I was a part time sup back in the 90s before we went public. I was just a kid, but back then I was taught to treat my area of responsibility like it was my own business. Be efficient, treat people right, etc. I was given goals and standards, but I was also given the freedom to decide how to run my little part of the business. I worked with a lot of smart people who went on to be career management people. I was shown early plans of what, at the time were called "Hub of the Future" and "Center of the Future". That solidified I would not go into full-time management. The idea that all decisions would be made from a central location in a division or district and carried out by local management, reducing the number of operations management by more than half. It never got fully realized, but the central decision making part and consolidation of regions, districts, and centers stuck.
I think they should give operations decisions back to the operators to adjust and plan in real time with tangible information.
An example we have all seen: Cut 2 preloaders because Preload PPH is the flavor of the month and we must hit it at all costs. So we save $150 on 2 preloaders, while 45 drivers sit on the clock for a half hour at their overtime rate waiting to leave the building at a cost of well over $1000. It's really inexcusable, but that is the type crap these idiots do everyday and the operations people are powerless to push back, even if they can make the case that it is a bad business decision.
When I get together with my career management friends, it's obvious to both me and them that I made the right choice to be a driver. Cause for me, none of that crap matters when I hit the road. Just me and a bunch a packages and I get compensated for every minute I give to this company.