Manage operations of 14 distribution centers and 200 truck private fleet. • Decreased warehouse inbound backlogs by implementing new KPI’s and warehouse associate incentives, thereby increasing inventory turns.• Increased distribution center storage capacities.• Decreased lost savings occurrences of common carrier transportation..

Orchestrate global product distribution and supply chain optimization to meet diverse customer requirements across the automotive OEM, replacement, motorsport, motorcycle, and industrial channels. Valued member of executive team who drives the planning and implementation of strategies for inventory planning and control, product availability, transportation (sea/air/ground), 3PL management, import/export, and customs administration.• Maintained Logistics budget at or below management plan levels primarily through 'Tier 1' direct delivery cost savings and airfreight reductions, even during period of increasing sales, economic activity and high transportation warehousing and labor costs (+$2 Mil/yr savings).• Executed cross-border export multi-modal strategy out of Mexico with improved service and cost savings to 'near shore' US and Canada markets providing savings more than $1 Mil/yr.• Opened Pennsylvania warehouse in less than 3 months allowing company to serve Northeast US region with one-day customer service with no net cost increase.• Implemented Lean Six Sigma print-on-demand label solution to save in excess of $300K/yr recurring• Improved delivery error targets from 0.21% to 0.05% in 2 years.• Successfully implemented ISO / IATF 16949 Transition within NAFTA Logistics organization.• Achieved near 100% SmartWay-certified and CSR carrier compliance.

Promoted to orchestrate global product distribution and supply chain optimization. Managed multiple North American 3PL distribution network reengineering projects, and warehouse openings and closures.• Recognized by Tire Review magazine as having the industry’s best order fill rates. • Successfully implemented initiative to reduce Stock Targets by ~30%.• Increased on-time deliveries to 99.8%. • Key player in cross-functional effort to reduce overstock, obsolete, and phase-out stock by 11%. • Decreased Mexico plant raw material stock by 6% and increased MRP usage to 100%, which included increasing local NAFTA supplier percentage.

Selected by the CEO to take over NAFTA Region Purchasing function after corporate reorganization. Recruited and integrated two senior managers to lead tactical purchasing for industrial (supporting R&D and manufacturing facilities) and corporate functions including marketing, legal, facilities management, travel and consulting services.• Achieved 36% savings in Purchasing cost-out program and exceeded CEO’s goal for Logistics cost savings program despite rising fuel costs.• Key player in build-out and start-up operations for factory and distribution center in Mexico.• Transformed corporate culture into collaborative mindset producing high levels of internal service while also realizing cost savings.

Drove implementation of efficiencies and cost reduction plans while maintaining focus on meeting customer requirements through improved fill rates and delivery times. Achieved transportation efficiencies by improving and standardizing freight policy administration, shipment oversight and renegotiating transportation rates. Spearheaded migration from reactive business planning model to formal S&OP process. Managed major supply shift of commodity products from Latin America to China. Identified opportunity to open new warehouse in Vancouver. • Improved on-time delivery from 70% to 99%, decreased delivery transit times by >85%, realized immediate savings of $200K in SGA, and reduced net annual logistics costs by $150K in Canadian market. • Maintained highest level of C-TPAT certification (Tier 3) to reinforce international supply chain security practices.

Advise on operations, sales, marketing, HR and finance strategies for privately-held wholesale flooring distribution company. Strategically repositioned market plans and restructured executive leadership in response to economic downturn. Served as Chair of Compensation Committee and consulted with CEO & COO on logistics/3PL revenue generation as part of the restructuring.

Delivered solutions to diverse business problems across automated planning and replenishment, inventory days reduction, sales and operations planning (S&OP), merger planning, and manufacturing transitions. Conducted needs analysis with stakeholders to identify performance gaps. Created metrics that improved visibility to product and cost information, resulting in better demand planning, product sales mixes, capacity planning, and cross-functional problem solving. Project Highlights & Results:Halliburton: Analyzed manufacturing cost, tariff, and legal scenarios for entry into lower-cost global markets. Determined optimal global sourcing and production locations across Latin America, Asia and Europe. Conducted site inspections of final assembly, test facilities, and contract manufacturers in Mexico.Sprint PCS: Improved forecasting and communications between the internal Sales and Logistics departments and the company’s third-party suppliers. Created “rules of engagement” for customers and metrics and scorecards for suppliers. Returned an accuracy improvement of 200+% (18% at project inception to 40-60% within four months.) Sprint/Nextel: Selected for merger team to create the Sales, Marketing, and Operations Planning (SM&OP) process for post-merger structure. Successfully deployed inventory transfers, retail store distribution, and planned inventory for all sales channels between merger Day 0 and Day 1. Transportation operations were executed within budget.Mohawk Industries: Served as on-site project lead and client relationship manager to improve service/S&OP for residential flooring unit. Delivered new demand and capacity planning tools, which were subsequently deployed across two additional commercial business divisions, including an Inventory Diagnostic.

Rome, GAManaged multi-modal distribution for North American tire market with approximately 600 SKUs. Directed the importation from nine countries with a five-warehouse network for the replacement and OEM markets. Created the production requirement system for a startup JIT (just-in-time) manufacturing facility in Rome, GA after the closure of an under-performing facility in Hanford, CA. - Spearheaded cross-functional process to export obsolete stock that yielded 30% SKU reduction in obsolete inventory. Gained consensus from stakeholders in Finance, Sales, and customs broker/freight-forwarder. - Implemented ABC logic that improved availability of high-margin SKUs and increased inventory turns. - Developed SAP stock replenishment and distribution program. Served as the department Super User on global SAP platform upgrade, participated on cross-functional teams and conducted upgrade testing.- Played pivotal role in corporate Logistics Gap Assessment project that replaced in-sourced and competitor-run Distribution Centers with 3PL- managed DCs.

Private Banking Group, New York City, NYLed business process initiative for the Latin American Client Fulfillment & Technology Quality Group for new product bundle that reduced customer-visible cycle times. Developed training/operational procedures using Six Sigma tools.

Comprehensive environmental consulting and engineering services firm − Marietta, GATrecate (Novara), Italy Appointed on-site supervisor for IST’s largest project (as subcontractor for Foster Wheeler Environmental Italia S.r.l.) for $20MM oil well blowout bioremediation project for ENI, AGIP Exploration and Production Division, Italy’s largest energy company. Successfully managed employees from diverse cultures operating some of the largest bioremediation systems in the world. Successfully remediated over 90% of the polluted agricultural area in less than two years. Additional projects included directing the technical, financial, and regulatory aspects of the firm’s largest domestic account, Exxon Company USA. Closed seven cases with regulators in one year. Obtained Professional Geologist License.