Managed all aspects of supply chain, including warehousing, transportation, facilities, and fleet for 13 distribution centers employing over 2,600 supply chain associates. Oversaw annual P&L responsibility with operating budget of $355M in region with $4.8B in sales, meeting or exceeding operational cost per case targets five of seven years.• Drove and executed company and CDC COVID safety protocols for both associates and customers, resulting in zero COVID cases transmitted within region due to protocol violations as tracked over 12-month period. Conducted regular audits, ensuring all aspects of process intact, and made improvements where identified.• Implemented and executed company KPIs successfully, resulting in lowest injury and accident rates, and fewest DOT HOS violations for seven consecutive years. Provided highest on-time delivery rate to customers six of seven years, along with highest employee satisfaction score for five consecutive years.• Selected by corporate leadership to introduce, pilot, and lead continuous improvement methods to market leaders and frontline associates via methods, including DMAIC process, Lean methodology, safety performance teams, pre-shift huddles, Gemba walks, 5S strategies, and identifying and eliminating waste. Posted notable year-over-year results, including 110% improvement in employee satisfaction, 22% improvement in vehicle accidents, and 25% reduction in product damage.• Co-created company’s now standard business continuity plan, ensuring uninterrupted service to customers during severe weather events, natural disasters, labor work stoppages, and employee shortages.• Created award-winning (Brandon Hall Group) program to teach efficient work methods to frontline warehouse associates, resulting in 10% improvement in targeted areas, most notably in warehouse product selection.

Managed all aspects of supply chain, including warehouse, transportation, fleet, and facilities with 325 associates. Created and managed annual operating budget of $55M, meeting or exceeding plan four of five years. Designed strike contingency plans consisting of security coverage for all physical assets, developing alternative inbound receiving scenarios, and securing temporary labor to cover warehouse and driver responsibilities, as needed. Coordinated and directed multiple technology projects, including converting company’s WMS, upgrading truck fleet’s ELD system, installing rear cameras on delivery vehicles, and company’s proof of delivery.• Negotiated multi-year contract successfully between US Foods and one of more contentious Teamster locals, with no productivity interruptions.• Executed physical closure of non-profitable distribution center in 2011 seamlessly; coordinated relocation of inventory, material handling equipment, and office contents to sister facilities across country.• Improved operations quality composite by more than 25% from 2010 to 2012.• Created aggressive safety campaign, which decreased workers’ compensation injuries 37% from 2008 through 2010.• Reduced DOT HOS violations by more than 98% from 2009 to 2011.

Supported 25 facilities in region, working with leaders on specific cost-saving and productivity opportunities. Travelled extensively throughout region. Certified via RedPrairie to implement labor standards. Recognized by national IBT head of industrial engineers. Initiated and completed study of company’s order selection inefficiencies that resulted in programming change adding estimated $3M to company’s bottom line annually.

Managed day-to-day operations of warehouse and transportation departments with 180 associates. Collaborated with VP of operations to create annual operations budget. Served as integral team member responsible for negotiating successful multi-year contract with Teamsters Local 688.

Assigned to work with engineers and architects on $8M freezer expansion as company designee. Coordinated renovation of refrigerated warehouse to ensure product integrity and increase shelf life through proper cold chain management. Consolidated off-site produce company into main distribution facility. Served as lead coordinator of RF WMS implementation. Converted company’s process of capturing, validating, and reporting earned income to automated system, resulting in additional $500,000 of annual revenue.