Stephen Morgan Email & Phone Number

DSC was acquired by CJ Logisticso Directed team to strategically manage 1300+ unit MHE fleet, including power, across ~60 North American sites.o Established corporate compliance guidelines, KPI tracking, Utilization trends, and reporting to ensure all sites follow Leasing, Rental, and Service Provider expectations.o Established network wide equipment spec standardization on top 6 MHE models for ease of transfer of under-utilized active lease, replacement of high cost to maintain MHE with low hour mature leased, and short/long term rental equipment removal.o During a period of customer growth and facility expansion, managed rental reduction from 5% of fleet in Jan 2023 to 1% in Dec 2023.o Converted 15 sites from battery change to TPPL/Lithium Opportunity/Fast Charge. (Reduced indirect labor hours, less infrastructure, increased warehouse capacity, lower maintenance, TIR OSHA reduction, and environmental impact improvement).o Managed the decommission of two sites merging into one, 1M sq. ft. facility, maintaining service levels during simultaneous operation, converting the new facility to 100% opportunity charge, reallocating active leased conventional lead acid batteries and chargers across the network saving CJ sites +$15K annually, and a cost avoidance savings to the customer of $1.75M in early lease return penalties.o Led all 2023 greenfield startups implemented with 100% Opportunity/Fast Charge.o 2023 Project Implementation ownership introducing 50 double pallet jacks for Case Pick to complete network transition. Annual Direct Labor Savings $1.1M.o Project planned and led system and process changes to pick 2 assignments at a time in 2 different WMS systems. $750K Annual Direct Labor Savings across 5 sites. Interdepartmental collaborative effort involving IT, Eng, Ops, CI, BPI, L&D, and HR.o 2022 Equipment transition of 40 double electric pallet jacks for Case Pick to replace higher cost and less efficient forklifts. Annual Equipment Savings of $79K.

Labor Management Emphasiso UPH productivity management yielded reductions of Direct Labor Cost per Pallet of $7.10 to $6.04 and Cases per Man Hour improvement of 152 to 186 from start of Q1 to Q4 2020 total throughput.o Led 6-person LMS implementation team maintaining an aggressive WMS/LMS Conversion site execution timeline of 4 sites per quarter.o Participated in successful roll out of 2 green field startups of 1+ M sq. ft. with updated Cloud-based version of Blue Yonder (JDA/Red Prairie) WMS and LMS while maintaining customer expectations.o Partnered with Operations, IT, BI, and Solutions teams to develop ‘real time’ performance and productivity metrics using Tableau software on supervisor’s handheld tablets while on the floor in dashboard format with drill down options.o Highest direct report retention percentage at corporate by holding weekly 1:1 meetings, aligning on skill based career advancement goals, and merit based pay increases achieved through honesty, transparency, and trust.o Network Standards Validation Project in 2019 identified $3.5M in Direct Labor Savings through best practice and process time earned alignment.o Rebranded Engineered Labor Management program in 2018 with emphasis on retention and fairness of standards while maintaining performance across 40-site network. Earned operational trust and collaborated with HR and Benefits Teams to develop new discipline parameters for Operators and a more simplified incentive policy and qualifiers for both Operators and Supervisors.

Chicago, Il

• Successfully designed and initiated 5 wide “Pilot Site” rollout of a dynamic Labor Management program for a major snack food manufacturer in the U.S. which will be implemented in all 150 sites over the next 3 years (conservatively $6.5M projected savings)• Directed professional training workshops for project teams of 5-15 individuals, including 4 courses of technical, operational, and leadership development skills • Created and communicated work plan for multiple projects in parallel, responsibilities included technology design, integration, engineering, change management, and training• Assisted in developing an internal project start-up “kit” that condensed the company-wide implementation phase by 10%• Assumed integral role in maintaining a 100% retention rate in 2013 for a team of 12 engineering and technology professionals by focusing on career development, increased project exposure, and positive work environment• Managed training and development of new mid and senior level consultants. • Portfolio of 20+ clients across multiple industries across the U.S. and internationally (Medical, Grocery, Beverage, Automotive, Material Supply, Manufacturing, 3PL, Ecomm).

Chicago, Il

• Managed a production department with revenue of $2.7M consisting of an MRP specialist, a mechanical engineer, 5 welders, and 6 floor technicians• Reduced material supply costs by nearly 30% in the second year by shopping suppliers and implemented a JIT ordering strategy to minimize inventory• Developed and implemented Performance Optimization Expectations with welders to achieve and maintain a 97% weld success rate to reduce waste and material handling• Re-slotted warehouse to minimize travel time of technicians• Cultivated open communication, teamwork and a positive morale in the workplace while training staff to identify opportunities for Continuous Process Improvement

Highland Park, Il

• Developed a 15 year business management and general contracting career from initial one year contract hire• During tenure the firm grew from $600K annually into an organization grossing $2M annually by sustaining productive work relationships with clients, co-workers, suppliers, and subcontractors