General Director of Material Logistics at Kansas City Southern Railway Co.
Army veteran keeps Kansas City Southern on the move.
by Warren Duffie

Mitchell Whitmire describes himself as an “old farm boy from Arkansas.” Plain-spoken and friendly, he personifies down home American values.

However, underneath his warm demeanor lies a powerful work ethic and steely commitment to detail that have propelled him to success as an Army enlisted man and officer, as well as a corporate manager.

Whitmire, 37, is the general director of Material Logistics for The Kansas City Southern Railway Company (KCSR) and the general manager of Superior Tie and Timber, a subsidiary of the railroad. He’s directly responsible for the requisition, storage, and issue of a $70 million inventory consisting of locomotive and rail car parts — in addition to maintenance of materials such as rail, spikes, cross ties, and other track material. Based in Shreveport, La., Whitmire also oversees railroad scrap projects, negotiates contracts, and is in charge of the daily operation of the KCSR Rail Welding Plant.

“In a nutshell, my job is to get people the parts they need to operate,” says Whitmire, an 18-year Army veteran. “From spikes and rail ties to locomotive parts, I’ll get them for you.”

The Daily Grind
This former captain arrives to work at 6:30 a.m. and immediately visits the KCSR engineering department to check on any outstanding issues, projects, or requests. From 7:30 a.m. to noon, he reviews various reports and checklists and oversees parts inventories. From 1 p.m. to about 6 p.m., Whitmire focuses on the operations of Superior Tie and Timber.

“One thing that helps me on my job is the problem-solving abilities the Army taught me,” he says. “As a military officer and corporate manager, you have to be a strong decision-maker — resilient and adaptable to daily events.”

In Uniform
Whitmire joined the Army in 1987, completing boot camp and infantry training at Fort Benning, Ga. After serving in the first Gulf War, he decided to get out of the service to attend college and “see what the civilian world had to offer.”

During his third year at Arkansas State University, Whitmire was offered an ROTC scholarship and, upon graduation in 1997, returned to the Army as a quartermaster officer. From 1997 until 2005, he served at Fort Campbell and Fort Irwin as a division supply officer, a material and contracting officer, and a maintenance company officer. Whitmire also spent a year in Kuwait — running a maintenance facility, a warehouse operation supplying repair parts, and a food distribution point.

The Transition
“I returned to the States in 2005,” Whitmire says. “By that time I had decided to get out. Two combat tours were enough, and the time away was taking a toll on my family. I wanted to get back to Arkansas and do something with my hands, so I started my own sawmill.”

Though Whitmire’s sawmill was a success, a headhunting firm contacted him about a job with KCSR. The railroad needed someone with extensive experience organizing complicated supply chains. Whitmire agreed to an interview in Shreveport.

“I liked what KC Southern represented,” he says. “Plus, although I enjoyed the sawmill business, it’s extremely hard and physically demanding work, so I decided to sell it and do the best thing for my family.”

And how does the civilian sector compare to the military?

“As a former officer, I find the pay in corporate America is pretty comparable to the military’s,” he continues. “However, I advise people to be prepared for the cost of health care and other benefits. The military has great health benefits, which can be very expensive in the civilian world. That was an eye-opener when first I got out. Thankfully, the railroad has a wonderful program, which I’m very pleased with.”

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Whitmire’s Advice

Get into a routine. “Whether you’re job searching or starting a new job, get into a schedule that’s similar to the one you had in the military. That way, you won’t feel overwhelmed or out of sync.”

Learn about your benefits plan. “Figure out the costs and what kind of budget you need to establish.”

Be flexible. “There are a variety of viewpoints and opinions in Corporate America. You can’t just issue orders. You need to be able to relate to people.”l