Ben Millard, Mba Email and Phone Number

Work cross functionally throughout the organization leading end-to-end supply chain and operations, including planning, procurement, manufacturing, quality, R&D and logistics.

Responsible for ongoing development of end to end supply chain and customer experience solutions to enable innovative brand growth for the Ascent business. Lead the integration of applicable business functions and analyze current capabilities to drive success in the B2C segment. Manage five analysts that drive operational strategies across our suppliers, co-packers, fulfillment centers, distribution partners and transportation groups. Responsible for $40 million budget. • Recognized 94% improvement in past due order performance at co-packer through the implementation of KPI tracking and root cause analysis to close gaps and drive synergies• Transformed the Ascent supply chain through contract negotiation and system enhancements to support the national launch of Costco. An 85% increase in volume within 8 months. • Key role in developing stage gate processes to support a robust and creative Innovation pipeline • Eliminated $40,000 in fulfillment costs by obtaining CapEx to discontinue pre-build variety packs and transition to a customizable variety pack that ultimately enhanced the consumer experience. • Achieved a 48% portfolio reduction through a SKU Analysis project in an effort to improve margins and reduce cost. • Developed cross functional S&OP process to ensure Sales, Marketing, Quality and Finance are approaching operational opportunities with the right factors in mind • Successfully led Ascent’s Co-Man RFP to identify, audit, negotiate and onboard a new partner.

Direct the Materials Management Department in the coordination of production, procurement, warehousing and distribution of products to ensure that orders are produced and delivered to internal and external customers in a cost-effective and timely manner. Responsible for a $10 million budget while maintaining OSHA and Food Safety requirements (SQF, FSMA, HAACP).Leadership to include five salaried managers and 47 operators.Improvement Highlights:• Rightsized labor templates to enable the warehouse team to achieve a 35% increase in outbound shipments • Implemented drop lot program through equipment acquisition and training to improve flexibility and efficiencies resulting in the elimination of a $150,000 in annual contractor cost • Reduced emergency maintenance work orders by 70%, equating to $60,000 in annual savings, through the implementation of a preventative maintenance loading dock program • Expanded warehouse capacity by 160 pallets spots by 5S’ing the warehouse that resulted in reduced outside storage and transportation requirements equating to $55,000 annually • Witnessed an 85% increase in Employee Retention through the implementation of several employee driven ideas to include process improvement and obtaining the right tools to complete their jobs. • Recognized a 75% reduction on employee overtime by standardizing labor templates, smoothing out operational workloads and cross training employees. • Partnered with the Human Resource Department to develop a Training Curriculum for the warehouse department to include On the Job Training and SOP’s to allow for consistency amongst warehouse personnel

Strategic position responsible for all AB owned wholesaler teams in the US and Canada. Managed North American strategy and technical roadmap of $12 million. Set and cascaded annual budget and performance targets. Conducted management quality system audits to ensure all warehouses were effectively managing the operations strategy. Created action plans and worked cross departmentally with IT, Sales and R&D to implement solutions when opportunities were identified.Leadership to include three warehouse analysts and 25 warehouse teams in the US and CanadaImprovement Highlights• Implemented scale and wrapper technology leading to improvements in performance metrics to include customer refusals, delivery performance and breakage.• Decreased inventory counting variances by 15% through the adoption of good operating practices and standardization, leading to a $450,000 improvement in the supply chain loss package. • Decreasing overall preventive maintenance costs by 20% by using analytics to right size the fork truck fleet and selling 53 vehicles. • Increased picking productivity by 55% as team leader on voice pick installations at seven locations. • Created quality assurance program for all warehouses, improving efficiencies, standardizing processes and increasing inventory accuracy.

Department head responsible for managing two brewery functions: warehousing and logistics. Managed the production planning of 550+ SKU’s while maintaining inventory control of raw materials, core working capital and finished goods worth $7 million. Solved near-term upsets and long-term outages, by finding solutions to ensure continuous production success. Led sales and operating plan (S&OP) calls and supplier performance meeting. Worked closely with plant controller and zone accounting teams to ensure regulatory and internal compliance procedures. Leadership to include seven salaried managers, 45+ operators and 20+ contractorsImprovement Highlights:• Reduced maximum capacity-driven shut downs 75% by restructuring the warehouse using 5S initiatives, expanding the warehouse overall capacity from 500,000 to 620,000 cases.• Reduced the safety incidents 65% annually by implementing a workplace transportation system.• Eliminated quality blocking failures by creating a Quality Assurance Analyst position to drive accountability and responsibility to the operator level. • Improved department recycling rate to 99% by developing and executing a plan to recycle all damaged wooden pallets entering the facility.

Accountable for all tactical and strategic warehousing operations at the brewery. Main responsibilities included meeting the demands of 240 inbound/outbound shipments a day through efficient warehouse staffing, adapting to seasonality and production volume shifts while maintaining costs and improving key performance indicators to include on time loading, live load turn around, scale backs, vehicle utilization and inventory accuracy.Leadership to include five salaried managers, 45+ operators and 20+ contractors.Improvement Highlights:• Developed warehouse operator staffing template, which created consistency in labor planning and identified training opportunities.• Developed warehouse escalation template for all operators to reference, which reinforced peer-to-peer communication and enhanced problem-solving skills.• Saved $135,000 in overtime costs by equipping the spotting service with training, tools and procedures to efficiently run weekend shifts with minimal management supervision.• Created department visual boards and check lists, which provided visibility of department performance, consistency in shift handover meeting and a one-stop shop for all plant communications. • Assisted in developing the department SharePoint site, which stored all contacts, documentation, and information, creating transparency, decreasing training time and improving access.

Responsible for ordering primary and secondary packaging materials for the can, bottle, and draught commodities. Created bill of materials pertaining to new, current, obsolete, and promotional packages. Determined and managed min/max range for material inventories, using a FIFO process, to ensure sufficient stock for production. Maintained communication with 25+ suppliers to ensure on-time deliveries, while resolving issues in logistical processes to minimize production upsets. Scheduled all export production required to satisfy 30 global accounts and meet scheduled deliveries to the shipyard. Improvement Highlights:- Developed schedule optimization tool allowing all brewery departments to enter future week requests prior to weekly planning meetings, thus increasing planning and communication among departments while minimizing excess cost entering the system. Tool was recognized as a best practice and adopted by other plants.