• Inland Distribution
  • September 30 - October 2, 2024 | The Westin Chicago River North

Tami Allensworth

J.B. Hunt Transport Services

Senior Vice President, Customer Experience

Tami Allensworth serves as the Senior Vice President of Customer Experience for J.B. Hunt where she takes a great focus on ensuring customer success for the company. Tami has been with J.B. Hunt for more than 30 years, and during this time, she has held a variety of positions in Marketing, Sales and Customer Service. She was one of the first female vice presidents in a non-support role in company history, was one of the youngest ever area marketing managers, and has held a leadership position at J.B. Hunt since the age of 23. Tami was one of the first employees of J.B. Hunt’s Integrated Capacity Solutions (ICS) business unit in 2007 and has since helped the business unit expand to nearly $2.5 billion in revenue. Since assuming her current role, Tami’s leadership and direction have been a major contributor to the company's overall success.

Sessions With Tami Allensworth

Monday, 30 September

  • 09:15am - 10:00am (CST) / 30/sep/2024 02:15 pm - 30/sep/2024 03:00 pm

    Inland Academy: How to Get the Right Customer Service Rep

    Shippers want their trucking and intermodal partners to provide a reliable service, and what happens on the tracks and highways obviously matters. But so does the person who handles the account. The customer service representative — often referred to as a CSR or account rep — can make or break the relationship between a carrier and a shipper. Strong CSRs can forge a long-term strategic partnership, while poor or ineffective CSRs can lead to losing the shipper to a competitor. This Inland Academy module will answer the following questions:

    • What are the attributes of a strong CSR and what separates a good CSR from a poor CSR?

    • How do carriers train their CSRs to exude the attributes of a strong CSR.

    • What questions should shippers ask themselves to identify what attributes they require in a CSR?

    • Not all shippers are alike. What differences are most common among various shippers in their CSR expectations?

    • How should shippers communicate their expectations of a CSR during the onboarding process? And what questions should the shipper ask their carrier about the process of assigning a CSR during the onboarding process?

    • How can shippers maintain a relationship with a supervisor to give feedback on their CSRs on a recurring basis?

    • How can shippers communicate to supervisors if the CSR isn’t a strong match to get their concerns addressed before it results in switching carriers?

    • Because strong CSRs are likely to be promoted to higher positions, how do carriers ensure there is a pipeline of CSRs who can take over accounts and perform as well or better than the prior CSR? And what if that doesn’t happen?

    • What role do CSRs play in breaking down the silos between divisions? If a shipper, for example, wants to use intermodal and dedicated truckload, or intermodal and truckload brokerage, what role should the CSRs or their supervisors play in ensuring cross-communication between business lines?