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SELECTOR
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OPLO:FLOOR OF MARKET,REVENUES´ PLAN TO 50 M.$ 2YEARS
GRAPHICCALLY OPLO(code)-ORDERPRO LOGISTIC (NASDAQ OTC BB)IS IN A FLOOR OF MARKET THAT WILL BE BROKEN WHEN THE PRICE BREAKS 0,30 UPWARD.ITS BULLISH POTENTIAL IS VERY STRONG,TAKING INTO IN ACCOUNT THAT IS A COMPANY WITH A STRONG POTENTIAL OF GROWTH (REVENUES WILL BE INCREASED FROM 1 TO 40 MILLIONS IN 2 YEARS) IN THE ATOMIZED SECTOR OF TRANSPORT LOGISTIC.THAT INCREASING OF THE REVENUES IS BASED IN A PLAN OF GROWTH OF ITS SIZE BY PURCHASES OF SMALL COMPANIES OF ITS SECTOR WITH HIGH RATES OF PROFITS AND BIG POTENTIAL OF GROWTH. IT´S FORECAST REVENUES GROWN 300% IN 2004 ON BEFORE YEAR.
SEE WWW.ORDERPROLOGISTICS.COM

CEO Richard Windorski stated, "OrderPro's strategic plan has a revenue goal in the $40 to $50 million revenue range to be achieved over the next 24-36 months. We are pleased that the owners of companies such as this Indianapolis operation recognize the potential benefits available to them as they become important members of the OrderPro Logistics' family of companies."

OrderPro Logistics Finalizes Agreement With Transportation Industry's Third Largest 3PL Provider
OPLO IS ABOUT BREAKING ITS FLOOR OF MARKET (VERY BULLISH)

GRAPHICALLY,IF IT BREAKS UPWARD 0,30 (THE DIFFICULTNESS TO REACH 0,50,BROKEN 0,30 IS VERY LOW,NO RESISTENCE),THE FLOOR OF MARKET WILL HAVE FINISHED AND THE BULLISH POTENTIAL WILL BE VERY STRONG,EVEN UPPER 1$ IN FUNCTION OF THE DEVELOPMENT OF THE COMPANY PLAN TO GAIN SIZE.COMPANY WITH BIG EXPECTATIVES OF GROWTH.


OPLO-NASDAQ OTC
ITS CHART CAN BE SEEN AT: http://bigcharts.marketwatch.com/quickchart/quickchart.asp?symb=oplo&sid=0&o_symb=oplo&freq=1&time=9

EXPLANATION OF THE CHART:
OPLO IS IN A FLOOR OF MARKET,THE BULLISH MOVEMENT IS HEALTHLY WITH INCREASING OF VOLUMEN IN THE UPS AND DECREASING IN THE DOWNS AS IT CAN BE WATCHED IN THE CORRECTION OF THE SECOND BULLISH MOVEMENT (ACTUAL SITUATION).

THE THIRD BULLISH WAVE HAS AS OBJECTIVE 0,50 BY ELLIOT´S THEORY.THE GAP WOULD BE CLOSED AT THAT PRICE.THERE IS NO RESISTANCE AND SO NO DIFFULTNESS TO REACH IT.FROM THE PRICE WHERE IT TRADES TODAY TO 0,50 VERY FEW VOLUME WAS TRADED,SO THE DIFFICULTNESS TO REACH IT WILL BE VERY LOW DUE TO VERY FEW INVESTORS WILL SELL THE SHARES THEY BOUGHT IN THOSE PRICES IN THE BEFORE BEARISH TENDENCY.
IN BRIEF,FLOOR OF MARKET WITH INCREASING OF VOLUME (BULLISH SIGNAL),NEWS ABOUT NEW PURCHASES OF COMPANIES ACCORDING TO GROWTH COMPANY´S PLAN WILL BE THE REASON FOR HIGHER PRICES.
THE COMPANY FORECASTS WITH ITS GROWTH´S PLAN TO REACH 50 MILLIONS $ OF REVENUES IN 2-3 YEARS,IT WILL SUPPOSE BY SECTOR´S RATIOS A PRICE OF OPLO NEAR 1,3$ (AVERAGE PRICE LEVEL) AND EVEN IN A VOLATILE AND SPECULATIVE MOVEMENT TO REACH 1,5$ OR 2$ AS MAXIMUM.

OPLO-ORDERPRO LOGISTICS (NASDAQ OTC BB).ITS PLAN IS TO INCREASE ITS REVENUES FROM 1 MILLION $ TO 40/50 MILLIONS $ BY PURCHASES OF SMALL COMPANIES OF TRANSPORT SELECTED IN FUNCTION OF ITS GROWTH EXPECTATIVES AND WITH BIG PROFIT(RETURN)FORECASTS IN A SECTOR AS ATOMIZED AS IS THE TRANSPORT IN THE USA,COMPOSED BY MANY SMALL COMPANIES AND A FEW BIG COMPANIES.HERE IS WHERE OPLO PLANS TO GAIN SIZE BY PUIRCHASES OF SMALL COMPANIES SELECTED IN FUNCTION OF THEIR HIGH RETURNS.


Essentials

Business: U.S. Transportation Mini-Conglomerate *
Listed: OTC Bulletin Board
Symbol: OPLO
Shares Out (at 3/31/2003): 23,283,834
Approximate Float: 6 million shares
Market Cap (close 6/27/2003): $1.39 million

Summary

OPLO began developing the proprietary software it uses as a technological base for its three related operations in the summer of 2000. Actually, OPLO is an emerging high-tech company operating in the U.S. transportation industry. It is just beginning to accelerate its move to commercial operations, following its R&D & start-up phase.

We interviewed CEO Richard Windorski -- his goal is to grow OPLO to a $40 to $50 million company in the next three years. He plans to achieve that goal via internal growth plus an aggressive program of transportation industry "roll-up" acquisitions, including motor carriers, third party logistics providers, & freight brokers. Three ancillary goals are:

1. Qualify for, & be accepted on Nasdaq Small-Cap, followed by a Nasdaq National Market listing
2. Do a secondary offering to accelerate its acquisition program
3. Perform so as to justify OPLO's shares to trade in the $4 to $5 range.


A noble & ambitious set of goals, but if OPLO plays its cards correctly, it may very well be successful. OPLO's operations in its three areas of the transportation industry take advantage of great synergy. They are:

A. Third Party Logistics
B. Freight Brokerage
C. Motor Carrier Operations

Richard Windorski expects Third Party Logistics to represent about 40% of the business in five years, with Freight Brokerage about 35%, & Motor Carrier Operation about 25%.

The three areas are tied together by OPLO's technology. OPLO doesn't sell its proprietary software -- it uses its technology & software as a catalyst to grow the three aspects of its business. By leveraging web-based technologies, OPLO significantly improves shipper & carrier performance from both a economic & time perspective, at substantially lower cost than other solutions.

OrderProTM, in combination with OPLO's Third Party Logistics System allows shippers & carriers a highly flexible shipping environment in which they can schedule, optimize, track, report, & manage shipments of arbitrary frequency & volume. CEO Windorski says: "OrderPro's user friendly technology is at the heart & soul of our company. Our system clearly sets OrderPro Logistics apart from the competition in the market place we have targeted. The system, when deployed in combination with our Motor Carrier Operations & Third Party Logistics program, opens the door to significant growth opportunities. Our strategy is to "level-the-playing-field by providing systems & technical expertise to both our shipper & carrier customer base, making them more competitive in their own businesses."

In its third-party logistics area, there are companies that provide similar logistic services, but they tend to focus their services toward the shipper. OPLO provides operating efficiencies that can be of significant benefit to both shipper & carrier, bringing about direct "bottom line" improvements. OPLO advertises that it turn its client's freight operation into a profit center, rather than the traditional "cost center" most shippers experience.

OPLO appears to be unique in that it is able to serve either, or both the companies that ship their products & the carriers. OPLO can provide real-time information related to the control & movement of freight to the management of either or both sides of the equation.

One unique aspect of its logistics service is the fact that it provides its key customers that qualify from a freight volume perspective with a logistics expert who works right in the customer's facility to directly manage shipping activity by taking full advantage of OPLO's technology.

In its industry roll-up program, Windorski wants to acquire transportation service companies that have strong customer relationships. Those companies that have revenues in the $1 million to $5 million range are ideal targets. These companies are typically owned by entrepreneurs who recognize the potential of an affiliation with a larger public company. It made its first acquisition in 11/2002 -- a trucking company that was the first in its motor carrier division. One of the advantages OPLO achieved with that acquisition was the large customer base the carrier had, opening the possibility of a future third party logistics relationship.

Some of the words the company uses to describe its business are: "OPLO is a customer-oriented provider of innovative & cost-effective logistics solutions. To provide cost-effective & efficient delivery, it created proprietary web-enabled software to manage all transport & shipping processes, & maximize inbound-outbound savings while providing complete real-time logistics management services.

"With expertise & experience in transportation, logistics management, Internet technology, & a philosophy of performance-based customer reward systems, OPLO has proven that transportation brokerage & logistics management can be successful in a competitive marketplace."

Freight Brokerage Operation

On 6/6/2003, the Federal Motor Carrier Safety Administration granted a freight brokerage license to Freight Management Services (FMS), a wholly owned subsidiary of OPLO. Freight brokerage will compliment OPLO's Motor Carrier & Third Party Logistics (3PL) divisions. OPLO prepared for this license by lining up potential shippers & carriers. The license enables OPLO to rapidly build its brokerage business & compliment the activities of its other divisions by providing additional shipping capability for its overall customer base. Expected revenues from FMS after one year of operations are projected to be in the $3 million range.

CEO Richard Windorski says: "Freight Management Services as a stand alone freight brokerage company will provide an immediate & additional revenue stream for OrderPro Logistics, Inc. FMS will also generate additional shipments for our Motor Carrier operations to both supplement & compliment the business volume & profitability. As a pure brokerage company, FMS will create revenue & margin by matching shipper's loads to available carriers by utilizing our OrderProTM interactive web-based system. This is another significant step along the business development path we outlined some time ago."

Market

The U.S. trucking industry has over 360,000 companies with total revenue of about $255.5 billion per year. This growing industry outpaced air transportation by $18 billion per year.

About 72% of these trucking companies operated six or fewer trucks, & even a company as large as Schneider National, with annual revenue of close to $3 billion, garnered a relatively insignificant share of the amount spent each year on transportation.

These statistics reflect a fragmented industry that presents OPLO with ample acquisition candidates. The first acquisition, Great Plains Transportation, has annualized revenue of about $1 million. OPLO has entered into negotiations to acquire a second trucking company that has annual revenues of $1,850,000 -- it is operating profitably. A third trucking company that has annual revenues of about $1.9 million with a pre-tax profit of $300,000 is also under consideration. If these two additional acquisitions were consummated, the three trucking companies would have annual revenues of about $4.75 million, with a pre-tax profit of about $550,000. Additionally, both companies have customers that represent potential third party logistics opportunities.

According to an industry survey, Logistics Management Outline 02/05/01, "The market for third party logistics providers is growing by 18% to 22& a year. Across industries, respondents said they planned to focus on more effective & meaningful use of third party providers in the future. 80% of respondents said the integration of transportation & distribution systems was important to their overall strategies."

Management

Richard L. Windorski is chairman, president, & CEO. He has over 30 years experience in the manufacturing & transportation industry & has effectively proven that transportation brokerage/logistics management can be successful in a competitive marketplace if service is based on solid concepts & is believable by clients. His experience includes senior positions in materials & production management with Control Data Corp., Arctic Enterprises, & Wausau Homes. He was president of a regional contract carrier & transportation broker, & for five years was founder & president of EMC Transportation, Inc., which until 6/30/2000 provided the freight brokerage services upon which OPLO builds its base. His BS in business administration is from the University of Minnesota.

Richard J. Haupt is president & COO. He came aboard in April 2003. He was station manager, inventory control manager, director of material, & senior VP with several companies, most recently Bombardier Aerospace in Tucson. He retired at the rank of colonel from the U.S. Air Force in 1997 -- he was logistics group commander responsible for transportation, aircraft maintenance, supply & logistics. He had 800 personnel & the management of 120 base facilities. Prior to that, he was chief, mobility operations branch, responsible for transportation & mobility operations policy, planning, & execution throughout the Pacific theater, reporting level three down from the Joint Chiefs of Staff. He also served as transportation squadron commander, & was selected as the Military Airlift Command's "Field Grade Transportation Officer of the year 1991" for his part in the largest airlift in military history in support of the Gulf War. His BS in business administration is from the University of Arizona, & his masters in human resources management is from the University of Utah.

Jeffrey M. Smuda is VP, logistics operations. A supply chain professional, he joined OPLO in April 2003. He was director of materials for a manufacturer & installer of food, beverage, & dairy industry systems, responsible for inbound & outbound transportation, purchasing, QC, & production scheduling. He was also international purchasing manager for a major manufacturer & distributor of office & school products, & materials manager for other distributors & manufacturers. His BS in business administration is from Elmhurst College.

Patricia Robinson is secretary treasurer, CFO, & a director. With OPLO since 11/2000, she was executive director & financial director for Tri-Community Resource Center, a nationally accredited behavioral health agency. She has 20 years of senior management experience, including systems development & compliance requirements with national, state, & local government entities. Her BS in accounting is from Durham Business College, & her business administration degree is from Boise State University.

Lynn Windorski is IT manager. A Certified Microsoft Professional, she has over a decade of experience in the operations of transportation broker companies. Before joining OPLO, she worked in the planning, development, & implementation of two different dispatch management systems, & is responsible for web site management & coordination & development of the OrderPro system.

Robert Kuchowicz is VP, transportation. He has over 35 years experience in the engineering, manufacturing, & material management industries, holding senior management positions for the last 20 years.

Joel K. Windorski is a director. He retired from the Arizona School System in 11/2002 after 25 years of service. He managed & controlled the facilities & grounds for the San Manuel School District. At Adams State College, Alamosa, CO; Central Arizona College & Pima Community College, Tucson, AZ, he specialized in business administration, accounting, & finance.

Robert L. Best is a director. He was with the Gunite Corp. & brings over 43 years of cost value analysis experience to OPLO. At Gunite, he managed production & inventory control before moving to certified purchasing manager.

The officers & directors as a group held 8,523,001 shares (51.2%), with Richard Windorski holding 7,435,334 shares (44.7%) as of 3/31/2003.


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