Expanding your FedEx operation into a new terminal is a significant undertaking. It’s.png?width=226&height=226&name=multiple%20(1).png)
an opportunity for massive growth, but it also comes with a unique set of challenges. From securing trucks and drivers to engineering new routes, the process can feel overwhelming. However, with the right strategy and support, you can turn this complex venture into a major success.
Recently, eTruckBiz had the chance to speak with Dan Barry and Vince Stempien of Dan Barry Enterprises, two service providers from the Detroit area who just stood up a new operation in the Ann Arbor terminal. Their experience provides a valuable roadmap for any contractor considering a similar expansion. They grew from five trucks in 2017 to running 17 on their busiest days in Detroit. Their consistent performance, including achieving "Entrepreneur of the Year" two years in a row, earned them the opportunity to expand.
However, the new opportunity was different. The Ann Arbor service area was more rural, with a 45-50 minute drive from the terminal to the CSA. When the previous contractor walked away unexpectedly, Dan and Vince were asked to start the very next day—a full month ahead of schedule. They stepped up, but the sudden start created immense pressure.
Overcoming the Hurdles of Expansion
Launching a new operation is more than just putting trucks on the road. It involves navigating a mountain of logistical details that can quickly consume your time and resources. Here are some of the key challenges Dan and Vince faced and how they managed them.
Securing Resources Under Pressure
The first major hurdle was acquiring trucks and drivers on extremely short notice. At a time when P1000 trucks were scarce, this was a significant challenge. Dan and Vince had a couple of spare trucks and had started recruiting with eTruckBiz ahead of time, which allowed them to take on a few routes immediately. They ramped up quickly, adding more routes daily, demonstrating their commitment and capability to FedEx management. This aggressive, can-do attitude showed their passion and surprised the terminal management in a positive way.
The Challenge of Route Engineering
With a new territory comes the complex task of designing efficient routes. Dan and Vince knew their strengths, and they also knew their limitations. Their in-house BC, Christian, was already managing their busy Detroit operation and training new drivers. Taking on route engineering for an entirely new, unfamiliar territory would have been a massive strain.
Instead of stretching their team thin, they leaned on the eTruckBiz Performance IQ program. As Dan and Vince focused on hiring, training, and managing day-to-day operations, the eTruckBiz team handled the entire route setup. Vince admitted that if they had to take on route planning simultaneously, they "would have stumbled big time." Trusting the ETB system to manage the FRO freed them up to focus on other critical tasks.
Gaining Driver Buy-In
Change can be difficult, especially for experienced drivers who are used to their old routes. When we engineered the new routes for the Ann Arbor operation, some of the retained drivers were hesitant. Dan noted that "teaching an old dog new tricks" required a lot of communication. He had to personally walk them through the benefits, showing them how the new designs would reduce their mileage. By combining new employees with old ones and maintaining open communication, they successfully got the entire team on board.
The Payoff: Efficiency and Success
Within weeks, the new operation was running smoothly. The local terminal management was impressed, stating they hadn't seen service this good in years. Dan and Vince were able to manage the expansion without being overwhelmed because they had a solid support system in place.
Vince highlighted that without ETB's help, he would have spent "a couple of hours a day at least" on route planning alone. Freeing up that time allowed him to focus on what truly matters: interfacing with management, supporting employees, and managing daily logistics like pickups.
Dan and Vince’s story shows that expanding into a new terminal, even just before peak season, is achievable. Their advice to other contractors is clear: if you get the opportunity, "just dive in head first." The key is to have the right partners on your team to handle the complex, non-revenue-producing tasks so you can focus on leading your business to success.
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