Develop and execute a robust, transparent, cost effective, consistent, analytics driven logistics program to support the movement of goods and materials to all Morgan Truck Body Manufacturing locations and external customers.- Cover all modes of transportation to include domestic Full Truckload (FTL), Less Than Truckload (LTL), Intermodal, and Parcel.- On the International Side, cover all modes to include Full Container Load (FCL), Less Than Container Load (LCL), Air Freight, and Trans-loading.- Manage, select, and develop logistics providers to support the logistics strategy.- Identify and implement total supply chain improvements.- Increase supply chain visibility to assist in inventory reduction and on time delivery.- Evaluate networks and pursue system/process enhancements to improve the supply chain.- Implement outsourcing opportunities to minimize warehousing requirements.- Work with Production Control, Purchasing, Plant Material Managers and Suppliers to optimize freight costs.- Analyze order frequency, quantities, lane traffic and freight mix to maximize freight spend while supporting inventory turn targets.- Shift freight mode from parcel and LTL to TL by standardizing shipping schedules, advance planning and network optimization.- Manage outsourced logistics providers for all modes of transportation, warehousing, claim processing, and customs clearance.- Ensure costs are competitive, customer service levels are met, and projects are being delivered on time and on budget.- Provide real-time transparent shipment tracking for all modes of transportation (domestic and international).- Guarantee proactive notification and issue resolution of exceptions to minimize delivery delays.- Develop logistics analytics to measure, evaluate, analyze, and take corrective action to continually improve the logistics program.- Analytics developed focuses on operations, purchasing, freight providers and Third Party Logistics Providers in a holistic manner.

Design, develop, analyze and implement comprehensive transportation solutions for large corporations including Blue Diamond Almonds, Delta Airlines, and Daimler Trucks North America. Responsible for the day-to-day execution by 48 team members optimizing a $162M freight spend. Full accountability for the accounts' financials, profit/loss, forecasting, variance reporting and answerable to resolve any operations issues to eliminate production interruptions. Communicate all progress with customers covering continuous improvement initiatives to formalize comprehensive project plans, clarify timelines, milestones, goals, and assign task ownership. Primary account contact as viewed by both Penske and the customer to track inbound shipments of parts and outbound shipments of final product and oversee all the various entities used to perform such work (Suppliers, Third Party Logistics Providers, and Transportation Carriers). Conduct performance reviews, corrective action, and goal setting for three salaried direct reports and oversee the career development, mentoring, evaluation cycle of the remaining 45 hourly associates.

Retiring after twenty and a half years of service.

Chief executive of an organization manned with 803 personnel that is responsible for the maintenance, supply, and ordnance of 105 Marine Corps aircraft tasked with being rapidly deployable and employable in support of global military operations. Maintenance actions are completed through the use of Continuous Process Improvement (CPI) methodologies that examine each components technical data, design interface, and test equipment. Additionally, a $280 million sub-component inventory is stocked to support repair actions and sustain optimum aircraft readiness.

Working in an SAP environment, manage the optimization of $11.6 Billion in Navy owned aviation material across both the wholesale and retail echelons of supply to meet the customer service fill rates and have the greatest possible positive effect on aircraft availability. Communicate with upper management to reduce cost and improve the sales achieved with the $4.1 Billion annual procurement and repair budget used to produce assets across the organization's portfolio of 121,000 separate products.

Responsible for the sales and operations planning process for the procurement and repair of all aviation parts supporting a fleet of 640 tactical and training aircraft including the Harrier jump-jet, the National Strategic E-6B Mercury, and the C-130 Hercules with a yearly operating budget of $190 million.

Directly supervised 108 Marines in sections including accounting, warehouse management, material tracking, shipping, and delivery. Responsible for an aviation parts warehouse with over $180 million in inventory and 13,890 line items. Managed delivery and shipping operations for 4 strike fighter squadrons and 21 maintenance shops located throughout Arizona and Southern California. Accountable for the induction and tracking of over 10,000 parts, valued at over $200 million, while repaired in the Naval Supply System.

Answerable for meeting all key milestones for several software projects within the time, cost, and performance constraints of the separate projects. Developed the deliverables for the assigned software and created the project plans to ensure those deliverables are attained for the sponsors. Managed teams containing business analysts, systems analysts, programmers, information assurance personnel, technical writers, and software testers.