Logistics and IT Consulting

Transportation Logistics

Responsible for the day to day operations for the Georgia, and South Carolina Unit Transportation Department. Managing 40 transport drivers, and the product needs for 14 satellites, 3 production facility while overseeing a 6MM dollar budget. • Leading a team of Schedulers and employees to meet customer demands. • Continuously meeting Ship-To-Schedule Targets of 95%.• Obtained highest Employee Involvement (EI) score in the Georgia market.• 89% increase in driver’s productivity by reliable routing.• Accomplished the Perfect Payload by $86K.• Met the company Annual Operating Plans (AOP).• Assumed addition work after a plant closure that saved the company $10MM.• Proper vetting of commitments internally with carrier partners.• Consistently maintain timely resolution of performance issues with carriers.• Built a strong team and developed one of my employee’s into non-exempt Safety position.• Created a supportive culture by participating in PepsiCo community events.• Member of the SE Region Diversity Team (To help foster an Inclusive environment).• Working on Lean Six Sigma project for Ship-To-Schedule.

Directed a team of three Planners, and two Customer Contacts to develop daily production schedules. Continuously monitored progress of all activities, taking action to prevent impacts to the established schedule. Reported facts and made recommendations that called for assignment of additional personnel, reassignment of work or overtime action. Maintained product forecasts. Ensured appropriate levels of inventory to support goals and customer needs.• Effectively interfaced with Design Engineering/Engineering Planning, Program Management, Production Control, and Procurement to coordinate the flow of work.• Successfully met budget, contract, and schedule goals. • Implemented a communication plan for trouble suppliers. Enhanced cross-functional coordination by effectively leading conference call discussions. • Worked with Chrysler Covisint System for their Dunnage to ensure Chrysler received the correct Dunnage daily. • Coordinated with manufacturing to get schedule up to compliance. As a result, we were able to meet customer demand daily.

Coordinated with a team of five to review material, obsolete scrap, and manpower.• Established operating systems throughout plant to improve material flow. • Held management team responsible for loss reduction inventory. • Led the We Care Team to achieve transparency in plant scrap handling, identify accurate inventory positions, and optimize value return to operations through proper disposal and tracking of plant scrap. Achieved $200K savings back in Production Control Logistics budget.• Trained 50 employees in the PCL organization, operator work instruction (SAP).

Supervised 100 employees, working with manufacturing to meet customer demands. • Created standard work procedures which significantly improved quality.• Created Workplace Organization to create floor space, cleanliness, and control safety• Trained 100 employees to do cross-functional jobs which reduce headcount to 75, resulting in a savings of $1,750,000.