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Barrett Executive Leadership
Chris Pircio
Chief Financial Officer
Chris Pircio is Barrett Distribution Center’s Chief Financial Officer and is responsible for Finance, Data Analytics, Technology, Engineering, and other central services within the organization.
Chris has held executive leadership positions in finance and operations in both publicly-traded and privately-owned companies for over 20 years. He came to Barrett in 2020 and brings a unique blend of large and mid-sized company experience to help Barrett evolve best practices and scale a growing business.
Prior to joining Barrett, Chris served and CFO and COO of multiple global and national organizations in the media and logistics industries, the majority of that being for the New York Times Company where he was responsible for finance and operations for their New England Media Group, comprised of The Boston Globe, Worcester Telegram and Gazette and several other subsidiaries.
Chris holds a Bachelor’s Degree in Business from the University of Massachusetts
Scott Hothem
SVP, Customer аÄÃÅÁùºÏ²Ê¹ÙÍø
Scott Hothem is Senior Vice President, Customer аÄÃÅÁùºÏ²Ê¹ÙÍø at аÄÃÅÁùºÏ²Ê¹ÙÍø, where he is responsible for sales, marketing, and strategic partnership development.
Scott has held executive leadership positions with global, national and regional logistics companies for over 24 years. His areas of expertise include sales, marketing & partnership development, operations management, third party logistics, transportation management, strategic planning and technology implementations to companies in the food, beverage, retail and consumer electronics industries.
Prior to joining Barrett, Scott served as Executive Director, Sales for Matson Logistics, where he developed, sold and implemented integrated supply chain programs. Prior to Matson Logistics, Scott was the President of Pacific American Services (PACAM) which was acquired by Matson.
Scott holds a B.S. from Springfield College.
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"For over a decade, Barrett has been more than just a logistics partner; they've been an extension of our company. Barrett facilitated our expansion into the West Coast, enabling quicker turn times for our screen-printed goods. This partnership played a crucial role in our growth during the first several years." – Mike McAllister, Fruit of The Loom At Barrett Distribution, we pride ourselves on being more than just a logistics provider; we are a committed partner in our clients' growth journeys. Our ideal customers seek a deep, collaborative relationship, and our success stories, like that of Fruit of The Loom, highlight the importance of engagement, professional communication and mutual growth. This blog explains the key characteristics that define the ideal Barrett customer blueprint and how these traits contribute to a successful and long-term 3PL partnership. The Importance of Engagement When considering our most successful relationships at Barrett, it becomes clear that our best customers thrive on engagement. These customers are not just looking for a vendor; they seek a true partner. This partnership approach contrasts sharply with the transactional nature of typical vendor relationships, which often lack the depth and collaboration necessary for mutual success. Professional Communication and Mutual Growth Our ideal customers prioritize high levels of professional communication. They understand that a successful partnership with a 3PL provider requires ongoing dialogue, transparency and trust. This communication ensures that both parties are aligned and can work together seamlessly to achieve shared goals. Many of our most successful partnerships started with small, emerging brands. These companies were new in their journey and sought a partner who could help them scale. Through consistent performance and effective communication, we've helped these brands grow, and as a result, our credibility and level of trust have increased over time. Avoiding the Transactional Trap On the other hand, brands that frequently change 3PL providers, often in pursuit of the lowest cost, do not align with the Barrett approach. These short-term, cost-focused relationships lack the cultural fit we seek. We aim to enter partnerships with the expectation of a long-term commitment, ideally spanning ten years or more. This long-term perspective fosters deeper collaboration and a stronger, more resilient partnership. Conclusion The ideal Barrett customer values engagement, professional communication, and mutual growth. These customers view us as partners rather than vendors and share our commitment to long-term success. By focusing on these characteristics, we ensure that Barrett and our customers thrive in the competitive 3PL industry. Why Choose Barrett Distribution? With over 80 years of experience in the logistics industry, Barrett has a proven track record of helping businesses overcome their 3PL challenges. Our commitment to innovation, scalability and customer satisfaction sets us apart from other 3PL providers. You're partnering with a logistics provider dedicated to your success. Are you a company looking for a long-term 3PL partner? Contact us today to learn how our 3PL services can help your business scale and thrive.
Did you know that global e-commerce sales are expected to reach $8.1 trillion by 2026, a 56% increase from 2021? According to a report by Statista , the rapid growth in online shopping is driving this significant increase. Brand and consumer demands have fueled an explosive expansion of the third-party logistics (3PL) industry. 3PL services cover the full range of e-commerce fulfillment processes, from warehousing to pick-and-pack, shipping, and returns. If you’re an e-commerce company and fulfilling orders in-house is no longer viable, it’s time to turn to a third-party logistics (3PL) provider like аÄÃÅÁùºÏ²Ê¹ÙÍø to expand your fulfillment strategy. Here’s what you should know about working with a logistics partner and how to choose the right one for your business's needs: 1. Experienced and Reliable Team The first and foremost consideration is the experience and reliability of the 3PL partner’s team. When leading a Request for Proposal (RFP), you might evaluate several companies, initially focusing on price and cost. However, these elements can often be quite similar across different proposals. What truly distinguishes one 3PL from another is the team’s expertise and proven track record. You want a partner who has “been there, done that” and can easily navigate the complexities of logistics. At Barrett, we pride ourselves on our people and culture, which consistently win us business. The team’s ability to do things efficiently and effectively is crucial for a successful partnership. 2. Exceptional Service Levels Service quality is another critical factor. The ability to fulfill orders accurately and on time is paramount, especially in the e-commerce sector. Customers expect their orders to arrive when promised, and any delays or inaccuracies can lead to dissatisfaction and lost business. When choosing a 3PL partner, ensure they have a robust system for managing order fulfillment and a track record of delivering exceptional service. The right partner will help you maintain high standards and keep your customers happy. 3. Scalability and Systems Lastly, consider the 3PL’s scalability and technological capabilities. While most large, reputable 3PLs have sophisticated systems in place, scalability is what sets them apart. You need a partner who can grow with your business and support you as you expand into new channels and markets. At Barrett, we aim to be your long-term partner, making it virtually impossible to outgrow our services. We think five, ten, or even fifteen years ahead, ensuring we can support your business's growth and evolving needs. Look for a 3PL that seamlessly integrates with your current operations and scales as your business grows. In summary, when hiring a new 3PL partner, prioritize their experience, service quality, and scalability. By focusing on these key areas, you can ensure a successful and long-lasting partnership that supports your business’s growth and operational efficiency. Why Choose Barrett Distribution? With over 80 years of experience in the logistics industry, Barrett has a proven track record of helping businesses overcome their 3PL challenges. Our commitment to innovation, scalability and customer satisfaction sets us apart from other 3PL providers. You're partnering with a logistics provider dedicated to your success. Are you a high-velocity D2C brand looking for a 3PL? Contact Barrett today to learn how our e-commerce fulfillment services can help your business thrive.
KAO Brands is a leading consumer products company specializing in haircare and hygiene products. They rely on аÄÃÅÁùºÏ²Ê¹ÙÍø (BDC), to manage their entire fulfillment operation. As KAO's e-commerce business flourishes, optimizing costs per order becomes increasingly crucial. A Sustainable Impact Historically, KAO used seven carton sizes for packaging all their e-commerce orders. With ever-increasing shipping costs, BDC knew exploring hidden opportunities to improve KAO’s packing efficiency was necessary. Beyond the impact on their bottom line, KAO Brands strives to develop sustainable products and packaging, “making the world healthier and cleaner.” BDC’s Industrial Engineering team, spearheaded by Nick Halcombe , investigated potential cost reductions through cartonization optimization. Halcombe stated, “By partnering with Paccurate to pilot their innovative cartonization platform, BDC sought to determine if Paccurate’s software could identify a more efficient carton suite for KAO Brands. This collaboration can lead to significant savings in transportation and materials and positively impact the environment.” Leveraging Simulation for Real-World Impact The power of Paccurate’s packaging analysis tool, PacSimulate, lies in its ability to analyze vast amounts of order data and perform millions of cartonization iterations rapidly and at scale to test different carton sizes, cartonization rules, rate card changes, and more. In this case, BDC leveraged Paccurate to evaluate an entire year’s worth of order data to determine what savings might be found by optimizing the outbound shipping container sizes. Data-Driven Results The analysis revealed a clear path toward significant savings by comparing KAO's existing seven-box system to the ideal-fit cartons suggested by PacSimulate. Five out of the seven existing cartons were identified for replacement. This strategic shift resulted in a projected annual transportation cost reduction of 5.9%. Furthermore, PacSimulate's analysis identified a substantial opportunity for material savings. The optimized carton suite yielded a 33% reduction in corrugated material usage and a 34% net DIM weight reduction. These savings will contribute to KAO Brand’s ESG initiatives of ensuring 100% of their products will leave a full lifecycle environmental footprint that science says the natural world can safely absorb. Additionally, further analysis identified that KAO Brands could even reduce the number of cartons they stock while still seeing some benefits from a transportation and corrugated waste perspective. Optimization Results By implementing Paccurate's cartonization solution, BDC identified significant cost savings for KAO from both a transportation and materials perspective. The power of data-driven cartonization and its potential to significantly impact e-commerce fulfillment costs benefit customers and provide a value-added service for 3PLs like Barrett Distribution Center. The Bottom Line for KAO + BDC 33% Less corrugated material usage 5.9% Transportation cost reduction 34% Net DIM weight reduction About Barrett Distribution: With over 80 years of experience in the logistics industry, Barrett has a proven track record of helping businesses overcome their 3PL challenges. Our commitment to innovation, scalability and customer satisfaction sets us apart from other 3PL providers. You're partnering with a logistics provider dedicated to your success. Ready to overcome your logistics challenges? Contact Barrett today to discover how our tailored solutions can help your business thrive.
At аÄÃÅÁùºÏ²Ê¹ÙÍø , we know that not all SLAs are created equal. When partnering with a 3PL provider for order fulfillment services, a well-designed Service Level Agreement (SLA) is your blueprint for success. A strong SLA sets the stage for a productive and transparent relationship, ensuring both parties understand their roles and responsibilities. It also serves as a benchmark for evaluating the performance and effectiveness of the 3PL provider, promoting continuous improvement and accountability. What exactly is a Service Level Agreement (SLA)? A Service Level Agreement (SLA) ensures that all parties involved in order fulfillment are on the same page. An SLA is a formal contract between the 3PL provider and a client that outlines the specific services expected, the standards to be maintained and the metrics for measuring performance. At Barrett, we pride ourselves on providing personalized logistics solutions; having a well-defined SLA is key to maintaining trust and client satisfaction. Here’s a comprehensive guide on what should be included in an SLA for order fulfillment: Service Description: The first element of an SLA is a clear and detailed description of the services provided. This should cover all aspects of order fulfillment, including receiving orders, processing, picking and packing, shipping and handling returns. It should specify the scope of services and any limitations. This clarity helps set the right expectations and ensures there are no ambiguities. Performance Metrics: Performance metrics are the backbone of any SLA. They define how the 3PL provider’s performance will be measured and reported. For order fulfillment, common metrics include: Order Accuracy: The percentage of orders correctly fulfilled without errors. On-time Delivery: The percentage of orders delivered within the agreed timeframe. Inventory Accuracy: The accuracy of stock levels as reported in the inventory management system. Return Processing Time: The time taken to process returned items and update inventory. Responsibilities of Each Party: An SLA should clearly delineate the responsibilities of both the 3PL provider and the client. The 3PL provider's responsibilities may include ensuring timely order processing, maintaining accurate inventory records and providing regular performance reports. The client’s responsibilities may include providing accurate order information, timely payments and adhering to agreed-upon procedures for returns and disputes. Issue Resolution and Escalation Procedures: Despite the best efforts, issues can arise. An SLA should include detailed procedures for resolving problems and escalating unresolved issues. This section should outline the steps to be taken during service failures, including who to contact, the timeframe for resolution, and how issues will be documented and reported. A clear escalation path helps quickly address and mitigate issues before significantly impacting the business. Service Availability and Support: This section should specify the availability of services and support. For example, it should detail the operating hours, availability of customer support and any provisions for after-hours or emergency support. This ensures clients know when to expect assistance and what support is available. Compliance and Security Standards: Order fulfillment often involves handling sensitive information, such as customer and payment information. The SLA should outline the compliance and security standards to which the 3PL provider will adhere. This may include compliance with regulations like GDPR or CCPA, data protection and cybersecurity standards. Performance Reporting: Regular performance reporting is crucial for transparency and accountability. The SLA should specify the frequency and format of performance reports. These reports should provide insights into key metrics, any service issues encountered and steps taken to resolve them. This helps maintain a transparent relationship and enables continuous improvement. Penalties and Incentives: To ensure adherence to the SLA, it’s common to include penalties for non-compliance and incentives for exceeding performance expectations. Penalties might include financial compensation for missed targets, while incentives could be bonuses for consistently meeting or exceeding service levels. Managing Capacity for Growing E-commerce Businesses: Many of our e-commerce clients are experiencing significant growth. Are you prepared to manage new markets and increase sales? When collaborating with your 3PL partner, it’s essential to consider how rising order volumes will affect your SLAs. Understanding your 3PL’s ability to scale alongside your growth while maintaining your brand promise is critical in your decision-making process. Leveraging 80+ Years of Expertise to Enhance Your Customer Experience  With over 80 years of experience serving clients nationwide, we are well-equipped to provide the exceptional customer experience you need to help scale your business. Our extensive network of order fulfillment centers , Barrett experts, efficient processes and advanced technology ensure that we consistently meet your SLA requirements daily. To learn more about our personalized 3PL solutions, contact us today.
