Responsible for the development and implementation of comprehensive supply chain strategies supporting the end to end value chain.Program lead for both Warehouse Automation and Distribution Network Design Strategy across Nestlé USA Supply Chain.

Focused on optimizing of the overarching network architecture, and route to market strategy, with the objective of maximizing customer service while minimizing total delivered cost.

Responsible for coordinating end to end value chain strategies, driving productivity initiatives, and leading cross-functional teams.- Development of nationwide network strategies for the flow of finished goods from factory to store by opti-siting facilities throughout the Nestlé DSD network.- Creation of detailed cross dock network optimization strategies inclusive of facility requirements planning, transportation/warehouse analytics, and internal reviews that support change efforts and capital investments.- Develop, manage, and execute performance improvement initiatives relating to Nestles' Pizza and Ice Cream divisions' shuttle transportation network that services over 1600 Delivery Routes based out of 250 cross dock locations.- Design of ideal state customer sourcing strategies for all company owned and distributor customers inclusive of all transportation/warehousing analytics, execution viability, and end to end benefit.- Key point person for a broad spectrum of Supply Chain and Distribution leaders for location opti-siting, network optimization analysis, and execution planning.

Nestle in the Market Initiative (NUSA, NPPC, NWNA)- Developed cost saving strategies for six factories across three Nestle operating companies (locations within US & Canada)- Identified cross OPCO synergies valued at $2.9 MM & delivered implementation plans to each operating company- Implemented over $0.50 MM in cost savings throughout NUSADC Operations Project- Led Nestle DSD focused project within their highest volume DC in the Western US. - Increased DC throughput by 50.5% through innovative process creation and implementation- Generated a direct labor savings of $0.39MM ($0.68MM cost avoidance) Material Loss Reduction Project- Project Leader of Industrial Engineering Team- Conducted MUV Reduction initiatives across two Prepared Foods facilities- Developed MUV Analysis Tool for local factory to utilize- Delivered $1.2MM in agreed savings- Identified $0.68MM in opportunity. Preventative Maintenance Benchmarking Analysis - Conducted PM benchmarking analysis across eight factories- Developed SAP generated benchmarking tool utilized for comparative analysis- Identified $3.0MM in efficiency improvement opportunities via replication of best practicesLabor Benchmarking Analysis- Developed Excel based analysis tool utilized for labor benchmarking across eight unique facilities- Identified $3.9MM in potential opportunity

Responsible for day to day operations of the DC and accountable for achieving targeted productivity, quality and safety metrics. - Supervised 50+ DC Team Members, in a non-union facility, consisting of full time and temporary employees.- Co-Led the NUSA DC Network’s initial NCE rollout and led implementation of DC’s first 5S system- Led ISO 22000 & Nestle Group Audit preparation- Conducted a capacity analysis which identified $0.20MM in savings

Responsible for the daily operation of 3 confectionary production lines; personally accountable for production, quality, and safety. - Supervised 30+ associates in a unionized facility.- Organized and led multiple continuous improvement teams which focused efforts led to a line efficiency increase of 10.2% - Created and managed weekly labor schedules which were built in accordance with union regulations- Implemented TPM productivity measures throughout three production lines which helped drive associate ownership

- Organized and led a continuous improvement team which led to a $0.33MM reduction in product overfill across three production lines.- Co-Led the ISO 14001/OHSAS 18001 Certification Process; Responsible for Factory ISO 14001 Environmental Certification requirements.- Designed rework collection tools which reduced annual waste by $0.05MM across two production lines.- Reduced annual raw material waste by $0.03MM through implementation of rework collection system.

- Reduced annual rework costs by $0.12MM across multiple production lines, through the modification of sifting operation.- Implemented new inventory tracking system to be utilized in cooperation with the current warehouse inventory management scheme- Trained employees in SAP how to balance current inventory levels between old system and newly implemented SAP system

- Involved in planning and implementation of the 80-20 Inventory program at two AMG facilities.- Analyzed & consolidated H1 Commercial sales from 1992-2006, between DCS and SAP systems. - Co-created facility layout plan to identify material storage zones for physical inventory.