Identify and lead the efforts to heighten cross-functional awareness of methods to improve business processes and procedures across the supply chain. Apply statistical methods and perform mathematical calculations to determine distribution processes, staff requirements, and productivity standards. Study operations sequence, material flow, functional statements, organization charts, and project information to determine worker functions and responsibilities.

Led the execution of global, multi-modal logistics strategies and services. Directed the growth of delivered aggregate sales, the cost and optimization of logistics. Developed and implemented long range supply and inventory strategies to optimize the flow of goods from manufacturing to the customer. • Established Asia Supplier Logistics Center (SLC) located at the Yantian Port in Shenzhen, China under contract with 3PL to consolidate warehousing of bulk materials and kitting operations for the Asian supply base. Finished goods were moved to Hong Kong for consolidated shipping for international distribution. Achieved 33% immediate cost reduction. Negotiated rates with UPS, FedEx and Freight Forwarders which reduced transportation cost by 3% of cost of goods sold

Directed operations to ensure material availability allowing for maximum plant operational efficiency while minimizing working capital investment. Managed the key supplier integration into manufacturing processes using lean Six Sigma tools and concepts. Established floor stock, bailment, supplier managed inventory programs and warehouse delivery to Planogram. Developed policies and procedures for lean material handling and replenishment to ensure least cost optimization of labor and material handling resources. • Supply Chain project team member for Aerosol Can Consolidation project which resulted in $1.4M inventory reduction• Created inventory planogram to support value stream production based on historic usage resulting in an inventory reduction of $568k over 6 months

Managed 2 value streams accounting for $100M+ revenue. Led a team of 3 supervisors, 5 maintenance personnel, 2 production planners and 80 union personnel. Drove key Operational Attributes of EH&S, Quality, Delivery, and Cost. Value Stream Mapping utilized to identify kaizen opportunities to develop a transformation plan for value streams and corresponding rolling 6 month implementation plan that aligned with the company’s overall strategy.• Developed and implemented standard work in compounding process resulting in a 15% quality improvement in first pass yield and a 30% labor reduction to produce equivalent gallons/man hour • Led two kaizen events with Shingijutsu Global Consulting, (Toyota lean manufacturing partner) leading to 52% productivity improvement, and lead time compression, resulting in $143k inventory reduction • Reduced production cell space by 41% utilizing kaizen events• Developed, redesigned and implemented the conversion of 7 traditional production lines into cellular manufacturing units leading to a 37% productivity improvement in gal/ MH and a 53% reduction in labor cost per gallon• Consolidated two shift operations into a single shift leading to the reduction of 24 union employees, 1 maintenance personnel, 1 production planner and 1 production supervisor – resulting in an annual savings of $750k• Reduced Inventory by 47.5% ($629k) in 5 months while improving order fill rate for industrial sales by 8% and maintaining a 99.8% order fill rate for retail sales channel• Reduced water usage by 43% in washout process

Directed all aspects of distribution operations for three business units including shipping and receiving, inventory control and facility maintenance for 2 Distribution facilities totaling 443,000 sq. ft. comprised of 5 managers, 58 union and 18 non-union personnel. Developed and managed an $8M budget. Serviced distribution to retail customers that included Wal-Mart, The Home Depot, Lowes and Menards. Managed Truckload replenishment to 28 North American Regional Distribution Centers; container shipments to international operations and distributors; LTL and parcel shipping to end-user. • Led insourcing of Retail Operations that was previously serviced by a 3PL, into existing operations resulting in 53% cost reduction equaling a $500k annual savings• Team sponsor for Implementation of Lean Distribution for standard work process, resulting in a 48% labor reduction in the receiving process• Successful pilot implementation of kanban for top 25 products, leading to a 21% reduction in pallet storage locations, a 50% reduction of inventory days on hand and improving fill rate from 92% to 100%• Led due diligence and economic justification for upgrade to Windows OS platform. RF equipment upgrade of 21 Vehicle Mounts with scanners and 15 handheld scanners from DOS to MS Windows operating platform• Developed Value Stream Maps and Transformation Plans for Atlanta Distribution Center Operations

Drove inventory accuracy of both raw material and finished goods. Developed monthly inventory demand forecasting and analysis for North American operations. Utilized statistical techniques and algorithms to assess patterns of demand variation, calculate metrics to trend variation, and leveraged best practices to optimize supply chain efficiency. Collaborated with Senior Supply Chain Leadership on make vs. buy strategies and implemented the most cost-effective strategies and solutions while maintaining quality and working capital criteria. • Achieved: successful audit reviews with no document control gaps; improved Physical inventory processes resulting in a 33% reduction in time required to conduct inventory• Streamlined month end close out procedures yielding a 5% increase in production without additional labor costs• Developed plan to utilize slow and obsolete inventory from manufacturing and distribution centers resulting in a $1.3M reduction in working capital.