Rick Harker Email and Phone Number

Total logistics responsibility for the Allegion Door Solutions business unit; which includes Steelcraft, Republic Door, Technical Glass Products, AD Systems, and Access Technologies. A total of fifty-eight (58) facilities across the U.S. and Canada.Manage an annual freight spend of $28M on annual sales of $400M.Benchmarked freight spend data versus current market conditions, which allowed me to effectively negotiate a new transportation management contract with our third party logistics partner. Resulted in an annual savings of $140K.Strategic role in the integration of Republic Door into the Allegion family. Applied "Maintain, Grow, Exit" strategy to their carrier base. Converted carriers to Allegion's Transportation Contract and Pricing. Leveraged Allegion volume, which resulted in a nine month savings of $100K.Analyzed and developed LTL Pool distribution points. Decisions resulted in a reduction in damage claims and an annual freight savings of $65K.Restructured hourly employee work shifts at the Distribution Center to effectively eliminate excessive overtime hours and improve productivity. Projected annual savings of $385KDevelop innovative methods for effective and efficient delivery performance. Collaborate with Sales, Procurement and Production Planning to ensure customer orders are completed and delivered on time.Monitor performance of third party providers. Developed KPIs, and conduct quarterly business reviews.Develop and administer annual RFQKey member of integration team which successfully transitioned Technical Glass Products and AD Systems into the Allegion family. Both companies were acquired in 2018. Analyzed each companies transportation network and suppliers. Leveraged Allegion volume for improved pricing and service for both Parcel and LTL freight. Annual savings of $150K. Key team member who successfully integrated all Logistics functions after Allegion acquired Stanley Access Technologies in July 2022.

As Manager Domestic Logistics I had responsibility for the complete transportation activity across our network of twelve domestic pipe mills and finishing yards. This included inbound raw materials for manufacturing, intercompany shipments of material for further processing, and shipments of pipe directly to our customer base.Well versed in all transportation modes; truck, rail, and barge.Successfully managed an annual freight spend of $160M.Created quarterly reports on freight spend, outlined by vendor. Conducted prompt investigation of unusual charges. Worked closely with A/P regarding freight invoice approval.Negotiated and managed partnerships with our transportation and transload service providers.Solely responsible for conducting the annual freight bid (RFQ) with the approved carrier base. Reviewed and approved rates for 1300 lanes per carriers.Created and implemented a process to monitor vendor performance and CSA Safety Scores.Collaborated and strategized with Purchasing, Planning, and Sales teams to ensure orders were completed accurately and delivered to our customers satisfaction.Also had daily interaction and communication with the Shipping and Operating teams at the facilities to ensure that orders were progressing as planned and transportation resources were available.Integral team member of select task force which successfully reduced errors and improved overall OTD from 81% to 95% over an 18 month span.Successfully integrated a companywide Transportation Management System (TMS) housing all freight rates. Managed and coordinated employee training to streamline the load tendering process and maximize efficiencies.Cost saving measures included:Developing criteria and selecting a third party dedicated truck fleet to operate in the local Houston market. Savings were $200KIdentifying high volume freight lanes and renegotiating rates with our carrier base. Savings amounted to $1.1MCreating a new FSC matrix. Savings were $250K

As Service Department Manager reporting to the General Superintendent I had complete responsibility for all inbound and outbound transportation activity, as well as managed the Customer Service team which served both external and internal customers over a network of 50+ plants across the United States.I managed a department of 25+ employees and 8 indirect reports over three shifts towards the organization's goals, objectives, and quality policy. Outbound transportation was a combination of third party logistics and OTR common carriers. The in-house fleet included a staff of 65 drivers, 50 tractors, and 150+ trailers. We made daily (next day) delivery to all or portions of eight states from our location. Chicago was a depot plant for the Ryerson network. As such, I managed the intercompany shipping of 70+ loads per day nationwide.Developed and maintained relationships with these outside carriers. Negotiated rates and monitored carrier performance.Responsible for on time delivery to our customer base. Developed an annual departmental budget of $1.5M and a transportation budget of $10M.Collaborated with Operations Managers on innovative ways to operate more efficiently and reduce costs. Worked with A/P to resolve any questionable freight invoices.Chairman of the Office Safety Committee. In this role, we developed best practices for office safety, trained department leaders, and conducted periodic walk through audits to assess conditions. Findings were communicated to department heads with a recommendation of corrective action and completion date. Follow up audits were done to insure compliance.Successfully managed through the company's conversion to SAP in June 2006. Participated in pre-conversion functions and test groups. Staffed and trained Service department and 3PL employees so that conversion went smoothly and was seamless to our customers.