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Responsible for the sourcing strategy and daily regional logistics activities involving the warehousing and transport of non-hazardous and hazardous package and bulk products via all available modes of transport including Road, Rail, and Ocean in support of Albemarle’s regional customers and businesses.• Recruited and empowered a Logistics team of professionals that reduced annual Logistics costs by $10 Million• Led a cross-functional team that negotiated, contracted, and implemented a strategic warehouse for a Global Business• In collaboration with customer service developed a cross-functional team that proactively addressed process issues.

Manage and negotiate freight costs for the $500 million transportation category in North America developing and implementing strategic sourcing strategies. This includes LTL, Truckload, Parcel, Hot Shot, and Bulk transportation services. Part of the team implementing Logistics in Schlumberger introducing Bills of Lading, Freight Payment Services,business reviews, supplier audits, contract compliance and other disciplines needed to manage and reduce Logistics Costs. • Documented over $60 M in savings thru negotiating better freight prices and moving transportation volume to lower cost modes of transportation.• Lead auditor for supplier contract compliance. Worked with Legal and Field Operations to ensure suppliers performance and invoicing met contract expectations. Trained new team members.

Responsible for managing all rail, truck and terminal activity in the Southwest region including the Tulsa Refinery, Houston Chemicals Operations, and all Terminals within the region. Ensure all carriers, contractors, and Sunoco Facilities are compliant with Sunoco HES and Business Processes as well as Governmental Regulations. Responsible for rail and truck infrastructure and collaborates with business units to manage railcar supply and demand. Negotiates railroad track design, construction, and maintenance contracts. Served as a member of the Transporation Incident Response Team.• Part of the team that managed the construction of a 300 railcar capacity storage facility adjacent to the La Porte, Texas production units. Led in the identification and implementation of a Third Party Switching Company for the safe, reliable, and cost efficient operation of the new yard saving Sunoco over $4M a year in railroad demurrage costs.

Leader of the organization responsible for the day-to-day management of Dow’s 25,000 railcar fleet. This incorporates maintenance scheduling and execution and rail fleet coordination. Part of a team that implemented two major initiatives. 1) Replacing 1800 expensive maintenance lease tank cars with 1600 owned tank cars that will result in a NPV of over $40MM. 2) Developing and implementing a corporate wide Rail Fleet (S&OP style) planning process aimed at providing strategic direction for Dow’s two billion dollar railcar asset base.

Responsible for developing and implementing strategic and tactical planning for the 5 billion pound Global Caustic Business. Developed relationships with Co-producers and Chemical Traders for the purpose of negotiating exchange, swaps and tolls that improve our global logistics cost position. Accountable for the global inventory and production control of the seven production units and eleven terminals located in US, Canada, Europe, and Latin America.• Negotiated global exchanges and swaps that realized over 1 million dollars in cost savings.• Led the Global Caustic planning team located across the globe to reduce inventories by 25% without loss in service levels.

Led the Epoxy Products Site Logistics Organization with a $10M budget at a large integrated site which consists of 45 employees (exempt and non-exempt) spread across 9 production units, 5 warehouses, and multiple truck and rail loading facilities performing drumming, bagging, warehousing, loading, and unloading activities. • The Texas Operations Site Logistics function implemented a program to hire new employees into a bargain for environment, motivate them to obtain an associates degree in Process Technology and train them for Process Operator jobs in the Production units. This required establishing a structure to facilitate 30% turnover per year. The program has proven to be successful as the team achieved stage II empowerment while improving productivity, cost, and safety.• Used Six Sigma methodology and Operational Excellence initiatives to reduce service failures by 50% and labor costs by 40%• Implemented a Cycle counting program which improved inventory accuracy and helped reduce service failures.• Led the Order Fulfillment sub-team that re-designed the customer complaint process resulting in decreased response time and increased accountability.

Managed Site Logistics operation across all businesses at the Hanging Rock Site with an operating budget of $5M. Supervised 8 employees with responsibility for 30 contract employees for all Site Logistics activities (including packaging, warehousing, loading, planning) using all modes of transportation.• Reduced Site Logistics Caused Service Failures at Hanging Rock by 60% from a 1997 rate of 5.42/1000 shipments to a 1998 rate of 2.1/1000 shipments. • Reduced the number of Hanging Rock Site Logistics Activity Schedulers and Technicians by 33% from 12 in Jan. 1998 to 8 in Jan. 1999. This was accomplished through implementation of the Product Load & Ship work process, Time Slot Booking, Inventory Cycle Counting, other process improvements, and “across site” resource optimizations.• Improved the working relationship between Site Logistics light industrial contractors and Dow employees by developing and supporting clear roles and responsibilities and implementing regular contractor “performance reviews” used for proactively identifying and resolving issues. This led to improved quality, cost, and safety performance. Reduced Hanging Rock Site Logistics Total Costs by approximately $900,000 (19%) and reduced OSHA recordable’s to zero.

Managed Bulk Truck inspection stations and Bulk Truck Scheduling including direct supervision of eleven weigh masters and two schedulers. Managed the Trailer Staging Facility and the associated Package Truck Operations which includes responsibility for three dispatchers and 40 shuttle drivers. Led the implementation of a Third Party Logistics Company, Menlo Logistics, at Texas Operations responsible for managing Dow Chemicals Package distribution network. • Reduced the Cycle time for loading 40% by implementing "Carrier Self Inspection" program. • Managed the Bulk Truck Carrier Performance for Texas Operations conducting regular monthly performance reviews resulting in improvements in on-time-delivery and reduced service failures.• Successfully completed a Site Logistics Cost Analysis for the Chemicals, Metals, and Specialty Chemicals Channel to Market initiative. This study provided the Site Logistics costs for truck shipments and analyzed the feasibility of using a Distribution Center for reducing Site Logistics and Logistics Costs. Negotiated a contract with Bridge Terminal Transport, Inc. to outsource the Trailer Pool and implemented a standardized trailer and container scheduling process across Texas Operations.• Part of several different business teams that successfully implemented SAP