Dan D. Tempest Email & Phone Number

Support and lead projects analyzing existing and future supply chain logistic functions at the strategic, operational, and tactical planning levels to ensure a high standard of service is delivered on the account. Foster and maintain operational customer contacts, ensure customer needs are met, and identify opportunities to cross-sell additional products and services. Ensure monthly billing is generated according to policy and in a timely manner.

Supported Director of Logistics in the strategy, implementation & distribution in an asset based/non-asset based reverse logistics infrastructure and the tracking of that inventory in its life cycle returns. Set up all rental & sales orders into database; analyzed the type and quantity of inventories required and then pinpointed the most efficient trucking rates/lanes in the U.S. to reach depot centers under the contracted time frames. Coordinated the distribution & transportation moves/back-hauls by maintaining daily line of communication with multiple trucking companies/freight forwarders encompassing 3PL brokers, TL, LTL & Intermodal. Project Lead between depot operations, finance, & field service to ensure inventory levels were accurate to support channel network.Major accomplishments include:• Increased inventory turnover by opening access to more suppliers while at the same time consolidating supply sites. Reduced transportation costs through routing analysis & revision.

Senior Director reported directly to CEO. Managed 20+ employees in logistics department which shipped out $2MM of inventory monthly for same-day fulfillment and delivery services for e-commerce firm. Proficient in international customs law and shipping requirements to foreign countries. Imported/exported medium volume of ocean containers each month for company's inbound/outbound (China & Brazil) product lines.Major accomplishments include:• Met profit target every six months from 2005 to 2007 of shipping costs being below 9% of before-tax revenues.• Met shipping error rate every six months from 2005 to 2007 at being 1% or below by comparing total dollar value of shipment to the dollar value of shipment errors.• Met shipping efficiency every six months from 2005 to 2007 as measured in orders per hour hitting an average of 12 orders per man hour.• Implemented and integrated functions of shipping software and peripheries (i.e., USPS, UPS, Fed Ex, DHL) which reduced shipping costs by 35%.

Reported to Logistics & Supply Chain (LS&C) Vice-President in the Santa Monica Regional offices. Managed the administration, handling and deployment of equipment (i.e., electronics, cable) and stock control procedures encompassing inventory functions of cycle counts, metrics analysis and logistics cost and cycle time reduction. Improved operations by achieving financial objectives; resolving production, storage, and distribution problems; and identifying current and future customer requirements. Major accomplishments include:• Administered over Regional warehouses which were ranked by Adelphia's corporate office (i.e., Logistics & Supply Chain) as a Quadrant 1 "Excellent Performance" category for warehouse operations. For the full physical inventory taken at each quarters end, achieved a dollar accuracy rate of over 97% [Dollar Accuracy: > 97%] and an inventory part accuracy rate of over 95% [Part Accuracy: > 95%] during four quarters of 2003 and last three quarters of 2004.

Reported to Chief Executive Officer with responsibility for all financial functions of the corporation including: general ledger, payroll, taxes, A/R, A/P, collections, financial reports and month-end closings.Major accomplishments include:• Recruited, taught and assembled 9-person IT corporate training team in two locations during a period when company doubled in size.• Coached staff in use of audit software for Title IV funding/financial aid (i.e., Sallie Mae) through the U.S. Department of Education.• Drafted proposals for corporate IT training at their business locations and negotiated all technical training contracts of organization.

Headed staff of 35 employees at various levels of nationwide telecommunications company. Screened and staffed new operations department. Departmental responsibilities included: service scheduling, dispatching, travel logistics including truck transportation/air fares, quality assurance, purchasing and inventory deployment to all major U.S. cities. Major accomplishments include:• Oversaw the logistics and scheduling of personnel and product development for Kinko's 1999 Branch Server Project, a $12MM project finished within budget and 26 days ahead of schedule despite encompassing 1500 stores in the United States and Canada.• Managed client relations by not interrupting regular business hours at each Kinko's branch store while decommissioning and disposing of existing OS/2 branch servers and replacing with Netfinity IBM servers processing NT.• Raised schedule performance by 40% and trimmed costs by 25% on Wells Fargo Y2K ATM roll-out project.

Reported to Vice-President of pipeline utility company which specialized in the design and installation of underground natural gas distribution lines. Redesigned production schedule requirements under stringent deadlines. Responsibilities included: logistics cost and cycle time reduction, production scheduling and standards, material specifications, distribution/transportation of equipment and inventory control.Major accomplishments include:• Assigned smaller distribution crews by transferring workload formerly completed by by mainline crews. Decreased service order turnaround time by 25%.• Restructured functions of how material management was viewed, eliminated excess staffing, increased inventory turnover, consolidated supply sites which reduced transportation costs by 15%, and identified $125,000 in administrative costs attributed to excessive contract charges.