At 104, Murphy Warehouse Is Number One With United Sugars

It all started with two horses and a wagon. Family-run Murphy Warehouse Company has grown and evolved and recently received the Warehouse of the Year award from its customer United Sugars Corp.

This is the sixth award Murphy has received from United Sugars since 2001, according to the company. It was recognized for outstanding service in 2002 and 2003 and exceptional performance in 2007, along with warehouse of the year in 2001 and 2004 (and now 2008).

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“Now, more than ever, it is important for logistics operations to provide quality and expertise to their customers. We are honored to be recognized for the professional services we provide to United Sugars and their customers,” said Richard Murphy, president and CEO of Murphy.

“Our company works with six warehouse partners, and our employees rate their service, communications and accuracy on a points system,” Raymond Smith, United Sugars Facilities and Quality Systems Director, said. “Murphy earned this award by working well with our operations team to meet the daily challenges of a complex logistics system.”

United Sugars Corporation is the second largest marketer of industrial and consumer sugar in the US, supplying about 5 billion pounds of domestically grown refined sugar per year—more than 30% of the country’s total demand.

Murphy got its start in 1904 when Edward L. Murphy bought two horses and a wagon. By the time it reached its 100th anniversary, Murphy had 225 people working in multiple locations throughout the Twin Cities area of Minnesota serving more than 200 clients ranging from Fortune 500 to start-up companies. The company marked its centenary with a book Two Horses and a Wagon, which chronicles the company's story from the Irish immigrants who started Murphy, through highlights including how the family endured early St. Paul politics, the Great Depression, a violent labor movement uprising in Minneapolis during the 1930’s, the post-war years boom, changing technologies and business practices, the trauma of post-deregulation of the transportation industry in the 1980s, and the many generational handoffs.

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