Led a team of approximately 50 logistics personnel across 3 facilities in 2 states, to achieve enterprisecost and quality targets. Manage all inbound, internal and outbound inventory movements and controlsfor over $100 million material. Annually managed ~ 11k lines, always delivering an on time performance greater than 96%. Managed freight spend of $1.3 million. Lowered cost per pound 37.5% by utilizing alternativevendors and methods such as rail. Implemented new inventory management process leveraging best practices and throughcollaboration with internal / external partners. The process has delivered a 97-98% accuracy forover $100 million of material, across 11 facilities for the past 2 years. Conducted SFMEA’s and implemented new Standard Work utilizing Lean and 5S in 25 areas. Developed and managed the certification program for Industrial Powered Equipment Operatorsacross the enterprise. Over 150 operators certified. Led the logistics planning & execution for a new Caterpillar legal entity. Processes includedProcure to Pay, Order to Delivery, and management of consigned inventory in remote locations. Coordinated the rapid deployment of packaging due to consistent freight damage on ~30% of aproduct family. Packaging changes drove less than 1% damage/rework.

Led a Team of 4 Supervisors and 40 material handlers on 5 types of industrial poweredequipment across a 500,000 sq. ft. union workforce distribution center. Annual Sales exceeded $500 mil. Led a team responsible for the nightly distribution of 500+ sales orders shipping via smallpackage (UPS & FedEx), less than truckload (LTL), OTR truck load and via a fleet of leasedequipment to local clients. Coordinated the implementation of productivity tracking and developed cycle times. Increased picking efficiency 35%, by revamping pick locations to match sales demand. Managed AS400 WMS item / box dimensions which in turn increased storage space and loweredamount of corrugate utilized by 20%. Worked closely with customers both internally / externally across the country ensuring theirmanufacturing environments had a consistent flow of material

Led team of 30+ responsible for final assembly of 4-5k Lighting Ballasts per day. Increased production rates 35% by including direct reports in continuous improvement process. Cross trained team in changeover / maintenance processes and lowered cycle / downtime by 20%. Achieved 99 % accuracy rating by performing daily cycle counts based on inventory values andconsumption. Led team of material handlers in support of operational areas, that included shipping and