We can all remember our feelings of astonishment, bewilderment and concern when Hurricane Katrina wreaked unimaginable havoc on our country. This national disaster prompted an outpouring of generous donations from caring people and organizations around the country. Unfortunately, those donations could not be distributed efficiently to provide much-needed relief because there was not a system in place to handle a relief effort of this magnitude.The need for a central contact point became very evident. Who better to bring order to chaos than members of the logistics profession? To this end, a group of concerned industry professionals teamed up to create ALAN.ALAN’s web portal went live just days before Hurricane Gustav hit land and began to deliver results almost immediately. Donations flooded in - bedding, wheelchairs, walkers, fans, water, warehouse marshalling space, transportation services and more.Over the years, ALAN volunteer members have participated in numerous relief efforts. While disasters like these are still obviously unwelcome, ALAN helps to bring victims of these crises welcome relief.Learn more about ALAN at work, and see how you can help. www.alanaid.org

Recruited by this former client to implement the initiatives identified in a previous engagement to build the foundation for aggressive growth by developing the supply chain planning and execution capabilities, processes and systems. Challenged with changing the company's supply chain culture to a strategic and seamlessly integrated business process by implementing best-in-class practices and performance management programs across the end-to-end supply chain.

Responsible for project management, including leading clients in customized methodology for identifying key performance indicators (KPI’s) prioritized to strategic corporate goals and identifying gaps in desired performance levels through benchmarking and best practice standards. Lead role in the implementation of proven best-practices to reach corporate performance goals. Current clients represent the consumer products and the industrial sectors.

Responsible for project management for client engagements including leading client organizations through strategic change management initiatives, streamlining process flows and applying best practices throughout client supply chain networks. Lead clients in implementing performance management programs by identifying key performance indicators (KPI’s) aligned to strategic corporate goals and identifying gaps in desired performance levels through benchmarking selected KPI’s and best practices. Apply gap analysis to develop client roadmaps to competitive strategy and improvement initiatives derived from prioritized opportunities for improvement.

Conducted and analyzed programs to derive best practices and performance metrics to improve supply chain productivity and quality by applying operational expertise and subject matter knowledge. Responsible for thought leadership, project management and direction of the supply chain practice. Worked closely with leading supply chain professional organizations including the Council of Supply Chain Management Professionals (CLM/CSCMP), the Supply-Chain Council (SCC), and the Warehousing Education and Research Council (WERC) to develop tools and disseminate best-practice research findings to support continuous improvement in the global supply chain.

Taught senior and graduate level courses in Transportation Management, Purchasing Management and International Logistics.

Corporate Officer and member of the Operating Committee charged with developing and implementing the transportation business platform and distribution operating strategy to support the company’s global supply chain services. Established cross-functional teams to stabilize the existing processes and strengthen operating capabilities to maximize synergy within the network and support business development targets.

Operating officer recruited to return to the organization to prepare it for the international acquisition of Borden Foods packaging division; an acquisition that increased the company size by 250 percent and supply chain volume by 100 percent.

Built plan to reduce outside warehousing costs by over $1.5MM per year and reduce fleet size by 50 percent by redefining the national distribution network and eliminating plant-to-plant shuttles for consolidation of outbound shipments. Restructured fleet equipment purchasing practices, which reduced equipment maintenance costs as well as reducing the per unit purchase price, saving $200K per year.

Utilized hands-on experience in logistics operations and strategic planning and implementation in working with a variety of KPMG clients on their productivity, service improvement and cost reduction projects.

Developed and implemented the start-up and ramp-up operating plan for Ryder’s Lead Logistics Program, an inbound dedicated contract carriage and JIT cross-dock operation for Chrysler Corporation’s Jefferson North Assembly Plant.

Developed well-rounded, hands-on operating experience in all logistics disciplines, including warehousing, private fleet operations and inbound logistics management.