Peter Silins Email & Phone Number

Middlebury, Indiana, United States

Determined strategic vision of the global logistics network and led 100-person multi-disciplinary staff, consisting of three Managers, seven Supervisors, and 7 Leads in achieving this vision. *Facilitated $1.6 million in savings after pursuing data-driven, analytical approach in a holistic review of the safety, standards, policies and quality assurance measures and KPIs in use by each department. Addressed individual departmental deficiencies in setting the expectation of an internal locus of control over these issues by department leadership and staff. *Benefited from a 95% reduction in days-outstanding on freight claim times, from 85-days to four days on average, after onboarding cargo insurance program that reduced supply chain exposure, days sale outstanding for claims recovery, and filing time of claims. *Realized $1.5 million in savings over a 5-year period, after implementing an on-demand package creation system that also included a cardboard shredder through material savings, both corrugate and padding, reduced shipping charges, and reduction in claims filed.*Implemented a dimensional scanner to capture parts’ dimensions to enable packaging to a custom-made carton. Reducing “air space” leading to a reduction in transportation spend by 20% annually.*Oversaw inventories valued at over $100 million and accepted P&L accountability for all corporate inbound and outbound freight, logistics network optimization, and global warehouse/distribution operations.*Strategically aligned departments and increased cross-departmental knowledge by coordinating cross-functional, hands-on collaborations and trainings between Engineering, Production, Safety, and Procurement teams.*Internal champion on ERP to Microsoft AX, minimizing impact to productivity.

Led a team of 8 Senior Account Managers while reporting to the Director of Sales. Collaborated to create strategic, long-term vision, first-to-market strategies, and operational savings. Achieved by incorporating creative solutions in supply chain optimization, warehousing, inventory management, technology integration, sustainability, and international shipping. *Identified $15 million savings over three years through inventory rightsizing, site location analysis, warehouse design, mode optimization, and reducing impact to dimensional sized shipments.*YoY Strong Performer signifying exceeding annual book of business sales plan of $20,000,000. *Facilitated 20% YoY churn reduction after achieving integration of new shipping platform with external partners; integrated existing ERP(s), WMS, and accounting systems to streamline order, sales and quoting process, operations and shipping, customer service and finance; secondary project benefits included the de-skilling multiple positions allowing for reduced labor costs.*Increase top-line revenue 13% YoY by consulting with and accepting client and third-party marketing suggestions. *Onboard $1,000,000 in new Canadian business from a specialty client by preemptively addressing industry specific concerns.*Designed supply chain project with end-to-end visibility of inventory, container and international paperwork in transit, and inventory unloading at destination; project involved inbound full-containers from Italy to be drop-shipped directly to U.S. customers.

Led a group of 10 POL AE’s. to offer guidance, development, and insight on sales’ strategy, uncovering opportunities, and building business acumen while reporting to the Director of Sales.*Acquired $1.5 million in new business after researching and analyzing shipping data and finding process improvement opportunities while guaranteeing adherence to shipping business regulations. *Surpassed annual book of business goals of $5,000,000 regularly.*Led the integration of shipping platform overhaul for a large industrial manufacturer, after identifying a unique customer need that helped the customer recognize more than 50% growth in the first-year post-implementation.*Collaborated with Center Ops team to onboard new business by developing an alternative way to bypass packages and reduce time in transit by 20%.

Responsible for rolling out and implementing a beta sales approach to non-UPS customers. Initial book of business for the role was set at $500,000. *Collaborated with Center Ops teams in developing strategic methods to make the program successful. Launched the “Sales Lead: program. A program centered around utilizing the area knowledge of Service Providers to identify and pursue new business opportunities. *Responsible as Sales Rep to ensure timely communication between both internal and external customers on the outcome of sales leads submitted by Service Providers. *First year results yielded new UPS, conversion revenues in excess of $1,000,000.

Accountable for production, claims, scan accuracy, and error-rate KPI’s in a fast-paced environment processing over 15,000 daily shipments. *Managed Customer Center with a focus to reduce paid claims on outbound shipments. Realized an Indiana District best net gain taking a loss of $.15 per package into a profit of $.25 per package.*Improved outbound load pull times from 78% to 98%