My goals were to build a centralized team to leverage our continued growth through acquisition to reduce truck purchase costs, reduce maintenance, and improve fleet compliance. I implemented a safety program using AI cameras in trucks, a single source title and licensing process, national fleet maintenance program, extended warranty standards on new trucks, strategic vendor partnerships, and rebate programs for maintenance parts and labor. The fleet lead on the Corporate ESG Team to source new technology and strategies to reduce the fleet’s carbon footprint.Accomplishments:• Prevented carrier insurance rate increase of $1M by purchasing and installing new AI Camera and ELD technology for over 700 drivers and 1000 trucks, which prevented lawsuits related to accidents that may have occurred and met DOT requirements for Hours of Service and safety compliance. Our company driver was awarded the Samsara Driver of the Year Award out of over 10,000 nationwide drivers using this software. ROI was less than six months due to accident lawsuit avoidance.• Built and managed a five-year CAPEX plan for Fleet Replacement Purchases of $45M per year, reduced the age of the fleet by 3 years, reduced asset purchase prices by 10% because of vendor alignment, and reduced fleet maintenance/repair costs due to younger fleet and extended warranties.

Western Marketing Inc. hired me to lead the procurement team supporting lubricant purchasing for eight warehouses in TX, OK, and KS. I aimed to improve customer order fill rates and reduce excess inventory by $2.5M in one year for a $10M EBITDA annual business. We were acquired by RelaDyne in 2017, and I was asked to build a logistics team to manage all third-party carrier agreements and shipments for 100 warehouses in 30 states. I implemented the program by implementing a TMS that standardized carrier tariffs, shipment tendering, tracking, and invoicing.Accomplishments:• Inherited a procurement department that was underutilizing the new software, resulting in excess inventory and poor order fill rates, and by leveraging the S&OP functionality of the software, reduced $2.5M in excess inventory, improved seasonal inventory levels, and the order fill rate by 12%.

I was hired to manage the distribution team (75 drivers / 6 dispatchers) responsible for 150M annual gallons of Shell, BP, Citgo, and Chevron gasoline and diesel fuel deliveries to retail and commercial accounts in AL, GA, and FL Panhandle. I also managed the procurement team for 13M annual gallons across eight warehouses of ExxonMobil, BP Castrol, and Phillips 66 bulk and packaged finished lubricants in AL, GA, MS, TN, and FL Panhandle. I was promoted to VP of Logistics with an additional fleet budget, design, replacement, and maintenance responsibilities.Accomplishments:• Reduced inventory by $3M and improved order fill rate by 10% by sourcing, purchasing, and implementing a new inventory management software that paid for itself in 6 months by eliminating excess inventory.• Sourced and implemented fuel dispatch software that predicted customer fuel needs that prevented late deliveries, increased average delivery size, reduced the number of deliveries required, increased fleet capacity, and reduced time from delivery to cash by 2 days.• Sourced, purchased, and installed truck GPS, ELD, and eDVIR technology for 80 trucks. I implemented all new 2013 DOT Hours of Service changes and passed the FMCSA DOT Audit in 2013 with a Satisfactory rating/no fines.

Plant Logistics Manager, Haagen Dazs Plant, Tulare, CA (2005 - 2007)• Managed Raw Materials procurement and warehousing, production scheduling, as well as finished goods warehousing and distribution for Haagen Dazs production facility in Tulare, CA. • Co-Leader of national strategic transportation leadership team for finished goods of Dreyers/Edys Grand Ice Cream, Nestle and Haagan Dazs brands.• Restructured and designed dedicated transportation network for outbound shipments of finished goods to California Distribution Centers and backhauls of production materials and raw ingredients throughout west coast.• Member of national WMS redesign and implementation team for all 20 finished goods distribution centers.• Implemented WMS upgrades in ingredients and finished goods warehouses. • Implemented Nestle Process Improvement Team recommendations to achieve optimum flavor run sizes for most cost-effective production scheduling