Supervised team in providing tactical and strategic network planning for nine distribution channels. Restructured team to align with company initiatives and meet customer requirements. Developed strategic plans to attract, mentor and build high performing and highly skilled staff to meet company growth. Collaborated with engineering, transportation, distribution, replenishment, and store operations to ensure supply chain maintained adequate capacity to support short- and long-term growth strategies. Prioritized projects across team to support core business needs. Implemented store-to-DC realignment process, considering cost and service impacts across supply chain. Modeled end-to-end global import supply chain network. Teamed with engineering on automation strategy and identified facilities and prioritization of automation roll-out across network. • Conducted Greenfield analysis for Walmart’s initial entry into market of vertically integrated milk plant network.• Identified $120,000,000 in annualized savings, with $25,000,000 achieved in 2017 alone. • Recommended Mobile, Alabama DC import facility in 2018, which resulted in savings of $35,000,000 annually.

Led cross-functional team responsible for designing future supply chain model, with keen emphasis on merging physical in-store and digital e-commerce. Leveraged consultants to build complex models to implement a faster, more efficient supply chain network. Presented executive leadership solution options with financial impacts. Guided team in developing last mile simulation model, evaluating essential markets and volume targets for home deliveries. Modeled and recommended utilizing automation to combine dry grocery and regional network into one entity. Modeled combining store and e-commerce fulfillment networks. Evaluated feasibility of grocery home delivery via store versus fulfillment center • Analyzed necessary node in supply chain required to support break-pack capabilities.• Created business case and rollout schedule over ten-year span, with project ROI reaching 20%

Managed, recruited, and developed team of 24 managers. Aligned and adjusted team structure to support changing needs of business. Ensured team obtained software tools needed to perform end-to-end supply chain analytics. Established team goals and priorities. Delivered new solutions to business to drive greater efficiency. Evaluated import versus domestic buy decisions, supplier ship point alignments, private brand supplier selection., freight factor reduction recommendations, order frequency, mode selection, order synchronization, prepaid versus collect freight terms, upstream sourcing analysis, direct plant shipments, and supplier consolidation routing. Enhanced inbound optimization routing functionality for "must arrive by" windows.• Developed inbound fleet modeling tool with MIT to determine optimal lane selection, saving $15,000,000 annually. • Guided team in implementing $250,000,000 in annualized project savings.

Supervised and managed carrier procurement bids for truckload, intermodal, LTL, and small package carriers. Defined business requirements and functional design for inbound optimization software. Recommended inbound consolidation strategy for dry and perishable networks. Managed procurement capacity bids for all modes of inbound transportation on $2,000,000,000 annual spend. Transitioned LTL procurement bid from manual to optimized process. Implemented Opti-Bid software for truckload and intermodal bids. Conducted joint collaborative bids between company and suppliers utilizing same carriers, saving more than 10%. Led design team in implementing inbound optimization software in 2004.

Managed four import flow x-dock operations. Maintained service levels, quality, third-party contracts, and financial performance. Oversaw import’s five-year network capacity plan for import flow and storage facilities to include new site locations. Developed five-year capacity plan to support 25% annualized growth in imports. Transitioned Virginia x-dock to new facility doubling capacity and supporting ten-year growth plan. Managed Drayage operations for all import flow and storage containers. Secured capacity to handle peak season volume. Administered contracts, secured rates, and planned for peak season volume and variability. Evaluated Japanese supply chain for future improvements. Recommended and approved by leadership the consolidation of several Tokyo distribution facilities into one mega facility center.

Identified end-to-end supply chain initiatives to lower cost, improve in-stock, and lower inventory. Organized people and system resources needs for each initiative. Collaborated across organization to drive each initiative. Evaluated Greenfield Tire distribution network and recommended four-node network. Identified two initiatives (supply chain visibility and “must arrive by”) continuing to this day. Collaborated with P&G on two-tier replenishment to reduce lead-time, variability, and inventory.

Managed private fleet transportation facility. Implemented backhaul program. Created and implemented inbound consolidation network which resulted in $200,000,000 in savings annually. Designed and implemented company’s first inbound optimization software which lowered operating expenses by 15% . Oversaw store-to-DC alignments.