Reduced freight cost by 34% within my first 30 days here, then an additional 15% within 100 days on board. At the same time moving the business to the best on time delivery carriers in the industry. Year two here negotiated parcel pricing 37% lower, in my third year here negotiated LTL pricing an additional 25% lower. Resulting in dramatically improved on time delivery, with the fastest transit times in the LTL industry. Changed process flows to tighten up accuracy of LTL rating for sales estimating, brought new FTL carriers on that resulted in a 42% reduction in cost for our FTL moves. Reduced warehouse labor hours 4.2% across department year over year. This was accomplished while dramatically increasing work load driven by process changes, that aligned us with industry standards. Expanded company fleet deliveries by 27%, while simultaneously reducing driver hours by 33%. This was accomplished in my first six months on board, and continued during the rest of the year.Changed process flow for waste paper sales; then negotiated improved pricing that resulted in doubling the income for the top four grades, even tripled the income for one grade. We have maintained this pace for three years now. In year two my role expanded to purchasing of large volume consumables; reduced carton expense by 24% for our largest usage item., 11% for our second largest and 13% for the third. In my third year here; reduced shrink film expense by 55%, and plastic strapping by 63%.

Executed daily logistics and US Mail operations for a national insert printing operation, shipping to over 50,000 locations annually. Was instrumental in developing standard operating procedures, as I was the first Logistics Manager for this company. Created process flow which combined multiple client shipments into a single load. Growing billable freight by millions of dollars over the years. Developed in house logistics for US Mail movement, eliminated third party logistics from the mailing process. Created process with FedEx Freight to handle all US Mail shipments, at a substantial savings, but mainly to improve the service delivery process.Grand River Printing used PrintFlow, Planner and Foundation (Monarch Suite) from EFI to manage its print operations.Reduced freight cost by 56% through rate negotiations and major process changes.Eliminated $500k in expedited freight expense, in my first year with GRP. Maintained that pace/effort through every year after the first.Reduced labor expense by 41% through process changes, while growing the responsibilities of the material handlers. Recognized by the owner as having the most consistent/conscientious department.Set company record for annual waste paper sales, through first ever RFQ process for GRP. Grew the income generated in this area by 22%, which was $480,000. over eight years.Increased client confidence level with logistics execution, as measured by independent company client survey.Negotiated three pricing agreements with the carrier group that drove costs lower each and every time. Even while fuel cost continued to climb, GRP freight cost dropped three times during the recession of 2008-2010.

Responsible for materials movement through entire supply chain, 30 million dollar annual budget, and managed 27 associates both salaried and hourly. With 21 facilities across the country, the Detroit site was the most profitable for ADVO. Shipping to over 300 truckload destinations every week, process changes my team implemented saved millions of dollars.

Responsible for manufacturing and quality control of a 200 person manufacturing facility running 24 hours a day. The management team I was part of took an upstart location for the company, to the most profitable location within 3 years of opening. Established process controls and procedures, traveled to many locations to either open them or improve the efficiency of the site.