 Managed all aspects of the regional fleet, including both day-to-day oversight and strategic planning in the areas of load planning, dispatch, drivers, safety, fuel, performance, equipment management, P&L, etc. Responsible for forward-looking planning and resource strategy in a highly volatile and just-in-time delivery system. Lead continuous and sustained improvements in deadhead reduction, revenue per mile (loaded and empty), revenue per day, driver retention, on-time delivery, bottom line savings and bottom line growth.

 Developed from the ground up, the Penske Premier Fleet, a non-dedicated common carrier operation, including driver management, revenue generation, safety/compliance and strategic direction. Designed and managed all aspects of the Penske Premium Transportation Management platform, including business development, go-live planning, operations management, performance, statistics/metrics, day-to-day customer management, etc. Responsible for implementation and on-going operations of all new Transportation Management business and provided internal consultancy to the sales organization in their efforts to shape a vision for growth opportunities. Represented TMS capabilities throughout the sales pursuit life-cycle, including gaining access, understanding the need, shaping the vision, presentation development and delivery to the pursuit. Transformed the Penske Logistics Center from a single-customer silo structure into a multi-customer Center for Excellence responsible for day-to-day management, measurement and control of the transportation network design, including all exception management, process benchmarking and continuous improvement efforts across an array of customers in various industry verticals.  Lead a sustained volume increase of 55+% while implementing a 33% reduction in workforce, while also reducing the abandoned call rate from 30% to around 3%. Defined, designed, developed and deployed a multitude of carrier and vendor compliance programs that aimed at driving accountability across all levels of the supply chain.

 Managed all aspects of a large warehouse (300k sq. ft.) and fleet operation with as many as 150 associates, including all departments (kitting, sequencing, sub-assembly, warehouse, inventory control, traffic and line support) as well as P&L, overtime, HR., labor relations, project launches, etc. for each of the departments Managed the entire North American truckload RFQ process, including pre-RFQ requirement collection, qualifying carriers, RFQ generation, execution, post-RFQ analytics, managing the change process, implementation and measurement for in excess of $250,000,000 annual truckload spend. Leverage Penske resources for solutions and serve as liaison between customer and Penske, stationed at the customer’s world headquarters Developed a wide array of SMART metrics and dashboards that enabled at-a-glance understanding of focus areas and areas of strength, which better allowed for process adjustment or associate recognition where applicable Define, design, develop and deploy continuous improvement projects Provide operations support to all other locations as needed Drive Six Sigma performance and methodologies Aligned with all organizational levels, aimed at driving out cost, improving service and providing the best customer experience possible

 Responsible for all inbound Logistics activities, including transportation, material flow, etc. for a major truck manufacturing location. Annual materials spend exceeding $2.7 billion and transportation exceeding $50 million. Increased year-over-year transportation cost savings from $910k to more than $5,200,000. Improved carrier performance through the development of a Carrier Scorecard, which utilized customer input to measure items Critical to Quality (CTQ), and Key Performance Indicators (KPI). Carrier compliance increased from about 60% to 92% to the established service standards. Utilized ISO and Six Sigma tools to identify trends in the supply chain, and aid the customer in bringing resolution to previously unknown problems. Increased material invoice reduction for non-compliant suppliers from $300k to more than $1.1 million through standardization of processes across the material planning community. Developed and implemented all aspects of ISO-9002. Improved warehouse and line-side efficiencies through changes in packaging, resulting in fewer movements of goods from warehouse to point-of-application, and a reduction in the overall headcount (Full Time Equivalent/FTE’s).

Successfully launched Penske’s logistics integration into a very militant and powerful customer union location.Improved inbound truckload cube by 25%, reducing the number of inbound truckloads by 3%.Implemented $1.7 million in cost savings opportunities in a location where it was said that no opportunity existed.Achieved 4.5 overall rating on Voice of the Customer Survey’s, which measured customer satisfaction on a 5-point scale.