Chapter 6 - THE NUMBERS JACKSON NEEDED
Blake Logistics was not healthy.
Fuel expenses had risen.
Two customers had reduced volume.
A warehouse lease renewal added cost.
The company’s lender monitored a debt-service covenant.
Grant’s contract renewal mattered enormously.
Jackson had spent six months driving on-time performance above 97.5 percent.
Why?
Because the Grant renewal scorecard rewarded it.
A service failure could mean:
credits,
penalties,
or reduced lanes.
Jackson told the executives:
“If every driver decides what emergency justifies abandoning freight, we don’t have a network.”
Victoria answered:
“Correct.”
Jackson looked surprised.
She continued:
“That is why you need a policy for actual emergencies.”
“We do.”
“Then show me where a witnessed rollover with an occupant trapped is classified.”
Jackson opened the manual.
Could not.
The system had procedures for:
driver injury,
vehicle collision,
road closure,
mechanical breakdown.
Not third-party rescue.
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Daniel’s behavior had fallen between boxes.
Jackson treated that gap as disobedience.
