Gregory Mercer Email and Phone Number

Responsible for 1,000+ fleet units supporting our DSD deliveries and our Field Equipment Service teams. Manage, and oversee, all 3rd party freight moves and spend within our operations team. Own national fleet budget and monthly P&L across fleet and transportation.- Have moved fleet strategy away from direct full-service leases to leveraging partnerships with 3rd party fleet management companies to generate savings and increase service and operational support. - Sourced and implemented a 3rd party TMS provider to manage our outsourced freight, driving a 7% reduction in spend.- Built a new business program to leverage our fleet and drivers in the offseason to perform as a 3rd party carrier, driving additional revenue, utilizing idle assets, and retainning drivers.

Owned full P&L for the Builders Supply Logistics (BSL) business. Directed entire internal SRS fleet (1700 pieces of equipment across 350+ locations). Re-aligned team size and responsibility to provide support for business growth. I established new reporting processes and systems to manage and grow sales. Spearheaded operational infrastructure transformation through multiple capital projects. Determined local distribution processes and tools, leadership assessment, and improvement plan to drive Best-in-Class Logistics Performance. I partnered with upstream resources for a successful business execution to best meet customer demand (Product Supply, Demand Planning, Transportation/Replenishment). » Created new Builders Supply Logistics brokerage company that increased monthly sales by 250% in Y1- Owned $400M+ in annual freight spend, $60M in vehicle purchases and full P&L ($30M) for the newly acquired freight brokerage company.

Monitored a team of 12 dispatchers, four lead project managers, and 24 project managers collectively. Oversaw $40M in transportation spend and $335M in projects across 17 different manufacturing locations. Directed an Integrated Business Planning department tasked with improving Sales and Operations planning processes targeting a step-change improvement to working inventory capital. I led efforts around Logistics, including the implementation of a Transportation Management System to enhance operating effectiveness and visibility, optimize final mile transportation operating models, and apply best practices involving scheduling, loading practices, and site layout.» Reduced $40M annual transportation spend, realizing 6% yearly savings» Implemented new Project Management team, spearheading the process, workflow, and reporting» Centralized dispatch function and implementation of new carrier resources

Directed modes and forms of transportation across North America, including all products and raw materials from Europe and the Far East. Oversaw several manufacturing facilities, seven distribution centers, and 22 storage locations. Transported class 1 and class 5 hazardous materials. I provided support to all subsidiaries in MAXAM North America region to plan, search, hire, and coordinate the means of multimodal transport required by the Procurement and Planning functions. I developed planning and necessary resources to guarantee the supply of final products, equipment, and raw materials in new projects in the region. Followed up on regular and spot shipments to collect final products, raw materials, merchandise, spares and equipment.» Re-designed import process and distribution network, achieving 5% savings versus total budget» Maintained all requirements for DOT and HAZMAT requirements and regulations

Orchestrated process and freight management for dedicated fleets from PPG distribution centers (DC). Monitored all transportation and logistics operations for a large coatings manufacturing and distribution company. Focused on compliance and safety. Acquired global requirements of materials, energy, and services and for the safe and effective distribution of raw materials, supplies, and finished products into and from PPG facilities and to customers.» Implemented multiple integration policies in line with recent company purchase, relating to freight pay, pallet management, and backhaul synergies; resulted in estimated annual savings of $1.5M» Executed financial management for $24M annual spend covering 8 DCs, 95 trailers, 15 tractors, & 20 drivers, as well as $25M annual spend for Plant-to-DC transfers» Contained costs of $25M spend budget by 13% in 2015 through direct carrier negotiations and continuous process improvements

Spearheaded “Last Mile” program. Worked directly with all levels of field management to reduce fleet size and increase delivery efficiency while managing a team of 5 analysts. Executed delivery tracking, report generations, and store communications for a national network of 350 locations. Performed local purchases and administered area and nationwide contracts and agreements. I received Akzo Nobel National “Entrepreneurial Thinker” Award.» Procured a software provider (Descartes Cuberoute) to assist in delivery tracking for the “Last Mile” program» Reduced delivery expenses (vehicles & fuel) by $2.7M by right-sizing delivery fleet» Accomplished an on-time delivery of better than 99% by closely monitoring deliveries daily