Provides a critical link between Distribution function and its 3rd party logistics providers (3PLs). Responsible for ensuring operational and financial targets are achieved at a particular distribution center (DC). The position collaborates with 3PL on special projects and continuous improvement and ensures strategic alignment with 3PL. Will help establish, track and monitor warehouse key performance indicators (KPIs) on both an operational and financial level and ensure the adaptation of best practices after a successful implementation of lean measurements with 3PLs.• Actively participates in DCs operational planning, site planning, continuous improvement, carrier performance, inventory, OS&D, quality, and safety meetings, ensuring alignment between 3PL and Bayer• Special Projects: Actively manage special projects (and costs) at DC and drive project-related decision making. Provide regular project updates to Director of Distribution.• Continuous Improvement: Actively manage CI projects (and savings). Provide regular project updates to Sr. Manager, Distribution. Document and review challenges from the manufacturers as part of CI. Propose CI opportunities and coordinate the adaptation of best practices after a successful implementation of lean measurements at DC.• Actively participate in budgeting process for DC. Perform monthly budget variance analysis and collaborate with DC to reduce cost drivers. Coordinate opportunities at DC to drive lower costs. • Actively participate in the development of warehouse key performance indicators (KPIs) at the DC. Perform monthly KPI variance analysis and take steps to improve KPI performance as necessary.• Participate in higher level distribution strategy discussions. Ensure alignment between 3PL and Bayer strategies. Actively manage strategic projects at DC and suggest future strategic requirements.• Ensure DC is compliant with Bayer guidelines and meet local regulatory, quality, safety, and security requirements.

• In a 4 month period, Increased Night Shift LM EP% 10% with only a 4% reduction in Utilization while on boarding 17 new hires.• Move DC 8126 from BOS Ranking of average of 18 for FY16 to top 10 in FY17• Directed on boarding of 3 new Night Shift Operations Supervisors, 2 Internal, 1 External candidate.• 4 Direct Reports, 85 In directs, 150 million Inventory, 28K SKU’s• Ship 1.2 million lines per month• 94% participation in EOS survey in 2016• FY17 Q1 & Q2 BOS Scorecard results my team earned Max MLMB in Q1 and missed 1 stretch goal for Q2

• Proficiently coordinated inbound and outbound functions in support of DC operations resulting in number 1 ranking in B.O.S. metrics for small to medium size DC’s• Reviewed and realigned Labor Management Policies and procedures to bring DC in alignment with corporate standards• Reduced over time percentage from 12% to 3%

• Manager 3 Supervisors across 2nd and 3rd shift• Responsible for all Inbound and Outbound Processes• Reduced overtime to meet or exceed goal consistently since January 2011• Assisted in Selection of 2 New Operations Supervisors• Initiated Replenishment Project optimizing Home Slot Location Capacity reducing out of stock at Home Slot, improving route cycle time and reducing replenishment labor.• Initiated Pick Optimization Project for floor pick locations utilizing A,B,C velocity analysis• Partnered with Regional Inventory Management Six Sigma in implementing WCS Tunnel Scanner Exception reporting and corrective action process to reduce Jack Pot percentage