Richard Flaig Email & Phone Number

Carrollton, TX, US

• Independent consultant providing business strategies, supply chain solutions, and investment analysis for CPG distribution clients.
• Perform analysis of companies and products entering the consumer market and assess capital investment strategies
• Develop go-to-market strategies and evaluate distribution channels from both a supplier and retailer perspective
• Consult with capital investment companies to provide insight based on earning quality, growth projections, sustainability, market conditions, and opportunity cost

USA

• Concentrated on customer supply chain initiatives for key accounts within the North America Grocery Retailers group, including Wal-Mart, Kroger, and Target. Worked closely with IT in the development of next generation.
• Aligned supply chain strategies with key North American retailers to ensure strategy implementation across PepsiCo distribution systems. Integration included PepsiCo’s Direct Store Delivery (DSD), Warehouse.
• Identified greenfield sites for Pepsi Franchise systems warehouse and manufacturing locations and implemented warehouse layout and redesign strategies which resulted in a 20% labor improvement
• Served as a member of the Key Retailer Supplier Collaboration Team integrating smart technology to improve order fill rates, integrating Point of Sale data, activating e-Commerce and improving perpetual inventory.
• Key member of the team that activated the Wal-Mart ecommerce channel, implemented stores as warehouses, and helped establish fulfillment strategies to facilitate the Ship-to-Store model for online orders

Southern California

• Led strategic planning and sales operations support for the Southern California Business Unit with an annual operating budget of $150 million and annual sales exceeding $805 million.
• Improved synergies between sales and operations by implementing order strategies based on financial analysis, enhanced product options, and improved productivity
• Developed a strategy to maximize return for the high margin/high cost business channel and introduced higher margin products such as energy drinks, which was used as the model for a national implementation
• Coached a team that exceeded budgetary objectives and key process indicators resulting in recognition as the top performing business unit in North America for four consecutive years
• Realigned the sales organization and restructured the order-per-stop ratio, resulting in double digit volume growth and $1.5 million cost reduction annually
• Utilized data-driven marketing to improve Return on Invested Capital (ROIC) resulting in $5 million in capital savings

Southern California

Managed operations for 16 Southern California facilities with accountability for a $106 million annual operating budget. Led initiatives and change management to drive profitability and reduce costs. Oversaw implementation, training, site preparation and troubleshooting of national sales and operations programs for 12 California facilities. Developed and.

Southern California

• Project Manager responsible for implementation, training, site preparation and trouble shooting of national sales and operations programs for 12 California facilities
• Trained sales organization on the national Total Beverage Sales Call process
• Consolidated several independent data bases
• Introduced new hand held computers for selling and delivery personnel and implemented new dispatch and inventory software

San Fernando Valley

Oversaw P&L activity for the largest gross sales territory in the Market Unit, generating over $15 million in annual sales. Served as Key Account Manager for Universal Studios, Greek Theater, and the Los Angeles Zoo, achieving the highest percentage of sales goals in the district.

Southern California

Drove the overall success of service-related activities in Southern California and aligned customer demand with operational processes. Consolidated the supplier base by 80% through a standardization program and implemented process improvements which reduced operating expenses by $266,000 annually and decreased capital expenditures by $100,000.

Oversaw the Food Service division with gross sales of $10.4 million and an operating budget of $2.5 million. Led the reorganization of management, which reduced fixed costs by $150,000 annually and improved overall communications and relationship with the union.

San Fernando Valley, CA

Developed strategies to reduce excess and obsolete marketing capital equipment by 70%, driving an annual cost savings of $144,000 and earning recognition as Service Manager of the Year.