Currently offering contract and consulting services to entrepreneurial start-up companies, large product and package manufacturers, and consumer goods distribution systems needing operational structure, organization, and process development.Competencies include supply chain and inventory management, product and supplier sourcing, cost improvement analysis, warehouse and distribution, and project management.Geographic areas include: United States, Puerto Rico, Mexico, Germany, China, Taiwan, Vietnam and India.

Promoted during a period of accelerated growth and global expansion, with proven expertise in delivering strong performance in team leadership, efficiency, quality, and operational improvements. Oversaw $40M in P&L, and provide management oversight in four 3pl warehouses; manage 5 Direct Reports, and 75 Indirect Reports. Spearheaded end-to-end supply chain, logistics, warehousing procurement, inventory management, global freight logistics, domestic/intl supplier relations, sourcing, and general production operations.►OPERATIONAL EFFICIENCY & REVITALIZATION: Initiated use of MRP to better manage inventory turns, yielding a 25% improvement. Slashed costs ~20% by reducing global logistics lead time.— Influential in 55% revenue growth during tenure by developing a Just-In-Time, highly efficient global 3PL network.►PROCUREMENT & COST MANAGEMENT: Saved $1.6M in Cost Of Goods Sold (COGS) by divesting a major supplier with 75% of the product mix to multiple new suppliers. Negotiated COGS 3 years later generating an additional $1.5M savings.►MRP, PRODUCTION PLANNING & QUALITY CONTROL: Developed quarterly supplier assessment program measuring 4 KPIs (QC, On-Time Performance, and Cost). —Established audit system to identify risk and QC limitations, standardizing the process across U.S. operations. Introduced capacity-vs.-demand planning to better manage inventory production availability.►CROSS-FUNCTIONAL TEAM LEADERSHIP: Launch product innovations into market with aggressive timelines in conjunction with R&D, marketing, and cross-functional project management teams.►SYSTEMS/PROCESS REENGINEERING: Developed and rolled out the MRP system to eliminate Excel-based processes.—Successful M&A project planning, onboarding, and full integration with SOPs, systems, and culture.►CHANGE LEADERSHIP: Created a strong performance-based culture. Improved morale, productivity, and retention. Improved HR hiring practices, succession planning, and performance evaluations.

Recruited to this top-tier consumer goods company to drive strategic growth, expansion, and improvements of global logistics, inventory procurement/management, EDI order processing and customer-delivery procedures. Built from the ground up a Procurement & Inventory Management Team, charged with boosting efficiencies and mitigating product risk across the supply chain.►SYSTEMS/PROCESS REENGINEERING: Spearheaded development of logistics/supply chain management system that standardized quality process; delivered training and promoted continuous improvements through ongoing communication.—Implementing EDI and file transfer protocols based on teamwork, quality, and customer satisfaction goals.►CULTIVATION & MANAGEMENT OF VENDOR RELATIONSHIPS: Cultivated and managed relationships with more than 100 national and international vendors while driving continuous improvement processes and COGS decreases.

Championed expert management of supply chain and pricing system activities via 6 Direct Reports and 75 Indirect Reports for the 6th-largest food distributor for the central and eastern U.S. Given multiple responsibilities after acquisition of the IJ Company—oversaw purchasing and pricing for 12k SKUs at 4 distribution centers, as well as transportation for distribution to 6k customers. Achieved customer service superiority in JIT delivery, and accurate KPIs—while minimizing delivery issues and maximizing customer satisfaction and P&L.►OPERATIONAL EFFICIENCY & REVITALIZATION: Collaborated with the president to turn around an underperforming company. Troubleshot operations to identify which products to discontinue, and which businesses and customers to exit.—Influential in taking company from a $10M annual loss to $5M-$10M annual profit and 10% margin increase in specific customer business units <18 months.—Reduced geographical sales area, slow moving sku's, headcount, and re-negotiated contractual obligations.►MRP, PRODUCTION PLANNING & QUALITY CONTROL: Worked with sales teams to spearhead a better forecast to reduce spoilage/outdated product while balancing transportation and logistical costs to yield an 8% decrease to spoilage.—Created a new warehouse incentive plan that empowered workers to increase salary while reducing miss-picks, increasing productivity, and reducing attrition 5%.

Managed key multi-unit accounts maintaining account profitability, managing inventory forecasts, distribution problem solving, while continuing to build relationships.►Successfully increased customer satisfaction levels with two key accounts that previously gave organization 90 days to turn around service level.►Coordinated on-boarding of new major multi-unit account including developing new distribution model to 150 new locations.

Began role as a financial analyst for this 10th-largest U.S. food service distributor (before acquisition by Reinhart). Created the company’s first forecast and budgetary process. Brought together all functional department heads to create and distribute monthly KPIs—resulting in top-down accountability and improved workflow and communication. Created budgets, balance sheet, assets and cash flow items for all P&L accounts. ►OPERATIONAL EFFICIENCY & CUSTOMER SATISFACTION: Promoted to a multi-unit account manager role, charged with overseeing VIP accounts including HoneyBaked Ham, Texas Roadhouse and more. Managed new products, food costs, increased sales, and general customer relationship/communication.—Overcame significant challenges such as an extremely dissatisfied customer with 25+ restaurants.—Resolved issues with transportation/delivery, out-of-inventory stock, relations, and communication to rebuild customer satisfaction and loyalty.

Provided support to sales centers in southeastern region and published key business indicators to both divisional management staff and corporate entities.►Significant accomplishments include creating a product volume budget across 11 BUs inclusive of SKU level sales, profit, and product movement. ►Innovated a database for off-invoice customer rebates and an automated AP system.►Analyzed and designed new key business indicators for review by local sales centers and divisional presidents.

Day to day Business Operations Management