John Mcduff Email & Phone Number

Cranbury, Nj

After first taking leadership of this DC as Interim DC Manager in October, 2011, accepted the challenge to lead this DC as a full time Kellogg Employee in December, 2011. Created a new atmosphere of solid employee relations, safety, sales and customer relationships while improving efficiencies and increasing capacity.*Turned the Cranbury DC back toward a culture of safety. Result – Continuing dramatic improvement each year in all safety metrics.* Improved efficiencies by using available tools, new techniques and better leadership in the warehouse and transportation. Result - Consistently brought in expenses under budget and forecast each year. Credited with turning this center around and making among the top 5 in all cost per case measurements. *Improved communication and employee relations to the benefit of employees, other departments and customers. Result – Reduced delivery complaints and improved quality immediately by listening to the employees, coaching effectively and responding to their ideas. Recognized by sales team as having changed the attitudes of employees and staff toward service.

Accepted a contract to lead this DC during the shut down process while improving customer service and all logistics metrics. Continuing to provide Distribution Logistics expertise throughout the Kellogg Snacks DSD Distribution system.*Goal of closing this distribution center and transferring this business to other centers as part of Kellogg’s strategy of DSD DC rationalization. Result – Exited the market, helped employees find employment and transferred all assets and inventory without loss.*Improved daily operations to the benefit of both employees and customers. Result – Immediately stabilized warehouse and transportation by providing solid leadership and treating each employee with respect and integrity. Reduced delivery complaints to almost zero in only 3 weeks. Recognized by sales team as bringing a fresh attitude to the DC in spite of difficult circumstances.

Responsible for US and Canadian Sales and Operations in excess of $100 million. Novelty, Inc. is a DSD provideder of direct import novelty items to convenience stores.* Led Sales and Operations teams through the loss of significant product line due to government regulation. Reorganized DSD sales force. Result - reduced headcount by 30% while reducing turnover and increasing customer satisfaction.* Implemented new marketing “WOW” program, a totally new product line and retail selling program. Result – Brought all customers on the program that were eligible, increasing retail margins for the customers, increasing revenue for Novelty and increasing total sell-through by 80%.* Introduced Best Practice process, Safety Programs, New Route Sales Commission program and other programs to align behaviors with company objectives around a performance metric management system new to this company. Result – Increased On Time Delivery % from mid 89% to 95% or better, increased successful sell through of PUSH product from low 80% to 93% or better, reduced field inventory levels at the same time.

Responsible for two plants and two branches covering four states and leading two management teams.* Implemented cultural initiatives coupled with leadership changes and dramatic new sales strategy to create positive revenue growth in Indianapolis and Louisville. Directed campaign of positively viewing service offering through customer feedback and review of measurable service standards. Brought team to a passion for growth. Expanded sales territories from Indianapolis plant to include Cincinnati and Dayton, Ohio. Added additional territories to Indianapolis sales area while reducing turnover in both Indianapolis and Louisville sales teams. Result – Reversed Organic Growth rate in Indianapolis from 3% negative to 6% positive Organic Growth.* Managed and led General Manager in Louisville during process of combining two sets of acquisition plants and branches into a single plant and two branches. Was able to manage this project while performing as General Manager in Indianapolis. Coached Louisville GM through the rebuilding of the Louisville leadership team and the implementation of G&K Service and Production standards. Result – Improved profitability of Louisville Plant and Branches to 16%+ from operating income losses at the time of consolidation. * Served on design team as Subject Matter Expert and utilized Indianapolis location as an “early implementation” location during development and implementation of new Hand Held device technology for Route Sales Representatives. Worked with process excellence implementation team in the design of implementation and roll-out strategy. Developed timelines and action plans for training process, customer notification and implementation. Managed location leaders during training and preparation for launch in Indianapolis. Result – Implementation of new Hand Held technology solution without service interruption to customers while using this new technology to increase add-on sales and reduce expenses.

Led the $900MM Phoenix division selling to and serving grocery stores throught Arizona, California, New Mexico and West Texas.* Implemented division process of “seeing our performance through our customer’s eyes”. Then participated on the team that led to adopting this philosophy in our central procurement operation. This resulted in increased service levels to customers and increased customer satisfaction.* Reorganized sales and merchandising structure to eliminate communication barriers and functional silos. Increased overall accountability for customer satisfaction by spreading accountability across departments and eliminating the “it’s not my job” mentality. Because of this we were able to measurably improve customer communication, perception and account penetration. * After the national loss of Kmart, re-organized staff and operations structure. Led efforts to increase margins, lower costs and reduce cash outlays dramatically. Although this happened just prior to the company filing for bankruptcy and closing all distribution centers, we were able to reduce expenses and increase margins enough to forecast a profitable run-rate.Left when Company Closed

Responsible for Foodservice business unit covering New Mexico and West Texas. Customers included restaurants and institutions.* Improved sales by reorganizing fractured sales force and introduced national and chain accounts to traditionally independent sales base.* Reduced expenses by reducing employee count by 20% and by renegotiating maintenance contracts. Led efforts to implement computerized dynamic routing to reduce total miles and total delivery routes. * Began implementation of operational and administrative “Best Practices” in a culture previously without written processes or procedures.

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