Bryan Abbott Email & Phone Number

Remote

Lead end to end supply chain assessments for mid to large size manufacturers identifying gaps between current state processes & systems and ideal future state design focusing on people, process, & technology.- Conduct end to end value stream mapping sessions & client stakeholder interviews to understand anddefine current state processes, functional area maturity, & system landscape.- Analyze gaps to define future state & provide detailed project recommendations & timeline.

Promoted into newly created role, directly reported to COO to integrate operation and supply chain capabilities and best practices across three (3) distinct “go to market” strategies. - Developed operating structure to establish organizational transparency and alignment around objectives and goals with a forward-looking management strategy. - Go to resource and subject matter expert for Purchasing, Inventory, and Transportation D2C functions during re-org that saw all D2C functions integrated into the core Phillips B2B business units

Defined requirements, led operational initiatives to support company roadmap and business needs. Accountable for Supply Chain function, including Purchasing, Inventory, and Transportation. Managed two direct reports. - Scoped, defined, and implemented functionality for D2C fulfillment within existing B2B Distribution Centers while minimizing disruption to core operations. Projected total EBITDA flow through $4.2MM. - Created metric driven operating mechanism enabling transparency and cross departmental/issue focused collaboration and discussion on a weekly cadence. - Developed an automated excel purchasing template that saved 1 FTE and reduced inventory by 42% while maintaining the same customer fill rate. - Scoped, developed, and launched in house 3PL service program with a 25% margin. - Led the negotiation effort to optimize our parcel agreement, leveraging an existing relationship with FedEx but also opening the door for UPS to negotiate offer for a long-term partnership with annualized savings of $600k or 7.2%.

New York, New York

Oversaw supply chain, logistics, and operational optimization while managing relationships with transportation, 3PL, and WMS partners. Conducted due diligence on other partnership opportunities to reduce costs and enhance customer experience.- Led warehouse operation improvement projects and new initiatives, while providing guidance and direction to four warehouse supervisors. - Conceptualized, planned, and managed warehouse optimization projects with no available investment capital. Ensured timelines were met both internally and by the WMS partner for an annualized savings of $200k and an order per hour increase of 20%. - Revamped wholesale and pick, pack, and ship pricing strategies for our “Endless Aisles” retailer drop ship program to increase average margin per order by 7 percentage points while maintaining triple digit YoY growth. - Optimized transportation costs and transit time through zip code analysis and shifting volume between Distribution Centers saving $150k annually. - Developed cost models, pricing structures, and warehouse processes for new add on item and box insert programs leading to $100k in annualized EBITDA flow through.

Created excel based analytical tools to support warehouse operations, the purchasing department, and the transportation department. Created and managed project plans to optimize warehouse processes and eliminate non-value-added activities. Made key contributions in 5 successful warehouse integrations.- Engineered and implemented new inbound putaway and outbound picking processes/tools delivering $470k in annualized savings. - Provided analytics and product move management, overhauling the methodology with which product was stored to save $800k. - Created project plan, ensured targets were met on time, and managed cross functional group UAT in warehouse integrations. Provided analysis for warehouse setup, managed product moves at each site. - Scoped, presented, and gained approval for conversion of Distribution Center into a Cross Dock saving $1.2MM.

Focused on initiatives to reduce product damages as well as understanding and documenting processes for Phillips largest distribution center. - Designed process maps and SOP’s for Receiving, Inventory Control, and Shipping in an environment that had no previous work documentation. - Performed root cause analysis of in-house product damages and created guidelines on a vendor-by-vendor basis for improving how they package their shipments. Reduced damages by an average of 8% for vendors willing to make the suggested packaging changes.