TA Services is a trusted name in the logistics industry with 30+ years of excellence and 20+ operational facilities in North America. Our four main service lines: managed transportation, warehousing and distribution, brokerage, and cross-border services.

Neovia Logistics is not your typical 3PL.Neovia is a global leader in third-party logistics, operating in over 100 facilities in more than 20 countries around the world. For more than 30 years, Neovia has combined its OEM mindset with real-world innovation to solve complex logistics challenges for companies in the automotive, industrial, aerospace and technology sectors. Neovia works with companies of all sizes throughout their lifecycle as a partner, advisor and enabler of transformation. The company offers a full suite of services, including service parts logistics, inbound logistics and finished goods distribution offerings as well as differentiated services such as inventory optimization and technology solutions.

A globally recognized 3PL company supporting an end-to-end supply chain for various industries including but not limited to; Automotive, Aerospace, Healthcare, Technology, Energy and Industrial. Provide solutions to process and storage strategies for new and existing business. ISO standards and Sarbanes Oxley requirements, and other regulatory guidelines

Led a second shift selecting operation developing 6 management and 120 hourly associates with annual volume of 18,000,000 cartons in a food distribution environment.• Direct involvement with customer issues• Responsible for department budget of 5,000,000 per year• Drove annual department planning, staffing evaluation, budget analysis, volume forecasting and productivity resulting in meeting my budgets monthly• Participated in weekly conference calls with peers from centers across the country to drive productivity and accountability• Integral member of talent sourcing - hand selected candidates resulting in six new Supervisor hires

Led three-shift operation developing 10 management and 55 hourly associates (30 Casepack and 25 Shipping) with annual volume of 30,000,000 cartons across both departments.• Drove a combined increase in Casepack department productivity 16.5% over 2009 and shipping department productivity 9.4% over 2009• Achieved zero associate accident or injury in both departments for a period of over one year- 1.1 million hours without a lost time accident with both departments leading the way without injury• Drove annual department planning, staffing evaluation, budget analysis, volume forecasting and productivity resulting in meeting my budgets yearly and decreased staffing due to productivity gains• Conducted bi-monthly conference calls with peers from centers across the country as well as member of horizontal committee creating work methods for rollout in the four pyramid distribution centers• Led the initiative that brought the outreach program to distribution center• Participated in contract negotiations with union and management resulting in favorable three-year contract• Integral member of talent sourcing - hand selected candidates resulting in four Manager and four Supervisor hires

• Led a three shift operation developing 10 management (of varying levels) and 75 hourly associates with annual volume of 20,000,000 cartons • Increased Inbound department productivity 7.2% over 2007 and 10% over 2008• Responsible for annual department planning, staffing evaluation, budget analysis, volume forecasting and productivity • Bi-monthly conference calls with peers from centers across the country

• Led a three shift operation developing 10 management (of varying levels) and 85 hourly associates with an annual volume of 20,000,000 cartons.• Oversaw installation of increased automation error lines and accumulation capacity• Operated and planned a multi-building distribution center to handle increased capacity• Provided oversight and feedback for Apparel Network Optimization projects as the Regional Specialty Centers (RSCs) augmented the mission to include service to Sears Distribution Centers and stores. • Responsible for annual department planning, staffing evaluation, budget analysis, volume forecasting and productivity • Bi-monthly conference calls with peers from centers across the country

Selected to assist in the startup of a new 1.5 million sq. ft. Regional Distribution Center.• Increased shift productivity from 80% to standard starting June 2004 through June 2006• Hired, trained, developed and supervised 1 of 4 shifts overseeing daily/monthly budgets, production planning, and staffing of a 33,000,000 annual carton throughput facility servicing 53 Target stores• As the Common Dynamic Method (CDM) Captain, trained all team members in consistent standard operating procedures for all Inbound functions from basic receipts through damage and exception processing- Averaged 95% compliance rate on 3 separate CDM assessments conducted by headquarters• Achieved a 45% reduction in ORI frequency in 2005 over year 2004 as Inbound Safety Steering Leader• Expedited Inbound processing goals from 60 hour standard to 48 hours by leveraging Automated Receiving Technology: $88M capital investment and largest supply chain initiative in Target Corporation history, ROI 2007• Successfully developed 41 Direct Reports resulting in the highest performing Inbound shift since opening• Trained new Executives regarding Inbound policies and procedures enabling them to be floor ready within six weeks• Configured all Inbound dock operations to maximize capacity in partnership with headquarters and peers• Redesigned the building’s mass vacation procedures that led to employee satisfaction regarding policies• Inspired Warehouse Worker team to learn beyond their primary job functions; shift held highest percentage of cross-trained team members in the building at 90%

Hired and led 20 to 30 hourly employees on a daily basis in daily operations ensuring a high degree of safety, performance and quality in a state of the art distribution center. • Consistently recognized high performers and coached poor performing team members.• Increased outbound shift performance from 139 cartons per hour (cph) to 152 cph for year ending 2003• Designed and instituted a Co-Load process for 23 low-volume stores for a cost-reducing transportation measure• Achieved a perfect un-reimbursed OSHA Recordable Incident rate per zero-based budgeting • Led Outbound department with the highest performing shift in FY 2002• Instituted a new four-key / seven-day work week within the building, including re-training of team members to new departments