Responsible for all international and domestic transportation execution and costs with full P&L responsibility in excess of $200M.

Responsible for all domestic transportation execution and costs with full P&L responsibility in excess of $120M.

• Organize tasks and schedules, outlined department objectives, planned, delegated and managed work assignments to meet project deliverables, milestones and budget for a department of 5 direct reports and 6 indirect reports with oversight of P&L in excess of $58M Dollars. • Develop RFP's and contracts to ensure scope, terms and conditions met Company and Logistics Department standards and business objectives. • Refine internal and external processes to drive improvements, generate efficiencies, reduce errors, improve quality and reduce overall supply chain costs.• Develop and revise Yard Management, Logistics and Store Operations SOP’s to drive operational excellence• Manage the Reverse Logistics (Claims, Defectives, Dunnage (sustainability)) process for the entire company. • Develop and support “best methods” and “bench marking” tools that create and deliver sustainable improvements• Provide resources and project management to ensure DC's are following SOP’s, best processes and methods, communicated and trained new methods as necessary. • Coach, develop and hire field staff by providing ongoing performance feedback that identifies project team members’ strengths and opportunities for improvement. • Manage Logistics operations out of 5 DC'S utilizing a mixture of TL, Dedicated TL, Intermodal, LTL and Parcel carriers. • Collobrated and consult with internal departments on design and construction for truck docks for remodel and new stores.

• Organized tasks and schedules, outlined department objectives, planned, delegated and managed work assignments to meet project deliverables, milestones and budget for a department of seven people. • Developed RFP's and contracts to ensure scope, terms and conditions met Industrial Engineering Department standards and business objectives. • Identified and implemented best methods and standardize processes in each multiple facilities.• Responsible for developing, standardizing and the maintenance of staffing model for all DC's.• Developed and revised SOP’s to drive operational excellence• Refined processes that drive improvements, generate efficiencies, reduce errors, improve quality and reduce overall supply chain costs• Developed and supported “best methods” and “bench marking” tools that create and deliver sustainable improvements• Provided resources and project management to ensure DC's are following SOP’s, best processes and methods, communicated and trained new methods as necessary. • Coached, developed and hired field staff by providing ongoing performance feedback that identifies project team members’ strengths and opportunities for improvement. • Led the development and implementation of engineered labor standards across multiple sites. • Scoped and justified over $3 million dollars of capital improvements increasing productivity by 16 to 28% across 3 DC’s over two years. • Tested and identified LM interface issues between the WMS and RLM

• Defined business problems with business sponsors and determined functional options for solutions. • Worked with business sponsor to create realistic business use cases that determine the process that a user will execute when using the new and/or enhanced system• Created business process test cases to test the new and/or enhanced system• Worked with business sponsor to determine business requirements for new and/or enhanced system requests• Created and owned functional specifications for new and/or enhanced system development• Led functional specification review sessions with cross-functional team members (Business sponsors, IT, other Business Analysts, QA engineers, operations, and training group) for review of requirements• Managed and planned initialization of the SDN’s for the upgrade of Transportation Management System• Strengthened cross functional relationships with IT, Transportation and Product Development departments • Responsible for creation and maintenance of accurate project status information that is communicated to the business sponsor(s) on regularly scheduled intervals• Participated in annual budgeting process to set scope, sizing and resources needs for upcoming projects.• Troubleshot and tested EDI and PO interfaces

• Managed the implementation of a Labor Management System with reasonable expectancies at multiple sites.• Assisted with project to converting from rail to truck resulting in a cost reduction yielding a $360,000+ annual savings.• Led inbound carrier bid project resulting in $2.4 Million in annualized savings. • Conducted site assessments at various DC’s and suggested changes to facility layout and process to improve productivity• Developed staffing plans and models to assist with operational flow and Labor Management• Managed a Canadian transportation partner’s engineering team during a load integrity study for tile shipments• Lead a Six Sigma green belt project on pallet cost reduction resulting in a $120,000+ savings• Assisted with warehouse optimization assessment resulting in $400,000+ annualized savings• Led implementation of warehouse optimization findings which included system enhancements, layout, process and MHE changes

• Managed implementation of Labor Management System with Engineered Labor Standards• Managed P&L for internal budgets and multiple vendors including approving PO’s and invoices for internal and external resources• Acted as the sole owner of the entire project to complete the implementation of Manhattan’s LMS• Managed a team of 3 engineers, 4 operations and 3 IT personnel• Conducted GAP analysis between WMS and LMS for ELS• Presented LMS Implementation strategies to a large consumer package goods company and other 3 PL’s

• Managed, monitored and implemented process improvement initiatives• Led team to implement zoning and slotting strategies and tools at 2 warehouses totaling 1.8 million sq ft • Managed the training and documentation for teammates relating to LMS and WMS (DmPlus) general knowledge• Led the implementation of Eng. Stds. and Labor reporting utilizing Red Prairie’s Labor Management system (LMS)• Managed a team of IT resources including a systems administrator, SKU/slotting analyst, hardware specialist• Managed and implemented a multi-site KRONOS Workforce timekeeping system • Created tools to optimize repetitive tasks and save time for teammates at the facility (Slotting, Dock, Staffing and Yard Management)• Supported and managed different aspects of two green field warehouses start ups (585,000 and 1.2 Million SqFt).

Feb 2000 – Oct 2001 Sr. Transportation Business Analyst• Managed and monitored carrier EDI increasing carrier response from 37% to 70%• Developed Carrier Decline and On-Time metrics database using data from Manugistic's TM and ERP (SAP)• Led project for the implementation of on-time delivery metrics via Acta/Cognos ODS/Data Warehouse model• Supported cost containment (QTE) for the distributions group saving $19.2 M• Planned the transportation needs for the start-up of the Hershey’s 404,000 sq. ft. Southeastern Distribution center• Assisted in the development of carrier capacity model used to obtain commitment of carriers in specific lanes of businessJune 1999 – Feb 2000 Sr. Transportation Planner• Planned shipments for entire Hershey network• Implemented databases to help effectively manage CPU’s thus reducing 1300 man hours of manual labor• In charge of clearing and managing workflow between Manugistic’s TM and the ERP (SAP)• Developed and documented the workflow procedures between Manugistic’s TM and ERP (SAP)• Assisted with and implemented fixes for process errors with EDI between Hershey and its carriersJan 1998 – June 1998 Supply Chain Analyst (Internship)• Implemented two key customer with Advance Ship Notices and Bar Code Labeling• Resolved day-to-day operational issues regarding Advance Ship Notices and Bar Code Labeling• Assisted in distribution and warehouse network studies to assess gaps for improvement• Supported financial analysis of Annual Plan for all Logistics Departments and participated in QTE savings of over $40,000

• Supervised maintenance shop of 6 Marines• Performed repair, maintenance and calibration on mechanical and electrical equipment• Led team of 6 during equipment clean up activities after unit returned from Middle East• Implemented Total Quality Management process and procedures• Managed $14 Million dollars in inventory• Supervised personnel in training and provided hands-on-training• Managed 60 personnel as platoon Sergeant