Developed and implemented daily KPI reporting tool for 58 company-owned and 3PL-managed warehouses to ensure management goals were met and sustained, highlighting areas of concern for immediate actions for improvement.  Designed Network Capacity tool to monitor sites reaching capacity constraints, taking into effect dry, refrigerated and frozen product which allowed management to move inventory to accommodate production levels.  Worked directly with warehouse management teams to ensure KPI goals were achieved with focus on adequate inventory levels and customer fill rate maintained at 97.5%, along with maintaining customer service levels of on-time loading at 98.5%. Initiated productivity projects to improve optimization, customer service, and reduce costs in the warehouses. Key member of the footprint team implemented to reduce $10MM in warehouse spend through closures and 3PL management changes.

Managed productivity reporting for both the transportation and distribution groups of $32MM – $50MM in new productivity projects, working with project managers to ensure projects were on track to deliver. Advanced BU reporting for the seven major business units to allow the presidents of each unit to focus on the necessary changes needed to improvement KPIs. Improved replenishment / intermodal truck utilization reporting to ensure the best route to market strategies was in place.  Developed tools used to measure truck utilization and service metrics.

Designed and implemented weekly truck utilization reporting to optimize trucks and reduce empty miles which increased the fleet’s value to Kraft, saving approximately $3MM – $8MM annually. Developed and prepared monthly financial reporting for overall fleet operations along with regional reporting and dedicated fleet reporting. Implemented weekly KPI reporting tool for Kraft Dedicated Fleets to reduce empty miles by 5% ($3.5MM in savings) and increase customer service to 98.5%. Enhanced dedicated fleet invoice approval process to ensure compliance to contracts. Developed annual operating plans for both the private and dedicated fleets of $80MM.

Dispatched for 34 local and long haul drivers to ensure customer deliveries and compliance of DOT hours of service, while providing excellent customer service to internal and external customers. Scheduled inbound deliveries to Madison plant to ensure no lines were down due to lack of inventory. Communicated effectively with fleet supervisors and dispatch team to improve empty miles, and customer on time deliveries.