David Guilmette Email and Phone Number

CHS is a leading global agribusiness owned by farmers, ranchers and cooperatives across the United States. CHS supplies energy, crop nutrients, seed, crop protection products, foods and food ingredients, and risk management services. I lead a talented team that assists in facilitating the movement of billions of bushels of grain sold in 65 countries from hundreds of thousands of domestic producers. Our industry leading agronomy supply chain and capabilities keeps the cooperative system competitive through importing millions of fertilizer tons and shipping millions of pounds of crop protection products each year.

Drove a significant amount of change in organizational structure and leadership development in a short period of time. Assumed responsibility for northern United States wholesale operations, including grain terminals, fertilizer terminals, and crop protection warehouses. Selected to play a key role in various enterprise capacities including Inclusion & Diversity Advisory Council, operating model transformation, transportation model transformation, and alternative recruiting strategies.

Led a team of 175 logistics professionals through 34% growth in a three year period while increasing hours worked by <3%.Decreased ORI frequency rate from a historical figure of 3.1 to 0.9 in a three year period.Focused on talent management in driving accountability and upgrading talent in key spots on the team.Implemented S&OP, Demand Planning function, upgraded ERP, transportation consolidation, DriveCam, and introduced operational scorecards to the team.Led reorganization transformation effort in the Agronomy division, resulting in a superior customer experience, creation of two centralized support teams, and new technology & tools to drive business.

Led production, warehousing, customer service, maintenance, and delivery driver teams in a fast paced, high performing production & distribution center for the #1 pizza company in the United States.Drove a 33% reduction in safety incidents, beat profitability goal by 11%, and grew team member base by 27% within first year of leadership. Also recognized as top financial performing supply chain center at annual awards ceremony.In my second year of leadership, our Supply Chain Center (SCC) saw the 2nd highest growth in the system, while also being challenged as the most space constrained of the 19 SCCs. Also achieved the highest internal audit score in facility in over five years, while delivering superior customer service to over 250 stores in the market.Broader collaborative achievements include leading regional capital investment prioritization efforts, creating future organizational design, developing recruitment strategy, and driving overall quality standard practices across the supply chain.

Provided supply chain leadership to the fourth largest uniform rental operator in the industry, with annual revenue of $978m in the US & Canada.•Oversaw all transportation operations which included vendor shipments to three regional distribution centers, shipments to 51 plants, and reverse logistics.•Improved on time performance by 600 basis points that dramatically improved service to over 170,000 customers. Results include nine consecutive months of improved performance from 84% to 95%.•Led cross functional efforts in initiatives such as conflict minerals compliance, network design, and creation of a supply chain dashboard.

Built and led newly created team of analysts and business partners that optimized RDC-store deliveries. As part of start up environment, the team created and enhanced processes that were previously decentralized to a more consistent, efficient manner.•Led team through the start up phase of learning new systems, processes, tools. Drove communication to a variety of teams, including senior leadership.•Created and optimized delivery forecasts for 1700+ Target stores using a variety of forecasting tools.•Transitioned manual oversight of backhaul management to TMS based, which created visibility to turn on/off different vendors to collect freight terms.

Led various projects across the Transportation organization, while also representing the team in cross functional initiatives. Led the Transportation Network Optimization (TNO) initiative, resulting in significantly new capabilities and restructure of the 500+ team members in Domestic Transportation organization.•Implemented telematic technology on fleet of 500 refrigerated trailers that monitored temperature, dwell times, and other mechanical aspects of the trailers.•Grew the Transportation PMO team from a startup group of two analysts to four; while delivering strong business results across the organization.•Selected to lead a 1.5 year confidential corporate initiative that centralized logistics functions from 36 distribution centers. This project had an organizational impact as service levels were improved while new capabilities were implemented.

Led a team of 8 group leaders that supervised 90 employees in a 1.5m square foot facility that shipped over 24m cartons annually. Directly responsible for quality and capacity management; while achieving strong overall results in productivity and safety.•Led a team that operated at 102% productivity, 0 recordable safety incidents, and delivered unprecedented quality results.•Built a capacity management plan that maximized utilization within a regional distribution center with a location utilization of 90%+.•Drove engagement and led through a variety of change and disruption.

Led a logistics team that supported RDC operations, product recalls, tractor & trailer maintenance, and store deliveries/relationships.•Implemented dynamic departure times that was a model for the other 26 regional distribution centers in the network.•Improved cube utilization by 500 basis points from the previous year by driving accurate delivery schedules and correct loading techniques.•Ranked #1 in overall lead time which drove high in stock percentages at 40 stores in the Twin Cities.

Responsible for multiple dedicated and contracted carrier relationships and operational execution supporting outbound shipments from 8 distribution centers totaling $50m in annual spend.•Managed the operational and financial aspects of the $11m backhaul program across the network.•Decreased cost to 1.1% of total expense due to strong holiday planning, stops/truck improvement, and linehaul conversion.

Responsible for creating the transportation network, store relationships, and employee culture in a 750,000 square foot regional distribution center that serviced 100+ Best Buy stores in the northeast.•Implemented cross docking of music & movies from centralized distribution center as a model to the network.•Received "Commitment to Excellence" award by retail partners, marking the first time a Supply Chain leader was recognized in this capacity by the retail organization.

Held a variety of positions in increasing responsibility for the home delivery business of Sears. Roles included routing supervisor, training supervisor, and Market Delivery Operations (MDO) Manager.