Sandy Ford Email and Phone Number

VICE PRESIDENT of LOGISTICS and PLANNING Responsible for $26 million budget for national distribution of over 17,000 shipments per year.Built Customer Service, Scheduling, Shipping and Warehousing departments from 45 staff members to 85 associates to manage the distribution of six brewery locations. Implemented an intermodal program to maximize West Coast bound freight, saving NAB over $300,000 annually.Responsible for two million cases of product annually, in both bonded and non-bonded situations.Presented Logistics and Customer Service plan at the Annual National Sales meetings. Received Black Belt Six Sigma certification after completing the course and fulfilling the necessary requirements. Changed the Rochester brewery from customer pickup to a delivered freight program through management of a Third-Party Logistics partner (3PL).Established a Reverse Logistics program to allow for better utilization of NAB assets.

DIRECTOR OF SALES & OPERATIONS PLANNINGResponsible for building S&OP model and combining the two-mill system in Canton, NC and Pine Bluff, AR to maximize throughput. Balanced capacity to demand by developing inventory build/depletion plans and established demand allocation system by using the customer pull inventory approach reducing working capital by approximately $7mm and improving On-time, In-Full Delivery from 70% to 98%. Tied in the seven converting locations to forecast down to grade level, allowing for a detailed forecast to load the APO system into SAP.Developed an approach to give corporate facility an at-a-glance view of any upcoming issues and their related options. Presented the reporting system monthly to Senior Leadership teams to alert them ahead of the inventory builds/depletion, allowing them to respond accordingly.

DIRECTOR OF SUPPLY CHAIN MANAGEMENT AND ACCOUNT SERVICE MANAGERResponsible for master and detail scheduling of company’s largest product line. Implemented inventory management system; over an eight-month span, reduced inventory by over $3M, closing two outside warehouses, netting approximately $350,000 in savings.Set up inventory management systems for several major export customers, improving service, reducing working capital, and improving order predictability.Handled the Value Stream management in order to increase the number of inventory turns, establishing appropriate supermarket levels at the individual converting plant locations, as well as with selected international customers. Reorganized Account Service department; identified the need for additional personnel with language skills and international experience to handle the growth in our export sales. Participated as a core member on several Six Sigma teams developing order reporting, forecasting, customer profile sheets, international shipment processes and several others. Based on the process developed by these teams, reduced credit/debit memos process from 2003 to 2004 by over a million dollars. Trained in Six Sigma and Lean Manufacturing, obtained Green Belt status.

ACCOUNTS RECEIVABLE AND CREDIT MANAGER Developed a Credit, Collections and Receivables Department for this new employee- owned company. Implemented the JD Edwards Receivables package and handled the interface with the OptiVision Manufacturing/Invoicing Systems.Established all policies and procedures for the new Receivables Department, including setting up new accounts, establishing terms, credit lines, and maintaining the software.Handled International A/R account, processing letter of credit documentation, documents against receipt/acceptance. Maintained accounts receivables at 97% current or higher for over a year. Reduced days sales outstanding from 59 to 32 days. Initiated on-site calls to clients experiencing financial difficulties and established mutually acceptable payment plans.

Accounts Receivable Supervisor for $1.8 Billion in annual sales.