David Tucker Email & Phone Number

Sunnyvale, Ca, Us

Advance the global strategy to support network and customer requirements while expanding the operational vision and cross-functional aspects of international logistics, including shipping, warehousing, stakeholder collaboration, order fulfillment, and customer satisfaction. Drive safe warehouse operations, compliance, inventory control, freight, and budget management by leading over 500 salaried and hourly associates in diverse geographies worldwide. Expand the capacity and implement warehouse strategy globally. Implement and administer all systems and procedures to control inventories and customer orders and guarantee the efficient flow of all materials necessary for production and support functions. • $100M+ operating budget with last-mile impact on customer service and revenue recognition• Manage 3PL network and suppliers for logistics, including SLAs optimizing customer experience• Lead trade compliance and systems implementation to reduce global compliance risk• Implement and oversee departmental policies and procedures following government (DEA, cGMP, and FDA) regulations, and company policies and objectives• Integrate SAP/ SAP analytics platforms (BW), multiple inventory systems (WMS, FMS, POD), and equivalent ERP system

Chicago, Illinois, Us

Vice President, Supply Chain The AZEK Company | 2020 to present | Chicago, ILLead the S&OP, planning, fulfillment, distribution, customer service, and logistics/transportation functions for this multi-site, two-step distribution organization. Integrate functions to optimize customer service, product supply, inventory investment, and cost controls. Innovate the materials planning function and integrate processes across operations, purchasing, logistics, and outside suppliers to execute the planning/replenishment process. Expand the retail supply chain and third-party manufacturing by creating production partnerships.• Initiated a long-term growth strategy in the supply-side capital expansion to exceed 20% growth annually• Improved service level through big boxes in the USA and Canada with zero distribution center stock-outs• Integrated distributors inventory into S&OP and production planning• Streamlined planning processes to accelerate decision processes

Overland Park, Ks, Us

Strategic leader of global supply chain for Compass Minerals. Drive all supply chain functions including transportation, planning, inventory, pricing, warehousing, supply, procurement, co-manufacturing and customer service. Transforming supply chain team into a key differentiator and contributor to shareholder value. Drive the change process to become a customer focused process driven organization. Redesign organization to execute the commercial strategy. Streamline both bulk and packaged consumer business including reverse logistics. Drive operational excellence and cost control. Target to stay at or ahead of inflation with an annual cost savings of about 3%. Drive safety results with an objective of zero TIFR and LTIFR. • Target operational cost control at annualized 3% savings• Provide innovative and strategic leadership to achieve commercial objectives• Optimize all modes of transportation including rail, truck, barge, Great Lakes, ocean and LTL• Improve consumer business with big boxes and agriculture distribution including reverse logistics• Manage CAPEX and cost budgets • Lead import material strategy and pricing• Drive customer service organization to improve overall customer experience• Own supply chain risk minimization program

Zug, Ch

Senior Vice President, Supply Chain, and Logistics LafargeHolcim NA | 2017 to present | Chicago, ILStrategic leader for LafargeHolcim’s U.S. supply chain that exceeded the market in both EBITDA margin and ROIC. Integrated the supply chain into overall business strategy by creating operational excellence and cost controls. Designed performance management program to improve efficiencies. Applied digital technology in the supply chain (i.e., statistical forecasting, customer interfaces, procurement, WMS, inventory control, network modeling, TMS, IVMS, etc.). Cultivated innovative solutions for the management and procurement of materials, MRO, equipment, transportation, and distribution locations. • Responsible for over 400 employees and a spend of $1B.• Managed CAPEX of about $30M, on time and budget. • Advanced operational cost control targeting, annualized at 3-percent savings or $30M annually.• Orchestrated cross-border moves and integrate tertiary products through existing infrastructure. • Reduced SG&A by 20% to achieve company goals.• Minimized supply chain risk through contract management, vendor relations, and supply chain design.• Oversaw safety excellence resulting in a zero TIFR and LTIFR through the first half of 2018.

Zug, Ch

Vice President, Regional Head, Supply Chain and Logistics LafargeHolcim NA | 2015 to 2017 | Chicago, ILImplemented the supply chain strategy for U.S., Canada, and Mexico. Led global projects in countries with immature supply chains, managed merger synergies and improvement processes in the business units. Championed innovation and continuous improvement in the categories of transportation, customer service, procurement, supply/demand, S&OP, operating assets, and performance. • Managed a supply chain spend of more than $1B, with over 600 employees, and over 200 sites. • Orchestrated synergistic savings of about $50M. • Led multi-modal logistics across the U.S. in excess of 100 million tons per year:o Marine: river barges (240), river tugs (4), great lake vessels (3), ocean barges (5), and a variety of contract equipmento Truck: over $100M in truck transporto Rail: 8,000-plus rail cars• Responsibility also included packaging, ports, terminals, and yards.

Vice President, Supply Chain, and Logistics Lafarge NA | 2014 to 2015 | Chicago, ILExecuted the supply chain strategy, through change management, supply chain centralization, asset divestitures, and merger processes. Reconstructed a one-business, centralized, supply chain organization from a decentralized, product-focused one. Directed the categories of transportation, customer service, procurement, supply/demand, S&OP, operating assets, and performance. Led the multi-modal logistics strategies and services across the U.S. Key metrics included the growth of delivered sales, cost controls, and the optimization of logistics and logistics’ assets. • Managed a supply chain spend more than $400M with over 300 employees and over 100 sites. • Realized first-year cost savings of $10M. • Responsible for over 100 sites across the US including packaging, ports, terminals, and yards. • Reduced DOH by over 20%.

London, Greater London, Gb

Vice President, Global Supply Chain, and Logistics Rio Tinto Minerals (RTM) | 2006 to 2014 | Denver, COLed global logistics and supply chain through the oversight of inventory, warehousing, packaging, plant loading, purchasing, and distribution and transportation functions. Created competitive differentiation and supported brand strategy by implementing cost-effective systems for the movement of in-process and finished goods. Defined a new global supply chain organization and strategy to align with operational and commercial objectives; including establishing a supply chain in China, Malaysia, India, and Russia. Supported sales and marketing functions in emerging markets.• Oversaw operational sites in 14 countries with a budget of approximately $470M. • Integral part of the executive leadership team that increased EBITDA margin by over 40% in five years.• Reduced DOH by 50% while maintaining service levels.• M&A project experience for several minerals.• Met RTM integration blueprint savings goal of $27M.• Managed ocean transportation budget in excess of $20M.

Tampa, Florida, Us

Reporting to the COO, directed strategic global supply chain process improvements for 25 facilities in 10 countries. Analyzed and implemented strategic partnerships and acquisitions for Masonite International; which had approximately $2.5B in sales with over 12,000 employees. Championed the integration of lean manufacturing concepts at global manufacturing facilities and implemented performance measurement indicators to improve efficiency and productivity. Optimized big box retail customer service, fulfillment and logistics and integrated four new products into the global distribution system. Managed the integration of four ERP systems, including SAP.• Responsible for an excess of $200M of strategic sourcing.• Managed ocean transportation budget in excess of $20M.• Key contributor to corporate 2003 net earnings improvement of 24.6%.• Accomplished cost reduction goals in excess of $20M by optimizing integration synergies from acquisition.• Reduced annual coating costs by $1M through vendor partnership.• Customer claims reduced to below 0.5% of sales.• Led production planning team, managing over 2,000 SKUs.

Tampa, Florida, Us

Reported to the Executive Vice President, responsible for global accountability programs, cost-control, capital restructuring and manufacturing performance enhancements. Championed accountability and action plans for improved performance at manufacturing facilities in the U.S. and Ireland. Set and monitored cost improvements at manufacturing locations. Responsible for managing site assessments, asset review, and the current and future capital requirements associated with International Paper’s divestiture of Masonite. Collaborated on operational strategic plans for facility product deletions and plant closures.• Reviewed and monitored capital spending budget in excess of $20M.• Managed separation of procurement contracts in excess of $100M during divesture.• Managed site closures and (divestures)• Optimized production process efficiencies.

Vice President Supply Chain, VP Supply Chain, Director Supply Chain, Strategic Planning, M&A, WMS, entrepreneurial, self-motivated, SAP, modeling, procurement, warehouse management, MBA, lean six-sigma, FMCG, ocean freight, container freight, rail, trucking, logistics, category management, global sourcing, P&L management, metrics-driven, total cost of ownership, $500 million in spend, scorecards, builds relationships, BS degree in engineering, experienced creating collaborative strategic partnerships with global suppliers, ERP applications, change management process owner, VP procurement, VP purchasing, VP strategic sourcing, planning, business development, talent management, succession planning, public policy, business intelligence, product launch, business planning, outsourcing, supplier diversity, communications, risk management, plant operations

Master Of Business Administration (M.B.A.), Business/Commerce, General

Bachelor Of Science (B.S.), Chemical Engineering