Mark Hurd Email and Phone Number

Led (8) senior Center of Excellence team members. Establishes and directs strategic activities and best practices…for SC, Trans and Whse functions, including building refrigeration and maintenance; distribution network planning and optimization; risk assessment & disaster recovery; BCP, data analytics and governance; ERP implementation; DC expansions, integration & automation; safety compliance (DOT/OSHA/SHE) & risk management across multiple business units; employee retention improvements, and NA compensation supportExpert Leader for…. collaboration with business units, National and Regional Directors of Supply Chain, Safety, Warehousing, and Transportation in execution of strategy and reduction of operating expenses along with driving operational excellence. Creates, defines and shares goals and performance metrics….. with business units; periodically reviews performance of key metrics to identify issues and opportunities to improveLeads CoE AOP/LRP development……aligns plans with corporate strategies across all NA business units that included coaching, mentoring, and conflict resolution. Defines whse and trans technologies “best-known” way practices to capture process improvement benefits and coordinates with BU to establish WMS/TMS roadmaps; oversees data governance. Establishes the vision and roadmap….for investments in innovation, technology, and tools to support the company’s AOP and LRP. Accomplishments: Co-managed the NA $800+MM P&L, improved the NA inbound on-time by 12.8% that resulted in an additional $1.7MM in revenue; created “supply chain of the future” strategic roadmap; Fleet maintenance increased PM cycles times which reduced asset downtime while reducing maintenance costs; Warehouse Safety department reduced their injury rate by 2.1% YOY, Increased route profitability by 1.2% through a NA dashboard, Designed a NA market penetration dashboard that increased independent food service sales; designed and built a real-time track and trace platform.

Led a NA team to develop, evaluate and recommend strategic change as it relates to transportation operations, processes and technology across North America. Developed, managed, and delivered operational business practices…for transportation offices across the North American network. Engages in weekly meetings with divisional leadership to help streamline current business models and introduces new freight moves to help reduce costs per case while improving driver retention. Manage transportation 3-5 year roadmaps associated….with transportation technologies and integrated innovative solutions that further improve efficiencies.Complete engagement with strategic future planning…including budgeting, financial consultation, asset order management, routing (including last mile), fleet right-sizing, along with researching system solutions to handle future business growth and/or potential acquisitions.Served as the subject matter expert….mentors, motivates, and develops staff and serves as a role model and resource to them

Monitored and maintained NA operational efficiencies…within the private fleet backhaul network; supported the development of new backhaul lanes to ensure maximized utilization of all assets to reduce finished goods inventory levels.Directly connected with internal and external departments….to ensure customer deliveries are successfully transported within their time windowsMeasured, tracked and reported all divisional backhaul metrics…includes MTD/YTD financials, weekly on-time performances, potential backhaul lanes, freight maps, and created a “real-time” scorecard. Managed the key performance indicators for the entire North American network. Introduced 3rd party Backhaul model to the private fleet…which resulted in double-digit net margins across all lanes completed; the first “for hire” backhaul lane for GFS private fleet resulted in a net margin of over 50%; model is still being used today; being introduced into other backhaul networks.

Served on a team of 5 senior leaders who led the company. Directed all inbound/outbound OTR volumes using multiple 3rd party carriers, led a team of 35 associates.Directed all east coast multi-temperature domestic/import/export shipments. Delivered to over 300 grocery facilities in the northeast, southeast, and parts of the midwest region. This included utilizing 2 separate staffing groups from 2 separate locations which are managed 24/7/365 days. Built a team that managed the 3rd party dedicated fleet. Negotiated a dedicated motor carrier contracts with (3) providers which secured weekly capacity and improved LOS by 10%. Integrated a 3rd party local freight program that reduced empty miles by 20% while generating a positive net margin within the dedicated program. Oversaw full $22+MM P&L….and developed an annual operating budget with the cross-functional team.Coached and worked alongside direct reports; negotiated all motor freight agreements. Provided around the clock customer/sales/operational support which included: shipment tracking and tracing, team management, DOT safety compliance, TL/Ltl insight, cross-functional team leadership, access to refrigerated trailers for additional warehouse storage, and full access to carrier capacity for “just-in-time” inventory shipments. Provided a drop trailer program for operations in order to level load their shipping/receiving schedules.

Led a team of over 200 associates that provided 24/7 coverage of customer service, driver support, safety guidance, asset maintenance, and HR support. This world-class team provided 99.5% on-time delivery metrics to the world’s largest retailer.Oversaw all inbound/outbound multi-temperature shipments. Delivered to over 190 supercenter stores in the northeast region. Utilizing CDL drivers to deliver multi-stop truckloads thru a slip seat program and providing an on-time performance of 99.5%. The operation was managed 24/7/365 days. Oversaw full $30+MM P&L….and developed an annual operating budget with the cross-divisional team.Directed a dedicated fleet…. of 120+ tractor fleet, 130+ CDL drivers, and 145 refrigerated trailers; OSHA/DOT safety management, delivering area consisting of the entire US northeast market which consisted of 193 retail stores.Managed facility and staff…which included a fleet shop, office staff that ensured excellent service for the customer, while returning a favorable return for the companyMonitored all departments…. to ensure they efficiently and effectively provided needed services. Accomplishments: successfully directed a private fleet that drove 13.3MM miles annually; held quarterly safety meetings, hosted annual regional truck “roadeo’s”, reduced maintenance costs by $.007/mile, negotiated a regional fuel price resulting in a weekly savings of $9.5k.

Directed the entire DC’s warehouse and transportation Operation…..this included long range planning, resource management, staffing, process improvement, quality assurance, customer satisfaction and risk management. Developed and implemented a Warehouse Management System (IRMS). Increased productivity by 20% and increased company service level to 99.986%. Strategically located SKU’s based upon weight, cubic density and seasonal demand. Directed all companies outbound shipments….. reduced freight cost by 35% through freight consolidations. Utilized multi-stop truckload rates versus high Ltl rates through freight contracts which resulted in better FAK’s, deeper discounts, and lower fuel surcharge costs. Managed facilities safety program and compliance…developed clear safety objectives, safety training sessions, identified risks and hazards, incident reporting (OSHA logs), emergency response drills, safety audits completed, drug/alcohol testing, MSDS sheets present, and completed 4-years of injury and accident free. Accomplishments….designed an entire warehouse racking layout for a 300k square foot distribution center in order to optimize thru-put; implemented a new Warehouse Management System resulting in improved order selection, efficient receiving practices, with improved inventory accuracy, and increased productivity by 22%; improved customer fill rate and service levels to over 99%; created a 3rd party international small-package program that increased department sales growth by 20%.

Led a team of 750+ associates.Managed a $40+MM P&L….and developed an annual operating budget with the cross-divisional teams.Developed and managed all Standard Operating Procedures. Managed safety, OSHA compliance and loss & prevention regulations for all sites. Implemented CHEP Service Center start-ups from a remote location. Developed Site Managers, supervisors, forklift operators, and sorters to their fullest potential. Conducted regional training….. improved communications, standardized operational procedures, and motivated a strong, aggressive, professional team. Monitored damage rates, H&I rates, outbound loads, inbound loads, and safety concerns on a daily basis.Overseen 38 Distribution Centers, with oversight of 700+ employees. Ensured a safe, efficient, and economical work environment for each facility; including proper utilization of equipment and other customer assets. Liaises with the TPM Director, Corporate Logistics, Corporate HR, Corporate IT, Corporate Safety, Site Managers, and customers management. Resolved product quality issues associated with internal and external customers. Accomplishments: Implemented the TPM project across several other high-volume retail box stores; shared responsibility for growing annual profitability from a loss to over $1.25 million per year.

•Developed and implemented new logistics and warehouse operations systems to improve overall gross profit margins, increasing earned income and maximized operating efficiencies. Re-defined and implemented new technological approaches in vendor/carrier analysis and retrieval to grow the business. Developed strategic initiatives and program refinements within logistics, merchandising and warehouse operations. •Managed, maintained, and negotiated all freight rates, handling over 100 truckloads of inbound freight. Managed a logistics program that returned $3.12 million annually to the pre-tax earnings of the company. Managed the entire backhaul program for the facility improving the in house transportation revenue versus incurring dead head costs. Involved with the roll out of Bell/SYSCO moving to SYSCO Charlotte, NC.

Managed all outbound freight flow for a 500k sq. ft. warehouse facility. Included refrigerated storage trailers and a 30k sq. ft. outside storage facility. Managed all outbound freight flow for another 400k sq. ft. warehouse facility. Managed, coached, mentored, and maintained a warehouse staff of 22-68 personnel.Developed and implemented incentive programs for warehouse staff. Improved morale and overall productivity. Used a proprietary warehouse management system for positioning items based upon volume, cube, and pallet configuration.Created, Integrated, and improved a loading schedule solution for the facility. Limited to 7-35 shipping and receiving dock doors including order filling, staging of freight, receiving, and loading for maximum distribution utilization. Developed and implemented continuous improvement strategies to cut down on overtime and increase productivity such as equipment utilization and positioning warehouse staff in multi-temperature areas.Strong involvement with order filling procedures. 3 and 4 zone pallet positioning system.

•Responsible for a $23 million inventory that included tracking and tracing items within a 400,000 square foot warehouse. Responsible for the vacation schedule of the Catch-weight Clerk position that included the data processing office where invoices, inventory maintenance reports, merchandising reports were generated on a daily basis.•Responsible for the vacation schedule for the Returns Clerk position that included the following-collecting signed invoices, collecting checks/cash from company drivers, quality checking the returned merchandise and creating reports showing the company service level to its customers on a daily basis.•Responsible for covering the warehouse manager position during management meetings or vacation coverage. This included assigning warehouse order fillers, loaders, forklift operators their workload and assigning them to the appropriate multi-temperature area.