Responsible to lead the creation and deployment of new products, services, solutions, and be an integral part of the customer engagement. Specifically, in this role I am responsible to create the initial draft of the customer proposal document, combine information from multiple sources to accurately price the opportunity, maintain response database, develop and execute approved project plans and timelines, and prepare final written proposal documents aligned to the business strategy.

• Oversaw all IB dock operations for 500+ associates and 8 direct reports including training, delegating workload, and strategic vision throughout a 4.5M+sq ft., 5 floor building. • Launched a state of the art fully automated robotic Fulfillment Center including all subsequent operations. • Utilized prove and demonstrated knowledge of AWS / Robotics and Dematic conveyance controls. • Ensured proven and demonstrated understanding of operational KPIs to drive efficiencies and effectiveness within DTW5. • Managed multiple sorts during Peak 2020 collaborating with a talented team to break multiple records for volume processed over a 24-hour period. • Served as C3PO champion working directly with delivery stations downstream to establish best practices when loading trailers. • Held direct responsibility for unloading and stowing 500K+ units per shift. • Successfully achieved a 98% OTD hit rate on all SDTs for 60 days including peak season 2020

• Establish operational policies, lean manufacturing principles and (WCM) processes to ensure superior quality custom carbide preform blanks, cut to length rods and cutting inserts.• Directly manage seven supervisors overseeing 105+ exempt and non-exempt employees.• Manage operational and capital expense budgets exceeding $9M annually.• Track record devising, evaluating, and implementing continuous process improvements to minimize waste and reduce costs while maximizing quality and yield through root cause analysis and kaizen events.• Actively interface with vendors and senior management for order expediting, capacity planning, and material forecasts serving as leader of the production planning team.• Served on cost savings team, interacting with internal supply groups and business operating teams.• Current member of the Global Supply Chain which is responsible for developing cross site synergies and "World Class" best practices.• Reduced WIP by from $1.4 million to $800,000 while increasing output by 53%, using the "TOC" techniques.• Introduced lean manufacturing principles (Map Value Stream, Establish Pull, Seek Constant Improvement) and implemented new technology to minimize operational expenses and improve margins.• By developing lean initiatives and cross-training associates, the solid rod team increased their previous 6-month average of 13 tons produced, by 53% producing new results of 20 tons produced consistently over the past 5 months.

• Managed 3 direct reports in 5 functional departments: demand planning, purchasing, costing, warehouse/transportation, and customer service. Responsibilities included direct supervision of 25 direct and indirect office and manufacturing associates.• Served as an overall conduit between Manufacturing, Commercial Strategy Teams and Senior Management ensuring communication stayed consistent both internally and externally.• Worked with Product Development and Product Management to establish priorities and execute NPI process.• Forecasted future powder demands ensuring enough safety was in-house to address the ever-changing customer demands, using SAP optimizer to review past and current buying trends.• Identified opportunities for cost and process improvements with Outside Service Providers using a vendor scorecard reviewed monthly.• Established and reported Planning performance metrics to improve performance continually (e.g. MPS adherence, SPA, Inventory Flash Report)• Responsible for increasing on-time delivery from 65% to 98% at the same time reducing lead times of specialty preform blanks from 25 days to 6.5 days by utilizing finite planning boards.• Implemented a new quoting procedure, streamlining the cross-functioning teams involved, ultimately moving turnaround time from 24 hours down to 30 minutes. Results indicate a quote to order increase of over 20%.• Responsibilities included managing inventory levels to meet external customer demand at the same time reviewing items in jeopardy of becoming obsolete due to lack of movement.• Developed, implemented, and provided summary and detailed inventory analysis reports to management.• Created production capacity forecasts based on data driven information provided by in-house SAP software programs (SD4 Planning & Fast Pro).

• Managed and coordinate customers’ freight transportation and distribution needs, maintaining internal pre-set financial margins.• Acted as a liaison between Schneider Logistics’ departments, the customers, and the Account General Manager to ensure all parties understand the requirements and adhere to established timelines.• Developed and updated Standard Operating Procedures, business rules and work processes to meet each individual customer requirements, including communication and transfer of data.• Conducted quarterly on-site visits to customer locations to gather data, analyze and understand customer concerns and opportunities.• Developed an Operational Plan to outline yearly P&L targets, deep sell opportunities and individual customer expectations.• Assisted sales team in presenting relevant information to potential customers about the implementation process.• Analyzed and recommend innovative improvements to existing systems, procedures, and issues impacting customers/carriers, focusing on eliminating the root cause of recurring issues.

• Directed all outbound shipments to foreign and domestic customers to ensure service parts arrive on time and meet service expectations. • Audited and supervised outbound hazardous material shipments, utilizing current 49 CFR Hazardous Certification to ensure government regulatory compliance.• Conducted monthly cost audit to ensure carrier cost stays within the budget approved by Ford Motor Company. • Trained and managed 4 associates seeking continuous improvements in productivity focusing on individual strengths to maximize engagement from all team members.• Successfully developed an action plan to reduced trailer detention cost by 78% for calendar year 2011. • Accountable for developing and maintaining long term relationships based on open and honest communication with Ford National Parts Distribution Center management team.• Created an optimal performance environment by empowering hourly associates to be involved with the development and assessment of their key performance indicators. • Established a recognition program to promote a high performing environment by rewarding direct reports for delivering exceptional service results

• Assisted with the successful launch of ArvinMeritor’s Oracle Transportation Management System.• In fiscal year 2008, lead a 3% cost reduction from ArvinMeritor’s Transportation Truckload Providers- resulting in a $1.3 million transportation savings. • Provided transportation expertise across all modes of transportation by managing 165 suppliers with a $150 million dollar transportation budget.• Built strong relationships with ArvinMeritor senior management, customer service and the SLI operations team; assisted in strategic initiatives and planning across all functional teams.• Implemented a network truckload bid in FY07 that generated a $3.15M savings on a $70M budget. Savings were achieved by lowering existing carrier costs and by leveraging the customer’s position in the marketplace to pursue a new carrier.

• Responsible for the on-time pickup and delivery of Toyota freight that serviced the NUMI Production Plant in Fremont California, utilizing 29 local drivers and 24 routes.• Provided 99.8% on time delivery performance• Averaged driver working percentage of 96% • Picked up at 87 foreign and domestic shippers, running about 10,000 daily miles.• Met and exceeded all risk management and operational cost goals.• Provided regular feedback to Toyota on all performance issues.• Responsible for route development and revisions due to lane changes and new vehicle models.• Responsible for all customer service functions including load creations and on-time weekly billing.

• Managed over $30 million in annual transportation spend across 20 plants within the ArvinMeritor Light Vehicle Division.• Exceeded customer savings goals for both FY05 & 06 realizing over $2.4 million in total savings.• Negotiated operational, contractual, and service requirements with over 100 service providers on behalf of customer.• Developed and implemented logistical and operational improvements (scorecard reviews) that enhanced on-time delivery performance from 85% to >97% within a six month period. Enabling the network to run more efficiently, while also allowing plants to schedule delivery times needed to meet manufacturing demands.• Served as a consultant to ArvinMeritor plants for all transportation related issues or questions.• Assisted and managed expedited air and ground freight programs.

• Front line operations leader serving as a vital collaborator between the organization, drivers and customers.• Coached and mentored approximately 45 drivers to achieve flawless customer service and key operating goals.• Conducted performance reviews and administered salary increases.• Monitored all loads to ensure customer pickups and delivery requirements are met.• Conducted informational tours of the center to potential employees and clients.• Worked directly with logistics to verify lane problems/enhancements