Lead the Supply Chain Organization from Procurement through Transportation including Capacity, Demand and Production Planning. Successfully led the organization to expand Supply Chain capability by more than 2X the volume during the COVID surge. Leveraged the volume to reduce costs while maintaining service levels. Secured all available network production capacity. Developed three deep contingency for all major product raw materials and components. Implemented "rates on demand" to secure best case transportation solutions. At the end of June 2020 in the last 13 week period, On The Border (OTB) is the fastest growing brand in the chip and dips segments. OTB grew 41.3% in tortilla chips and 61.3% in dips.

Lead the Supply Chain organization from Demand Forecasting through Production and final delivery in both a direct and DSD model to retail. Reduced Transportation cost 20% while achieving initial Walmart OTIF (On Time In Full) targets. Implemented peak volume strategies that are delivering Sales growth targets at higher service levels and reduced costs.

Developed and implemented solutions for customized innovation and growth initiatives with a $26MM budget generating over $300MM in sales. Collaborated across the organization with Senior Finance, Sales and Marketing Executives on strategies to increase sales while reducing supply chain costs. Managed customization initiatives, including custom shoppable pallets, pre-packed displays, unique-to-retailer items, and e-commerce. Selected by Sr. Executives within the Supply Chain function to design and direct the college recruiting program for the Supply Chain headquarters function. Personally recruited at two universities and oversaw summer intern program. • Established and led a team across vendors and functions to redesign the company’s display ready pallets to address product damage issues. Expanded project objectives to solve problem and generate over $2.5MM in savings. Received U.S. patent for design contributions.• Improved customization sales revenue per cost of sales metric 26.5% through the leveraged strengths of my team.• Developed and implemented customization programs beyond national accounts to regional supermarkets. Resulting program, now called Designed to Grow, is delivering $22MM in incremental annual sales and took customization sales to over $300MM annually for first time.• Established a comprehensive college recruiting program from internship through the first five years involving a team of over 50 associates. All intern and full time hiring targets were exceeded with an acceptance rate of over 80%.Corey Gottschalk, VP Finance at PepsiCo. https://www.linkedin.com/in/corey-gottschalk-6940aa9"I have had the pleasure of working with Dan over the past few years. He is a consummate professional that keeps his eyes on driving both the topline Sales and looking for creative ways to reduce cost. Dan is a team player, knows the business cold, and drives for results while doing it the right way."

Supply Chain liaison to Sales and Marketing teams. Manage costs for innovation and growth initiatives outside traditional Supply Chain. Collaborate on new ideas to meet Sales goals while reducing supply chain costs and insuring P&L integrity. Led new product commercialization focusing mostly on the Club business.• Created the Supply Chain customization department to support the development and execution of custom supply chains to deliver specific customer and channel marketing programs more effectively. The team works initiatives from beginning to end, including front-end and back-end transactions and reporting.• Secured an incremental $4.7MM on a $20MM budget to increase customization initiatives. Leveraged the 25% budget increase to deliver 160 events 100% on time that delivered $255MM in sales or 172% to prior year.

Led team of 9 responsible for developing 3 year strat plan for the distribution side of the business. Initiated and collaborated on new ideas, developed proof of concept, followed project planning methodology through pilot before handing off to functional teams. Responsibilities included scoping IT work, supporting field initiatitives and sharing best practices across the Supply Chain.• Led the creation of the 2009 distribution strategic plan. Worked with function leaders to develop tactics and a plan to deliver $40MM in productivity across distribution functions.• Mobilized team and distribution function leaders to identify and deliver $12MM in additional “Fast Start” annual productivity tactics needed by company. Delivered $7MM to bottom line in 2008.

Leveraged field leadership experience to lead deployment of several national supply chain projects, including integrated Supply Chain planning and DRP tools and deployment of new go to market systems in distribution arm. Oversaw field readiness assessments and direct leadership of project managers and deployment teams. Collaborated with field leaders, IT teams, and corporate baseline teams to deliver multimillion-dollar projects to 16 Regions and over 30 manufacturing plants.• Led the development of Frito-Lay’s response to ASN (advanced shipment notification) demands from national retailers. Developed internal system and processes to deliver ASN capability and meet accuracy requirements.• Delivered the supply chain side of the go to market conversion from traditional DSD to store order fulfillment. Led the team that managed project timelines and supported the field through the change.

Led sales operations function for Mountain Region. Managed 20-person management team of over 300 hourly, non-exempt and exempt employees in nine DCs over a ten-state region. Recognized as three-time winner of company's national service award while one of only three of sixteen regions to also meet financial plan. Recognized as the only "3-peat" winner of the Company's National Service Award.

Responsible for the company's highest volume plant warehouse then was promoted to Site Warehousing Manager when a second warehouse was built on the same site site. Led the warehouses through a tremendous growth period as a regional warehouse was closed and consolidated into the site. Managed a professional staff of 20 and over 200 associates. I was then replaced by 2 Shipping Managers and transitioned to become the Site Transportation Manager. Led the company's largest Transportation Center with a base of 110 drivers and a supporting staff of 12.

Converted engineering drawings for Defense Eletronics and Radar products into working assembly instructions. Improved wiring harness assembly efficiency 18%. Determined repair orders and testing required for damaged field returns.