Worst-case scenario: A new transportation project in Penang, Malaysia was only weeks from implementation when Florence Leong read about a ban on truck traffic along the only possible route for those goods.

“You have to know Penang is two separate areas,” says Leong, in Morgan’s regional headquarters. “The first is an island, Pulau Penang, where factories and pickups are. The mainland where deliveries are, on the other side of the eight-mile bridge.”

“The client never had the chance
to read about the ban in English papers,” says CEO David W. Morgan. “Our local managers were reading Chinese papers.”

Leong petitioned the bridge authority offices every day over the next few weeks. “Each time, they told me an exception was not possible. Go away!” she says. “But I would just come back again the next morning. Finally, they gave us the exemption stickers that we wanted.”

The problem was solved before the customer even became concerned. But, it’s just these sort of local issues that can make or break a supply chain.

Where other providers broker services to third parties, Morgan puts its own equipment, technology and people where they matter most, in key locations from Asia to the Americas.
That’s the power of local knowledge.