Jesse Shoemaker Email and Phone Number

I'm the NAM sourcing manager for all things logistics. Currently we are wrapping up a power only bid covering 11 service centers using 13 different partner carriers. Daily I'm working on improving our carbon footprint equating to savings through the use of rail both intermodal and rail car for some of our high volume far travel products. This consists of finding cars, transloaders, rail contracts, identifying products or situations to use our limited resources on i.e. what makes the most sense… Show more I'm the NAM sourcing manager for all things logistics. Currently we are wrapping up a power only bid covering 11 service centers using 13 different partner carriers. Daily I'm working on improving our carbon footprint equating to savings through the use of rail both intermodal and rail car for some of our high volume far travel products. This consists of finding cars, transloaders, rail contracts, identifying products or situations to use our limited resources on i.e. what makes the most sense with a balance of environment benefit and company bottom line. Apart of this ongoing exercise is the release of my first RFP while at Veolia, the bulk/flatbed lanes that we do on an annual basis. But true to form I couldn't just release lanes on historical merits and request pricing, this time I've asked my 'team' at Veolia to help me push 3 regional dedicated fleets with enough volume to improve driver efficiency, decrease the learning curves and improve a relational communication partnership, doesn't hurt that if we do it right then the savings could be $1.5M. After that then we have a TMS contract, FAP, service drivers, FTL, drayage and LTL RFPs in the next 6 months. Yea Me Show less

Architected the support systems within Hallmark transportation to provide a competitive advantage and a fully leveraged solution incorporating all systems including TMS, FAP, ERP and WMS. Using Freight payment and TMS functionality to bolster carrier relationships benefitting the company with lower pricing and improved shipping metrics. • Managed 5-10 direct and indirect reports in a remote setting. Pushing the team to make a difference one day at a time lead to a greater impact in the… Show more Architected the support systems within Hallmark transportation to provide a competitive advantage and a fully leveraged solution incorporating all systems including TMS, FAP, ERP and WMS. Using Freight payment and TMS functionality to bolster carrier relationships benefitting the company with lower pricing and improved shipping metrics. • Managed 5-10 direct and indirect reports in a remote setting. Pushing the team to make a difference one day at a time lead to a greater impact in the weeks and months that followed. • Lead teams of 10-30 individuals in project management for decision making, implementation, user acceptance testing and training of FAP and TMS systems that resulted in a net saving of $7.5M YOY; eliminate duplicate carrier payments, reduce invoice lifecycle, cost reduction, and validate contract incoterms prior to shipping.• Collaborated with internal Hallmark IT to mitigate several external system cyber-attacks. Front line responder responsible for isolating, recovering, evolving, and resolving breaches to TMS operating system and international brokers system. Involved with system provider to recover data streams, ensure security for recovered operating system. Lead the efforts to transform the business continuity response plans with 3rd party vendor and HM IT. Completed risk assessment training protocols, operational reviews, and revised response sequences for various external threats. • Initiated Hallmark transportation sustainability program culminating in our initial acceptance into the EPA SmartWay program.• Strategic reporting of financial metrics in relation to the annual budgets, monthly and quarterly KPIs and dashboards, and predictive cost modeling that accounted for impacts of external forces; fuel, capacity, location changes, etc. Established new CPU metrics based on tangible measurements of reported units, cartons, or wholesales. Accounted for diesel trends, GRIs, volume, new locations, and product mix. Show less

Involved in a foundational supply chain transformation that introduced new concepts of transportation management, business process improvement precepts, logistics planning, financial accountability and vendor relationships that received press in a publicly trade company’s quarterly shareholder meetings. • Managed 9-12 direct and indirect reports in 3 separate departments, FAP, TMS and business analytics. Emphasized a continual education mind set while giving free reign on what the employee… Show more Involved in a foundational supply chain transformation that introduced new concepts of transportation management, business process improvement precepts, logistics planning, financial accountability and vendor relationships that received press in a publicly trade company’s quarterly shareholder meetings. • Managed 9-12 direct and indirect reports in 3 separate departments, FAP, TMS and business analytics. Emphasized a continual education mind set while giving free reign on what the employee deemed as a improvement criteria. • Transportation network overhaul with a directive to take care of the customer first and nothing is beyond the scope of consideration. These tenets opened the way for improved customer service without sacrificing cost, new business improvement philosophies for internal and external departments. Projects included LTL/FTL RFPs, dedicated network planning and implementation, landed cost conversation to actual data usage, prepaid to collection conversion and vendor compliance process that pushed a unified strategy. Staff was responsible for logistics management of carriers |movement planning| strategic freight movement, business analytics, carrier relationships, network modeling, strategy generation, final mile/white glove, global logistic movements (import/export), e-commerce and system enhancement along with beta testing. Projects required presentation of plans to a board audience, forecasted outcomes to c-suite stakeholders, actual impacts to financial bottom line, ongoing improvements and a general information pipeline that was broadcast to all impacted parties.  Benefits included $3M returned labor costs to retail locations, documented annual savings in the YOY landed cost percentage resulting in a 3-fold increase for sales, lower transportation cost of $5M annually for the first 3 years, and a reduction of COGS for converted vendors of $2.5M. Show less

Manage transportation department for a hazardous waste vendor within the Mountain West branch, a 10-state region. Duties included administrative management of 25 drivers working out of 6 locations, DOT safety/regulatory compliance for $35M book of business, P&L responsibility, and oversite of 3rd party vendors. • Compiled a carrier safety questionnaire that included DOTcompontent, a driver DQ file section, fleet maintenance and regulatory compliance. The emphasis of the exercise was to… Show more Manage transportation department for a hazardous waste vendor within the Mountain West branch, a 10-state region. Duties included administrative management of 25 drivers working out of 6 locations, DOT safety/regulatory compliance for $35M book of business, P&L responsibility, and oversite of 3rd party vendors. • Compiled a carrier safety questionnaire that included DOTcompontent, a driver DQ file section, fleet maintenance and regulatory compliance. The emphasis of the exercise was to support 3rd party carriers in the maintaining of Veolia transportation requirements used for customers. • Completed and annually review risk assessments for loading/offloading facilities for truckload, tanker, and rail car locations, in partnership with EH&S we developed tactical response protocol for all modes of transport including hazmat response scenarios, and annually participated business continuity reviews for major customers. • Built network of carriers to service specific customers’ needs, enabling mode changes to least cost options. Veolia was able to realize a $10M saving that we passed along to a major customer securing a worldwide contract for services across 30 locations in 10 countries. • Generated several SOPs and process checklists for fleet maintenance, driver pre/post trips requirements to coincide with DOT, On-site protocols used in the decontamination of Haz-waste machinery. • Monitor and manage fleet maintenance for all vehicles through company on-site personnel and 3rd party vendors. Started a preventive maintenance program in conjunction with a national equipment firm to ensure rigid standards were adhered to for all locations. Show less

Distribution manager that had a crew of 60-100 direct and indirect reports working out of three locations. The crew consisted of 4 drivers, driver manager, inventory and order processing leads, 4 warehouse supervisors plus the remaining warehouse personal. The focus of the department was to manage the 13-15K cartons from production, rotating based on a FIFO principle but also keeping track of a fresh program that provided fresh cut beef products to the finest restaurants within a 300 mile… Show more Distribution manager that had a crew of 60-100 direct and indirect reports working out of three locations. The crew consisted of 4 drivers, driver manager, inventory and order processing leads, 4 warehouse supervisors plus the remaining warehouse personal. The focus of the department was to manage the 13-15K cartons from production, rotating based on a FIFO principle but also keeping track of a fresh program that provided fresh cut beef products to the finest restaurants within a 300 mile radius of our locations. We ran 6 days a week 24 hours a day moving approximately 2.5M pounds weekly to over 35 states and 14 countries. We conducted monthly inventory audits and cycle counts while rotating stock to insure the oldest goods were shipped first but never shipping any product older than company standards. Worked constituently with USDA inspectors to maintain the highest standards of packaging, product presentation and overall product appearance. Show less

Worked in several product departments, the pro desk, deliveries, replenishment and customer service.