2008 Logistics Executive of the Year: Remembering Mick Barr
One of the League’s most admired members is honored through the words of some of his closest friends and colleagues.
By Michael Levans, Group Editorial Director -- Logistics Management, 11/1/2008
As I was preparing to do this special feature, the first thing that struck me was how quickly our group of selected participants returned my phone messages and e-mails. “Of course I’d like to participate,” said one. “It would be an honor,” said another. Within minutes our panel was set, eager to share their experiences and help paint a portrait of Mick Barr’s career and accomplishments.
And I must admit that after pouring through my notes from our conversations I became saddened that I never had the pleasure of meeting him. I learned very quickly that Mick, whose untimely passing last fall stunned the National Industrial Transportation League (NITL) and its membership, maintained a quiet dignity that’s been likened to a Jimmy Stewart character in a Frank Capra movie: Gracious, honest, sincere, always trying to do the right thing.
He was a grocer’s son from Mason, Ohio, who later attended the United States Naval Academy and then received a Masters of Public Administration from Pepperdine University. Before beginning his 29-year career with Procter & Gamble (P&G), Mick served five and a half years as an officer in the United States Marine Corps in various locations in the U.S. and Japan.
When Mick landed at P&G he worked his way through the ranks as a purchaser of trucking services for the company’s U.S. operations, a logistics manager for a former P&G affiliate based in Memphis, and as a customer service manager for the company’s West Coast operations based in Sacramento. But he ended up spending most of his career in international logistics roles, most recently as associate director of P&G’s product supply and as the global process owner for the company’s cross-border sourcing and operations.
But his professional influence spanned far beyond his work at P&G. Many in the industry got to feel Mick’s influence when he served as NITL Chairman from 2004-2006. Prior to this he served on the Executive Committee and as Chairman of the Ocean Transportation Committee that was responsible for spearheading the League’s leadership in implementing the 1998 Ocean Shipping Reform Act (OSRA) that encouraged competition in international shipping and the growth of U.S. exports.
For his more than 30 years of steadfast service to the industry, the NITL and Logistics Management (LM) have chosen to honor Mick Barr with the 2008 John T. McCullough Award. This honor, which recognizes an individual for achievement and leadership in the logistics and transportation industry, is co-sponsored by NITL and LM. The award is named after John T. McCullough, a former chief editor of Distribution magazine, a predecessor of LM. The presentation will be made to Mick’s wife Connie on November 17 at NITL’s 2008 Annual Meeting in Fort Lauderdale, Fla.
While I could rattle off a long list of his accomplishments, the only true way to celebrate his life and career is through the words of the people who knew him best. To make this possible, I invited: Pat Lillard, P&G’s senior international logistics operations manager; Tom Pellington, senior director of transportation for the David J. Joseph Company; Dennis Derby, vice president of sales and marketing with Crowley Marine; Curt Warfel, manager, logistics and distribution for Eka Chemicals Inc. and current NITL Chairman; and Peter Gatti, executive vice president of the NITL.
How did you first meet Mick?
Pat Lillard: I first met Mick through an internal job interview within Procter & Gamble in August 1998. He was very easy to speak to and we had a lot in common right out of the gate. He had two boys, grew up in Cincinnati, worked for P&G right out of college, loved sports…he and I were very similar in upbringing and careers.
Tom Pellington: I first met Mick as a NITL board member in 1996. We both lived in Cincinnati and would meet for lunch from time to time.
Dennis Derby: You know, I don’t really remember…it seemed that we’d known each other forever. Yet it was probably somewhere around 20 to 25 years ago. I’d heard from our local sales person that he had been transferred back to Cincinnati and was in charge of ocean transportation; and since he was a major shipper in the lanes that we covered I felt that it would be a good idea to meet him.
I’ll never forget: We had a late morning meeting in his office and then he invited us to join him at Skyline Chili for lunch. There were four of us and the total bill couldn’t have been more than $20, but Mick insisted on picking up the bill. I can still taste that lunch, and the memories of us working together have lasted even longer.
What were your early impressions of Mick?
Derby: He made a great first impression. He was a big guy—he must have stood six-foot two or three. He had a great smile that made you feel welcome in his company and a vitality that electrified the room. He dressed well—thanks to his wife Connie—and always presented himself as a professional, but in a casual manner that told you he was the kind of guy you would want in a fox hole with you.
Pellington: My first impression of Mick was very positive. I found his sense of humor to be infectious and he seemed to have a carefree personality. I knew right from the start that this was someone you could enjoy being around.
Lillard: Tom and Dennis have him pegged. It’s funny because during my interview with him I told him that I knew nothing about international logistics, but he said, “You come to me as someone who can manage people. Don’t worry, I’ll teach you the business.”
Well, he hired me, and I found that he was incredibly easy to work for. He demanded we make sure our customers within P&G got their shipments on time and that we stayed within the rules of integrity, fairness, and honesty when it came to selecting carriers for our business.
How did those first impressions of him evolve over time?
Lillard: The thing that stuck with me most about Mick was the consistency in the way he lived his life. For example, I was always impressed by the way he interacted with everyone and anyone at any level in the P&G organization.
He made everyone feel welcome, even if you were new to the group. He never treated anyone differently based on their level within the company—no matter what type of job they did. He would always start a meeting with some kind of a joke or greeting, whatever it took to take the edge off a difficult situation.
Pellington: And as it turns out, that “carefree” personality had a serious side as well. That was Mick, a hard worker, serious when he needed to be, but he could relate to anyone at any time with a smile and an infectious sense of humor.
Derby: If you were one of the people who had him as a friend, and not just a business associate, you were honored and blessed. He had a quiet dignity, he didn’t shout it out or wear it on his sleeve, but to those of us who knew him well, we felt honored to be associated with a man of such high ethics.
What one thing in particular stood out about him the most?
Pellington: That’s simple: What you saw was what you got. Mick was genuine: A man of integrity, a leader, and someone you could always count on to get things done.
Lillard: He certainly was genuine, and he was far and away the most ethical person I have ever worked with. If a carrier bought us dinner, he made sure that between us we would remember we needed to buy them dinner next time, like in Dennis’ earlier example. One time, a carrier bought him a coke and he made sure to pay him for it.
Derby: In addition to all those terrific qualities, Mick had great powers of observation, and would listen first and talk later. He had keen insight into people’s personalities, and he understood how people thought; it was like he had a sixth sense of what was important to an individual and what was not. From ocean sales people, to CEOs of the largest fleets, to P&G senior management, to plant logistics leaders, he could understand their motivations and the way they thought through their problems.
What was it about him that made him stand out as a logistics/transportation leader?
Lillard: He grew up in the business and earned much respect through not only his peers within P&G but the logistics and transportation industry overall. I traveled with him all over the world and was impressed when we met with carriers. In just about every meeting someone would say, “yes, I’ve heard of you.” Or, “do you remember when we worked on that committee or worked on an issue at NITL together?” He grew up in an era when the industry went through major changes, and he had formed great relationships with many of the carriers that we still use today.
Derby: We developed a trust in each other. It took a great deal of time and patience since he was not the kind of man to rush into anything. Over the years, Mick’s trust with his friends and compatriots grew; it was a wonderful process. It’s said that trust brings out the best in people; and with Mick, once that trust was established you saw the best in him and it reflected back on the viewer.
Pellington: I can’t agree with Dennis more. Also, what stood out for me was his passion for the industry. Mick was a mover and a shaker. His leadership role and participation in getting ocean shipping reform passed was monumental and provided benefits to every international shipper.
What were his greatest strengths?
Curt Warfel: I don’t believe there were many more people, particularly on the shipper side of the desk, who knew and understood the ocean transportation industry as well as Mick. He knew all the players, ports, and lines around the world—and had an encyclopedic memory for everything ocean related.
Peter Gatti: Mick understood the importance of working with suppliers. He practiced what is commonly known as the “economic partnership.” He knew that the quality of service was as important as price and those with whom he did business respected his judgment. He understood when to be firm—but more importantly, he knew that making the relationship work was paramount.
I once had the opportunity to accompany him to an ocean carrier representative in Japan and you could see the respect and professionalism he practiced and the sentiment that was given in return by the carrier. I’m sure that type of thing contributed to much of his success and helped make him the consummate leader that he was in this industry.
Was there a specific moment that clearly defined who Mick was as a professional?
Lillard: I really can’t identify just one within my time with him at P&G. He was always the “go to” guy for the strangest, most unusual situations. For me personally, I guess seeing him up on stage being introduced as the next NITL chairman made me realize that I wasn’t the only one who respected him in this industry.
Pellington: For some reason this always sticks in my mind: In May 2003, Mick, myself, and John Ficker were walking from the Key Bridge Marriott to the League’s office for an executive committee meeting, discussing our vision for the League. All of a sudden we realized that all three of us had on khaki’s, blue oxford shirts, and blue blazers. A culture was born in that moment, and I’ll never forget it.
Derby: A few years back there was a time of over capacity in many trade lanes, and some shippers were seeking to achieve great rate reductions, and some carriers were doing some irresponsible rate making to drive up market share. Quite frankly, it was a time of bad feelings and questionable actions on the part of some shippers and carriers.
But Mick was the lone voice, using his pulpit from the NITL to warn against adversarial relationships and push collaborative efforts. He encouraged shippers and carriers to work together and to get off the seesaw of taking advantage of each other’s cyclical problems. Not only did he preach this gospel but he practiced it in his business relationships. He knew that world shipping was exploding and new markets would be opening; and he recognized that P&G, and all shippers, needed viable, financially-strong carriers to be successful in order to go into those new world markets.
Within a few months we started to see issues with vessel capacity, non-availability of containers in inland locations and allocations of container space. The shippers who followed Mick’s advice to set up collaborative teams found their needs being answered, and those who had been myopic in their vision found difficulties getting product to international markets.
Is there a part of your character that Mick helped you develop?
Pellington: What I learned most from Mick was about the power of listening. For me, like most of us, there’s an urge to jump into a group discussion too quickly to get out my thoughts regarding the subject. Mick was patient and would wait to hear everyone chime in before making his point, which was usually right on. So, due to the power of his patience and listening ability, Mick epitomized the E.F. Hutton slogan: When he spoke, everyone listened.
Lillard: Mick taught me two things I will always cherish. First, he told me to believe in myself, especially when I was put in a tough situation where I may doubt my abilities. He saw something in me, and that’s why I believe he chose me for the role and taught me more about this industry than any class or book could ever do.
Second, and I’ll follow up with what Tom said, he helped me to become a good listener. He taught me to get the whole story and base my decisions on facts. As long as you can support your decision, even if it isn’t the absolute right decision. We are only human and we do make mistakes.
Derby: I learned from Mick that first class people and companies associate with other first class people and companies. As the international logistics steward for P&G, Mick took that responsibility very seriously and carefully chose the companies and people he wanted to align with for his company. In my years of leading Crowley’s sales organization, I’d take those lessons learned with Mick and encourage our folks to pick shipping partners carefully and to cherish them.
What were some of Mick’s accomplishments at the NITL?
Gatti: Mick was one of the key people who pushed the League into the international arena. Today, government policy leaders and industry representatives from across the world know the NITL because of Mick’s work. He understood that the logistics operations of our members were increasingly dependent on an organization that knew and understood how to work and have an effect on overseas policies that impact U.S. businesses.
Economic maritime regulatory liner reform, modernizing the world’s ocean cargo liability regime, and opening up new relationships with our shipper counterparts across the globe by creating of the Global Shippers’ Forum are just a few of the accomplishments that occurred at his urging while he was involved. Folks who know and understand the evolution of the League over the last 15 to 20 years also know that Mick played a major role in making this happen.
Derby: I agree. Mick used the NITL as his pulpit to advocate collaboration as opposed to adversarial relationships between shippers and carriers. He never turned down an invitation to talk with groups about where international logistics were heading and what challenges he foresaw for carriers and shippers alike. He took a very active role in ocean carrier deregulation and helped it become reality.
Warfel: Mick’s biggest impact on the League was his involvement in OSRA. Mick was chair of the ocean transportation committee at the time and would have been, along with Peter Gatti, one of the driving forces behind the League’s involvement.
But another thing that stands out in my mind about Mick’s tenure on the executive committee, and particularly as chairman, was his unflappability. He would always use his sense of humor to reduce a problem or challenge to a manageable size. Mick’s two years as chair were probably some of the best times the League has enjoyed in the past 10 years or so with membership growth and a strengthening of the finances.
What is your fondest memory of Mick from his work with the NITL?
Gatti: Some of the best memories I have of Mick are when I traveled with him overseas. Mick traveled frequently to Asia for P&G and at times we were fortunate to have Mick participate in a seminar or other meeting that he would unselfishly make time to do.
On one occasion, we were traveling by bus on a day trip outside of Shanghai, and of course Mick never missed the opportunity to check the local roadside rest stop market to see if they had Pringles in stock. Once he spotted a Pringles can he would immediately check to see where it was manufactured. Even then Mick was thinking about the logistics that would make it possible for that P&G product to appear on that shelf.
Warfel: I mentioned Mick’s sense of humor. When a group of us would be in D.C. for an executive committee meeting or simply getting together at an annual meeting, Mick had more stories than a southern fertilizer salesman. The fact that he was so well traveled added to the diversity of stories he would tell, but the ones that stand out most in my memory are the ones involving the unusual foods he ate while traveling in the Far East.
There are a number of times with Mick that I remember fondly, but the best memory is from probably five or six years ago when a group of us got together to surprise Jerry Reynolds, who had recently retired from DuPont. John Ficker asked Jerry to drive down to Washington for some contrived reason. Jerry found us at the League’s office where we surprised him with some of his favorite Blue Bell ice cream, shipped in special from Texas. We then headed out to Avenel Country Club outside D.C. for lunch and an afternoon on the golf course. Mick, John, Jerry, Tom Pellington and I spent a very pleasant afternoon goofing off—actually, Jerry, Mick and Tom were trying to play serious golf and John and I were goofing off. It was a very pleasant afternoon and it serves to remind me how special even the ordinary little occasions are when you are with people you really like and respect.
Was there a lesson you learned from Mick that you’d like to share with other logistics and transportation professionals?
Lillard: Listen. Always listen and don’t draw conclusions too quickly. His legacy will live within P&G and the industry for many years to come and I am proud and honored to say I was able to work with him for as long as I did.
Pellington: When you think you know the solution to a problem before it is discussed, stop and listen to other ideas and views before making up your mind on how to proceed.
Derby: Be honest in your business dealings, cherish your family, take time with those you love, balance your work with your personal life, and enjoy every moment that you are alive because life is precious and our time with those we love may be shorter than we think.
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