I oversee all logistics activities for the company’s wholly-owned distributors and distribution centers, managing key functions such as budget control, centralized routing, last-mile delivery, demand planning, fleet management, warehousing, maintenance, and safety. I lead personnel initiatives, including hiring, training, development, and retention, ensuring optimal team performance.I am responsible for fiduciary management of a $187M annual budget and $6M in capital expenditures. Additionally, I drive strategic initiatives, including acquisitions and divestitures, having successfully led the divestiture of two wholesalers and a distribution center. I also play a key role in union contract negotiations.As part of the inaugural Anheuser-Busch Masters of Supply Chain Program with Penn State University, I completed a six-month intensive focused on supply chain optimization. During this program, I developed a framework for independent wholesalers to partner with the company on mutually beneficial investment projects.**Key Achievements:**◆ Improved service levels by 30% in 2022 and 57% in 2023. ◆ Recognized as Anheuser-Busch's top distribution center worldwide in 2022. ◆ Led a 30% reduction in U.S. safety incidents in 2022 and 2023. ◆ Delivered $7.1M in savings from the 2022 logistics budget and reduced supply chain obsolescence by $1.2M. ◆ Introduced technology that reduced order inaccuracies by 40% and increased picking accuracy to 99.8% in 2023.

I led medium-term production planning for the company’s 12 domestic macro-breweries, managing production schedules, quality service, and operational expenses. My role included overseeing planning for new product innovations, repack operations, and U.S. exports.Key responsibilities included Plan Attainment, Miles per Barrel costs, Allocation Spend, Service Levels, Inventory Management, Supply Chain Obsolescence, and Variable Logistics Costs. I implemented new Miles per Barrel procedures and reporting systems, optimizing transportation costs in a complex logistics environment.During the COVID-19 pandemic, my team exceeded service levels, responding to volatile demand and material shortages for both on- and off-premise production.**Key Achievements:**◆ Improved service levels by 40% year-over-year in 2022. ◆ Recognized by the North American President for outperformance in service and OOS versus competition.

Responsible for all Warehouse, Delivery, and Fleet operations at Anheuser Busch for the 8 company owned wholesalers and 3 distribution centers in Oklahoma, Colorado, Oregon, Illinois, and Washington.As the Central Region Director, the scope of work entailed 8 wholesalers, 3 DCs, 23 facilities, 55+ Salaried employees, 300+ daily routes, cross docking, 5MM+ in CAPEX, 80MM+ in OPEX, 40 MM Cases delivered annually.Highlights:- Led 2 successful union negotiations at our Seattle and Denver locations- Transitioned 5 branches to strong beer following state legislation changes- Sustainable global audit in Eugene, OR- Distribution Excellence Program Global Audits in Loveland and Denver.- Integrated 3 Distribution Centers into the regionAwards:- Region of the year: 2018, 2019- Distribution Excellence Program World: 1st place 2019 - Denver, 2nd place 2018 - Loveland- Branch of the year winner 2018, 2019- Hit it and Win it Summer Competition: 1st, 2nd, and 3rd place winners 2018

Led 8 salaried employees and 75 hourly employees to deliver 5MM Cases annually. Directed Facilities, Warehouse, Delivery, Fleet, Safety, and Maintenance operations. Managed $7MM yearly OPEX budget and $18MM Capital Expenditure projects for the branch, including a $10MM Expansion.Ensured implementation of Distribution Process Optimization (DPO)* through intensive staff leadership and development. DPO is Anheuser Busch’s 7-pillar program used to create a culture of continuous improvement by defining the most effective/efficient ways to organize and manage operations. Attained through implementing methods, tools, and behaviors that support achieving improvements in performance and cost.Improvement Highlights:- Developed plans for managing and retaining talent inside the organization and for improving leadership strength, resulting in a 68% reduction in turnover vs. previous year- Increased employee engagement at the branch from a 73% to a 96%. Highest engagement score in the zone for 3 years.- Created customer refusal monitoring tracker to help reduce product refusals to the retailer and improve Customer Delivery Performance and Service LevelAwards:- Top Zone Engagement Score - 2016, 2017, 2018- 2nd for Branch of the year - 2016, 2017- Region MVP - 2016, 2017

Managed all aspects of the warehouse, delivery and fleet operations.Scheduled and Deployed 75 warehouse and delivery personnel daily to meet distribution demandsEstablished KPIs and tracking tools to measure efficiency and success of the branch. Used tools to help improve KPIs and drive continuous improvement.Successfully drove DPO implementationResponsible for driving improvements in the Warehouse, Delivery, Management, and Planning pillarsCreated over 30 SOPs for the branchTrained employees in DPO/Six Sigma tools including PDCA, Abnormality Reports, Gap Analysis, 5S practices, SOPs, and RACIs.Improvement Highlightso Developed inventory best practice resulting in reduced out of stocks and overstocks, and reduced supply chain loss. Currently being used by 6 branches.o Improved excel spreadsheets to reduce manual entries. Saved 2-3 hours daily.o Completed a breakage PDCA resulting in a 45% decrease in breakage vs. previous yearo Created Driver Suggestion Form and Tracker to allow Drivers to make suggestions on their routes and for their accounts. Suggestions are easily tracked and improvements shown for engagement of Drivers.Awards:o Central Region MVP, 2014: Awarded Central Region MVP award for top performance, going beyond normal duties, being a critical part to great business practices, and being critical to DPO implementationo Top DPO Planning Pillar Score, 2014: Won award for the top DPO Planning Pillar score in the U.S.o Branch Safety Award, 2014: Won safety award for the lowest recordable injuries in the WOD Branches

Forecasting/ Demand Planning:Forecasted beer sales for 1700+ individual SKUs. Ordered product from 16 different suppliers, combining forecasts for two separate companies to ensure accurate ordering. Performed transfers and coordinated with wholesalers in the area to prevent out of stocks and overage beer. Redesigned the ordering process. Created inventory monitoring spreadsheet to monitor inventory levels at the branch to prevent out of stocks and overstocks. Located gaps in AB's forecasting system and process, cutting the weekly AB forecasting variance for from 54.7% to 21.6%.

As a logistics management trainee, I had the opportunity to work on projects in 3 different groups: Tier 2 Logistics -- Standardized the reason codes used when beer is returned to the warehouse across all of AB's wholly owned distributors. Created training material and reference material for the new codes to properly train employees and ensure accurate usage of the codes for tracking purposes. Standardized codes allowed for consistent tracking, monitoring, and best practice sharing among the branches.Business Services Center (BSC) - Had the opportunity to work as a Transportation Coordinator and a Logistics Coordinator within the BSC. As a transportation coordinator, I worked with the trucking companies to ensure load coverage and coordinated loads with the timing of production. As a logistics coordinator, I managed near overage beer to prevent supply chain loss, and managed product within the network to avoid out of stocks at the wholesalers in the network.Planning Group-- Completed analysis on our Stella SKUs within the network to determine the optimal days of inventory at each of our wholly owned distributors. With 12 week lead time from Europe, goal was to lower inventory levels to improve freshness and core working capital, while preventing out of stocks to the wholesaler.