• Optimized supply chain strategy to resolve distribution challenges, expanded the footprint of the distribution center from 200K sq. ft. to 500K sq. ft to eliminate warehouse congestion, reduced driver wait times by 50%, and identified solutions to staffing issues across the labor force.  • Developed inventory strategy at six days of supply with an additional day of supply in transit and ensured efficient operations, which reduced distressed product cases from 80K per week to 15K. • Calculated labor needs based on volume and labor standards and set goals with HR on labor needs, which included a new competitive pay scale. • Coordinated with the strategic supply chain department and senior leadership to identify ordering patterns within the customer base and address large scale inefficiencies across the distribution center. • Developed a materials planning function for goods, created integrated processes across Operations, Purchasing, and Logistics departments, and executed the replenishment process. • Implemented a pool sailing schedule that resulted in a 90% on time delivery rate, reduced transportation costs by $5M, and managed daily and weekly order volume for the distribution center. • Reduced driver wait time from six hours on average to 2.5 hours.

• Integrated three supply chains into one efficient model to resolve issues with excess capacity and address warehouse closures, which reduced the operating budget from $103M to $92M.  • Achieved on-time delivery and completion rates of 90%+ and secured service levels of 98.5%.  • Led a supply chain network redesign and implemented inventory, transportation, and warehousing systems, which reduced costs by $10M and enhanced operational efficiency across production facilities.  • Oversaw a Demand Management Optimization, which included the implementation of a production and demand planning system, reducing inventory, and managing SKU rationalization and KPIs.  • Optimized transportation processes and implemented a lean logistics transportation management and private fleet management system, which ensured 90% on time delivery for customer requests.  • Designed a streamlined organizational structure by developing KPIs and spearheading change management initiatives to enhance work culture and accountability across the company.  • Established labor standards and led a warehouse redesign to optimize efficiency.

• Developed supply chain strategy, negotiated all contracts for a startup business, and introduced a branded all-natural convenience food into 681 Walmart Supercenters and 210 ShopRite stores.  • Saved 30% on 3rd party warehousing costs by leveraging manufacturing relationships. • Procured truckload pricing lower than truckload volume, which resulted in a 50% savings. • Serviced Walmart at 100%, maintained minimal inventory levels, and leveraged the volume of a contract manufacturer partner to introduce a new supplier deliver products at a reduced cost. • Reduced the cost of moving freight from the contract manufacturer to distribution center by 60%.

• Supported the Executive Vice President and served on the Executive Leadership Team, oversaw a $2B central procurement purchase, led strategic sourcing, and conducted labor management. • Managed a $200M warehouse budget and oversaw $35M third party wholesale distribution budget. • Developed strategy for vendor compliance, which generated $3.2M in savings. • Led a 10-facility distribution network of over 3.7M sq. ft. consisting of 2.5K field associates, 50 corporate associates, seven direct reports. • Managed a private fleet transportation consisting of 400+ tractors and 1K+ trailers. • Generated a 2% increase in customer service level and a 99% front page circular service level. • Created labor strategies for union warehouse contract negotiations, established a customer driven accountable culture, and executed a warehouse strategy to achieve $15.2M in annual savings. • Developed a three-year Supply Chain and Logistics Strategic Plan, generated a 10% reduction in finished goods inventory, and increased backhaul revenue by $1.2M.

• Maintained inventory levels, reduced carry cost of inventory, coordinated transportation for all orders, and responded to plant capacity challenges while satisfying customer demand.  • Ensured all new items ship 100% complete on customer orders, maintained customer service levels of 88.7%, reduced transportation costs by $5M, and achieved an on-time delivery level above goal at 92%. • Directed plant schedulers on production items, implemented new capacity scheduling software to minimize costly plant changeovers, and achieved a new item customer service level 100%. • Ensured proper inventory levels, achieved customer service levels of 88.7%, managed transportation for all orders, and resolved plant capacity challenges while satisfying demand.

• Transitioned business operations from North Carolina to New Jersey, which included building an organization with new hires and creating a wining, profit driven culture. • Led the development of strategies to execute short and long range planning centered on manufacturing capabilities and restructured the production process.

• Directed production at three plants and fifteen contract manufacturing locations with responsibility for planning the production, procurement, inventory and logistics of 450 product types valued at $50M. • Procurement responsibility for packaging and ingredients spend of over $60M.