• Average team fill rate increased from 96.15% in Q1 of FY24 to 97.45% in Q3 of FY25 while managing approximately $63M of inventory• Team maintained DSI(Days Sales of Inventory) between 27 and 35 days while simultaneously reducing average excess dollar percentage from 18.06% to 13.76%• Implemented collaboration requirement with Inventory Sales Support in order to increase communication and proactivity on items where action requires DSI to be brought below 10 days on hand.• Developed new system for warehouse migrations which enabled team to shift work and have more visibility and clarity on timeline and requirements; saving them 30% of their time on each migration.• Worked as part of the Communication Committee to enhance department website with material that will be helpful to all Supply Chain Teams• Worked as part of the Career Development and Learn and Grow Committees to create opportunities for department employees to improve their skillset and prepare themselves for their next role.• Obtained Six Sigma Green Belt Certification by revamping process that held customers accountable for Special Order Agreements which enables us to reduce excess inventory by $360K and create an additional revenue of approx. $70K per month.• Received Supply Chain Management Leader of the Year Award for FY24.

• Implemented Salesforce phone system which enabled the CRX call center to log calls• Obtained Six Sigma Yellow Belt by implementing new process to closeout 222 forms which reduced the time spent on closeout by over 50%• Created Excel Macro in order to expedite call stat reporting function• Developed a new rejection form to educate customers on how to complete the DEA 222 Form• Created SQL query which enabled CRX team to pull customer addresses directly from E1 as opposed to manually typing addresses for return envelopes• Worked with analytics team to develop a CRX cancelled line report to identify users cancelling controlled substance lines and mitigate the use of SD orders• Worked with accounts payable to refine the SD order process to eliminate time spent navigating multiple cases• Successfully transitioned team with declining workload under my management and reallocated their time to assist with tasks my short staffed team was falling behind on• Worked with analytics team to transition manual daily inventory report to automated Power BI

• Developed new domestic and international purchasing plans using SQL• Developed method to track labor costs for Heavy Duty (HD) division’s production• Improved domestic vendor stocked item stock percentage from 77% to 91% before taking over international vendors where the percentage has increased from 88% to 94% • Fixed a fractured relationship with the HD division’s top Chinese vendor• Sole buyer to own vendors and parts for both the Specialty Vehicle (SV) and HD divisions• Plan all production and manage all stock transfers for HD division• Realized approximately $100,000 in annual cost savings between January and June 2019

• Responsible for inventory management and reorder processes for the Jacksonville branch• Key member of the team that developed the manufacturing process for Piedmont’s ERP after the acquisition of Seven Bridges Supply• Immediately implemented inventory transfers from different branches in order to increase profit margin on Seven Bridges Supply items that transferred over to Piedmont

• Saved the organization approximately $110,000 annually through negotiation with current vendors and sourcing identical or equivalent products with new vendors • Reduced inventory value from roughly $560,000 to $350,000 over the course of 18 months by analyzing trends and implementing new buying strategies• Developed a quarterly purchasing department newsletter in order to improve communication with other departments such as sales and customer service• Headed up initiative to get rid of inventory through various methods including repurposing items, liquidation, and working with sales to identify potential opportunities• Developed and maintained relationships with all vendors• Managed the work flow for print shop by creating new production orders and maintaining the production schedule

• Solely managed all inventory processes and purchasing responsibilities for two ERPs during a merger with Omnisolv and after a series of layoffs

• Managed accounts for a diverse group of clientele, including several Fortune 500 corporations • Developed new business rules and methods to improve the routine of orders being processed