1. Robert S. Lucas
4689 Fir Avenue, Seal Beach,Ca 90740 • (210) 601-6640 • rlucas135@gmail.com
EDUCATION
University of Southern California, Marshall School of Business Los Angeles, CA
Master of Business Administration May 2013
Trinity University San Antonio, TX
Bachelor of Science Business Administration May 2006
Minor in Communication Management
EXPERIENCE
Total Terminals International Long Beach,CA
Operations Manager October 2015 - Present
Responsible for managing the rail operations to ensure performance levels and customer requirements are
surpassed. Coordinate efforts of multiple key stakeholders to ensure uninterrupted flow of cargo in and out of the
port complex.
 Analyze terminal’s current status; create the daily work plan and order of operations for labor.
 Manage 4 personnel directly and 50+ longshoremen for Pacific Harbor Line (vendor) and rail operations.
 Develop switching operation plans and monitor performance to ensure work is executed successfully.
 Forecast future objectives for subsequent shifts to meet and exceed production figures.
APM Terminals – A.P Moller Maersk Group Los Angeles, CA
Assistant Operations Manager August 2006 - October 2015
Responsible for managing shift operations, including leading and supervising upwards of 200 longshoreman
assigned to multiple work categories and job assignments in 24/7 operations.
Rail Operations Department
 Established the operation’s weekly budget by forecasting work required on a shift by shift basis, including
the desired cost-effective labor utilization.
 Created weekly train departure schedule. Based on balancing terminal efficiency requirements and
customer service obligations.
 Lead cross functional meetings with railroad contractors: Burlington Northern Santa Fe, Union Pacific,
and TTX to develop efficient plans to expedite train departures and maintain fluidity of rail loading yard.
 Designed and implemented new processes and procedures to incorporate the terminal’s inventory
automation system within the rail operation, achieving over $350K in cost savings during an eight month
period.
 Collaborated with yard and vesselmanagers to evaluate cargo sorting plans and recommended adjustments
to achieve productivity goals and ensure cargo availability to customers.
Automation Department
 Managed daily usage of the automation program across the terminal’s three unique operations.
 Directed personnel from each department to ensure systems worked properly allowing operations to
continue without disruption.
 Evaluated operational functionality of automated systems. Proactively reported defects to IT group and
made recommendations to improve the system, resulting in increased work capacity and labor cost savings
greater than $500K.
 Executed daily equipment drill coordinating the staging of equipment for each operation. Managed repair
work with maintenance and IT groups to ensure each department maintained the required resources for
productive operations.
Vessel Operations Department
 Assessed and remedied potential declines in production by analyzing various factors and making decisions
that would enable the operation to recover lost time. Reallocated labor and equipment as needed to meet
operational objectives.
 Selected for Process Excellence group to enhance terminal-wide start-up processes.
o Conducted time study analysis of steps involved and eliminated any wastefulaspects.