricing Strategy -- "raise them" -- to a sophisticated Yield Managemetn Strategy Railroads will maintain price discipline to...
“growth capital” may really be the result of a railroad’s failure to actively manage their physical plant in a way the ensures capital investment and disinvestment closely maps to changes in traffic volumes from year to year and from corridor to corridor.
One reason a railroad's replacement cost is higher than its book value is that the company has been harvesting the infrastructure by deferring normal replacement cycles such that the average quality and life remaining of the installed base is much less than what would be expected under...
GLG InstituteSM Seminars with Larry Shughart(?)
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