Tim Riehl, Mba

Tim Riehl, Mba Email and Phone Number

Vice President - Operations Transformation @ ADVATIX - Advanced Supply Chain and Logistics
Texas, United States
Tim Riehl, Mba's Location
Dallas-Fort Worth Metroplex, United States, United States
Tim Riehl, Mba's Contact Details

Tim Riehl, Mba personal email

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Tim Riehl, Mba phone numbers

About Tim Riehl, Mba

My name is Tim Riehl, the Distribution Doctor. I improve distribution operations’ competitive and financial health. I enhance service and quality while reducing risk and cost through operations execution and innovation. I am industry agnostic and have served as both the Client and Provider in a 3PL environment. I get things done.✅ BUSINESS TRANSFORMATION. Transformed medical testing lab company’s total financial, service, and competitive posture by identifying and proposing new primary Lab location which leveraged logistics strategies nationally to reduce time from specimen pickup to patient result by 9 hours (36%) at a cost reduction of $6.03/specimen (22.2%). Service risk mitigated 50% by eliminating half of the logistics handlings.✅ TURNAROUND. Hired into environmental services company in Chapter-11 and instrumental in successful Emergence. Reorganized Managers to leverage talent. Reduced Distribution Organization OPEX as percent of Sales by 20%. Direct OPEX budget performance first post-bankruptcy year was $6.6M favorable (13.0%). Improved inventory accuracy from 60% to 99%. Analyzed Logistics network closing three facilities reducing OPEX $750,000 annually and relocated distribution center to improve customer service while improving EBITDA $550,000.✅ INNOVATION. Leader in the upgrade of logistics services for a healthcare provider. Innovated the layout, design, and technology deployment for a 98,000 sf greenfield distribution center with three level pick module including multiple rack configurations, restocking conveyor system, sortation, WMS/RF, voice pick, and more which replaced two manual, paper-based distribution centers totaling 200,000+ sf. Achieved 60% capacity and 40% throughput increase as well as improved order fulfillment service and quality. Transitioned fleet from Class B box truck to Class-A tractor-trailer enabling greater delivery capacity/efficiency and backhauls.✅ INTERDEPARTMENTAL LEADERSHIP. Leader in providing service upgrade for healthcare provider. Slotted warehouse, restructured truck loading, and modified warehouse/fleet hours to allow product grouping for delivery directly to individual hospital stockrooms without hospital pallet breakdown for improved putaway. This change allowed time for hospital inventory putaway before next hospital order cycle facilitating the hospital transition from central storeroom to direct PAR replenishment.I am the Distribution Doctor, and I am ready to improve the health of your distribution operation. I get things done... let's connect!TimTJR@timriehl.com214.495.8516

Tim Riehl, Mba's Current Company Details
ADVATIX - Advanced Supply Chain and Logistics

Advatix - Advanced Supply Chain And Logistics

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Vice President - Operations Transformation
Texas, United States
Tim Riehl, Mba Work Experience Details
  • Advatix - Advanced Supply Chain And Logistics
    Vice President - Operations Transformation
    Advatix - Advanced Supply Chain And Logistics
    Texas, United States
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  • Riehl Consulting Services
    In Transition - Seeking Director / Vp Roles In Operations Management And Supply Chain
    Riehl Consulting Services Oct 2022 - Present
    Allen, Us
    I am a Supply Chain Executive in transition. I provide Interim Management to companies seeking the luxury of time to fill challenging positions, and I provide Consultative Services to augment your current team or to bridge the gap between Operations and Project Management when executing performance improvement initiatives. ImpactI innovate Operations processes and lead/implement projects to improve operational performance, customer service, and product/service quality while simultaneously mitigating risk and reducing operating expense thereby maximizing the company’s financial and competitive health through superior Operations execution.Executive SummarySenior level operations management and supply chain professional with expertise in distribution, inventory planning, private fleet, and light manufacturing. Background includes multi-site leadership, budget development, P&L improvement, teambuilding, turnaround, service level improvement, startup, and international. Corporate and field experience in multiple industries across both large and small companies. Served on both the client and provider side of 3PL environments.
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  • Nitro Supply Chain Solutions
    Consultant
    Nitro Supply Chain Solutions Oct 2022 - Present
    Fort Worth, Tx, Us
    Providing Contract Services during interim of permanent career search.Currently leading project to start-up new 3PL Company for entrepreneurial Investor. Soliciting Clients, locating property for start-up Operations, sourcing and implementing Systems, developing SOPs, and more.Serve as Consultant on variety of Supply Chain projects with a focus on Distribution Operations and Improvement.Nitro Supply Chain Solutions is an end-to-end supply chain solutions provider focused on supply chain strategy and implementation resulting in cost savings. Nitro operates as a bridge between a traditional consultant and a full-time hire. We work as part of your company’s team, allowing you to get the expertise you need at a fraction of the cost of hiring full-time.
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  • Rgp
    Consultant
    Rgp Mar 2023 - Jul 2024
    Irvine, Ca, Us
    Led 3PL outsourcing project for global pharma company. Proposed innovative alternative to Client’s initial directive which enhanced internal staffing efficiency as well as significantly improved third party provider quality, service, cost, and risk. Provided written justification of the proposal which Client adopted as a consequentially beneficial transformation to this aspect of the enterprise’s business model including projected $3.6M three year savings. Provided overall leadership in the MSA/SOW/SLA development to ensure maximum potential realized and sustained. For the largest global EV battery manufacturer, led project for layout and design of new distribution center. Analyzed SKU configuration and forecast volume data and then provided insight into inventory planning opportunities (reduced planned on-hand inventory 44%), offered solutions to current material handling quality issues (eliminated damage to highest value product at $35,000 per pallet raw material), and developed innovative facility layout incorporating new racking and equipment types (reduced required facility footprint 29% including high value temperature-controlled space).
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  • Healthtrackrx
    Associate Vice President - Supply Chain & Logistics
    Healthtrackrx Oct 2021 - Sep 2022
    Denton, Tx, Us
    HealthTrackRx is a national infectious disease testing laboratory.Reporting to the COO, and member of the Senior Leadership Team, led Purchasing, Warehouse, internal Couriers, Logistics, and oversaw a Third Party Logistics Partner which managed external couriers, carriers, and field inventory replenishment. Developed and managed a $41M+ annual operating budget and $21M inventory. Endeavored to innovate supply chain processes and implement programs to improve operational performance, customer service, and product/service quality while simultaneously reducing operating expense thereby strengthening the company’s financial and competitive position through superior operations execution.• Transformed company’s financial, service, and competitive posture by identifying and proposing new primary Lab location which will leverage logistics execution nationally to reduce time from specimen pickup to patient result by 9 hours (36.0%) at a cost reduction calculated at $6.03/specimen (22.2%). Service risk mitigated by 50% due to eliminating half of the prior logistics handlings.• In 21 week period May 2 - September 19, reduced logistics return shipping cost from $65.47/specimen to $26.07/specimen (60.2%). Monthly logistics cost reduced from $1,088,000 to $778,000 ($310,000 per month, 28.5%) while Sales grew volume 54.5%.• In five month period January - May, reduced outbound logistics cost/order from $108.07 to $34.67 (67.9%).• During January omicron surge (600%+ volume increase), ensured both Lab and clients continuously supplied as well as ensuring adequate client specimen pickup service despite global marketplace supply shortage and national driver outage.• Ensured 100% client routing and pickup success during new Lab 2 go-live (Atlanta, March 2022) as well as ensuring successful pick-up service during ramp of new clients (60 to 182, 203% increase).• Executed improved metrics/KPIs, daily planning/reporting, MBR/QBR, and escalation plan with Third Party Provider.
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  • Premier Logitech
    Vice President - Operations
    Premier Logitech Dec 2019 - Jul 2021
    Coppell, Texas, Us
    Premier LogiTech is national integrated technology solutions provider and 3PL.Reporting to the CEO, and member of the Executive Leadership Team, led Operations for an integrated technology solutions provider. Operations comprised of 450 staff, $40M OPEX Budget, three facilities at 365,000sf, and $150M+ Inventory. Responsibilities included Production, Distribution, Client Engagement, Procurement, Inventory Control, Material Planning, Quality, Engineering, IT, and PMO. Oversaw Operations as well as proposed and executed programs to enhance customer service, improve quality, and optimize financial performance.• Provided leadership supporting 82% one-year company revenue growth with 12% favorable operational financial performance.• Led project to assume operational control of Client facility. From first month, operation performed better than when managed by Client resulting in Client cost savings, company gainshare, and positive relationship.• Upon hire, assumed languishing WMS Install. Executed recovery taking system from non operational to effective. Continued successful Installation of same system in other facilities.• Initiated Kitting project introducing new process increasing labor productivity by 25%+ and new layout in same footprint with output capacity increased by 30%+.• Initiated project to analyze Turnover. Rationalized compensation, reduced turnover, and improved Staff quality with favorable service and financial metrics.• Created PMO to serve companywide projects. Developed structure, hired team, generated initial list of 40+ projects, and guided completion of multiple projects related to systems installs and enhancements, productivity enhancement, facility expansion, etc.• Led infrastructure growth from one facility at 70,000 sf to three facilities at 365,000 sf (facility/operation start-up, staffing, systems implementation, process, etc.).• Due primarily to Operations performance, company earned Dell Computer’s Global Partner of the Year award.
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  • Inform Diagnostics
    Senior Director - Logistics
    Inform Diagnostics Mar 2018 - Dec 2019
    Coppell, Texas, Us
    Inform Diagnostics is a national anatomic pathology testing laboratory.Reporting to the CEO, led companywide Logistics Operations, Facilities Support, and Physical Security for a privately held national anatomic pathology lab company with four laboratories supporting 1,800 clients caring for 5,000+ patients daily. Managed $14M annual Logistics OPEX budget and 3PL relationship which provides static and dynamic routing of couriers and carriers supporting client to lab and other next day material movements. Managed $7M annual Facilities and Security OPEX budget and $2M CAPEX budget supporting the company’s corporate office, four laboratories, and satellite offices.• Initiated transformation of company’s competitive and quality landscape via logistics initiative and execution. Transitioning from next day carrier delivery to same day commercial air delivery reducing turnaround time, enhancing client relationship, improving patient experience, and improving specimen viability as well as eliminating competitive barrier (at cost saving).• Assumed Logistics budget in APR-18 failing by 6.4% YTD ($304,000) and balanced budget in NOV-18.• First year new budget development, proposed and implemented cost savings and service/quality improvement projects yielding favorable OPEX in all departments JAN-NOV (Logistics at $1.7M or 12%, Facilities at $370,000 or 6%, Security at $110,000 or 18%).• Client critical complaint rate at 0.003%, and client impact complaint rate at 0.263% (includes critical complaints).Within six months, improved Logistics new client start success rate from 93% to 100% (100% subsequent success rate).• Implemented winter specimen freeze mitigation program which reduced annual frozen specimens from 250 to 11 (96%).• Worked with landlord of newly acquired laboratory resolving languishing pre-acquisition Facility repairs.• Developed battery of meaningful new metrics against which to measure financial, quality, and service performance and drove improvement.
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  • Baylor Scott & White Health
    Senior Director - Logistics
    Baylor Scott & White Health Aug 2015 - Jan 2018
    Dallas, Texas, Us
    BaylorScott&White Health is the largest healthcare service provider in Texas.Reporting to the SVP Operations, led companywide logistics operations and associated support services of Warehousing, Inventory Planning, Private Fleet, Courier, Fleet Maintenance, and Customer Service for a $9B healthcare organization comprised of 49 hospitals and 800+ patient access points servicing the north Texas through central Texas corridor (DFW through Austin area). Logistics consisted of 140 team members, $19.0M operating budget, $7.8M inventory, and annual shipments of $162M (CoGS). In this capacity, develop, initiate, and execute various projects oriented toward enhancing the company’s competitive posture through sustainable and repeatable operational improvement in service level, financial performance, effectiveness and efficiency, and teamwork.• Slotted warehouse, restructured truck loading, and modified warehouse/fleet hours to allow product grouping for delivery directly to individual hospital stockrooms without hospital pallet breakdown for improved putaway and allowed time to putaway before next hospital order cycle. This change facilitated the hospital transition from central storeroom to direct PAR replenishment. Overnight stocking reduced clinician/patient impact of material movement during daytime.• Majority contributor of MHE layout, design, and technology innovation specification and implementation at greenfield distribution center construction.• Successfully closed one DC and consolidating three paper-based manual DCs totaling 200,000+ sf into 98,000 sf greenfield DC with WMS, three level mezzanine, voice pick, and conveyance/sortation system (60% capacity and 40% throughput improvement). Transitioned from Class-C to Class-A fleet. • Advised executives of poor (pre-hire) WMS decision and proposed successor project/solution reestablishing technology platform.
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  • Riehl Consulting Services
    Independent Consultant And Other Roles
    Riehl Consulting Services Nov 2011 - Jul 2015
    Allen, Us
    RCS provides distribution and logistics consulting services and interim management.Project leader for an $8B healthcare provider completing supply chain network validation, greenfield DC layout and design incorporating new technologies, WMS specification, slotting, inventory rationalization, fleet optimization, etc.For a firm which manages configuration, global distribution, and repair of all US Army intelligence computer hardware, recommended operational improvements through new work processes, MHE and facility layout, and enterprise systems. Wrote systems specification and validated vendors and systems.For one of the largest healthcare providers, SME creating a performance improvement plan (productivity, service level, expandability) related to procurement, inventory planning, distribution, fleet, and systems.For the nation’s third largest pet supply distributor, initiated projects to improve replenishment activity, reduce overtime, re-rack the facility to increase throughput and productivity, and reslot a 750,000 sf site.For a regional 3PL providing value added services to Fortune 500 companies, bid work for a global electronics firm. Included facility layout and setup, financial calculations, and client proposal presentation.Reporting to the President, led on-site operations management for CPU Division of a leading staffing agency. Negotiated pricing adjustments for client environment changes recapturing 18% and 5% gross margin and implemented program to recapture weekly anomalous production event costs improving gross margin 20%+.COO of leading distributor of hospice durable medical equipment supporting 7,000+ patients across 32 branches in 7 States. Implemented series of new procedures and Best Practices reinstating the company’s Business Accreditation following failed Audit (hired the day of the Accreditation Audit).COO in privately held startup outpatient services healthcare firm. Full leadership and P&L responsibility for outpatient clinics.
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  • Xpo Logistics, Inc.
    Assistant General Manager
    Xpo Logistics, Inc. Feb 2011 - Aug 2011
    Greenwich, Ct, Us
    New Breed Logistics is a 3PL providing telecom reverse logistics, repair, and fulfillment services.Reporting to the General Manager, served as Assistant General Manager for a third party logistics company providing reverse logistics operations supporting Verizon Wireless. Facility comprised of 1,600+ employees performing receiving, customer warranty validation, full-line testing and disposition classification, kitting, and shipping operations. Receive, process, and disposition 50,000+ phones per day. Directly responsible for a staff of ~60 including nine direct reports. Direct functional responsibility includes Quality Assurance, Quality Audit, Work Instruction Documentation, Process Improvement, Inventory Control, Industrial Engineering, and Production Planning. Serve as leader of various focus groups and envision/oversee projects driving improvement across multiple departments via cross-functional teams. Backup to the General Manager.• Transitioned Production from 'push program' to 'pull program' and supported that effort by creating multi-faceted spreadsheet tool to manage capacity planning, throughput calculation, staffing requirement, and production planning. Pilot demonstrated improved service level by processing priority items, reduced cycle time (15%), increased productivity (20%), reduced WIP inventory (50%), and reduced DOH inventory (50%).• Led conceptual facility layout effort to consolidate additional outside operations into existing facility footprint.• Redesigned departmental layout yielding 73% increase in capacity with net zero change in footprint while reducing handlings thereby increasing productivity and decreasing cycle time.
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  • Optricity Corporation
    Vice President & Principal
    Optricity Corporation Jul 2006 - Nov 2010
    Optricity is a supply chain optimization software development company.Reporting to the CEO, serve as Principal leading startup of Consulting Services and Software Development company specializing in supply chain optimization. Serve as domain expert facilitating initial development and testing of software applications ensuring that each application contains market differentiating functionality, mathematically superior results tempered by executable and common-sense solution, and user-friendly interface. Continually develop enhanced functionality ensuring highest market competitiveness. Provide direct service and support during client engagements including consultancy and software implementation. Ensure that client’s expectations are exceeded by not only achieving client’s objective but also by advising client on higher level of optimization. Provide client support following every successful engagement. Develop and manage partnerships and alliances to deepen market penetration.• Led and provided post-implementation support for warehouse slotting projects with Clients:... Food Client saved $400,000+ (16x ROI less Slotting Tool License). Case Study published nationally.... Apparel Client realized 20% Replenishment and 30% Order Selection Labor savings. Case Study published nationally.... Electronics Client realized 23% Replenishment and 11% Order Selection Labor Savings. Case Study in the process of publication.... International Food Client realized 13% Replenishment and 1% Order Selection Labor savings as well as a 51% improvement in Retail Store product groupings (significant Retail Store Labor savings and Retail Stock time reduction realized – prime objectives).• Awards: Supply & Demand Chain Executive 100 (S&DCE, 5/10), Top 100 Technology Solutions (Food Logistics, 12/09), Supply Chain Innovation Top 100 List (S&DCE, 7/08), Top 6 Cool Vendors in SCM & ERP (Gartner, 4/08).• Patent for Solution approach (only patented Slotting/Profiling Software Application).
  • Safety-Kleen Systems
    Senior Director - Special Projects
    Safety-Kleen Systems Jan 2007 - Aug 2007
    Richardson, Tx, Us
    Safety-Kleen is a national environmental services company. Reporting to the EVP Operations, identify, initiate, develop, and successfully execute multi-department and multi-discipline projects to drive companywide financial and service performance improvement. Lead teams to collaboratively define improvement opportunities, develop multiple alternatives, and implement the best course of action to resolve complex issues across various facets of the enterprise. Manage projects through successful execution including conflict resolution.• Initiated multi-department development of new comprehensive SOPs for all company Operating Facilities.• Managed vendor related internationally outsourced production issues and successfully mitigated financial and customer service impact to company.• Identified and dispositioned $8M of excess and obsolete inventory reducing overhead and storage expense.• Based on experience, provided consultative collaboration to consequentially contribute to new companywide Supply Chain organization.• Developed and proposed proactive companywide inventory disposition policy to improve financial performance.• Developed and presented New Product Introduction Program to provide coordinated and improved process.
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  • Safety-Kleen Systems
    Senior Director - Processing & Distribution
    Safety-Kleen Systems Jan 2005 - Dec 2006
    Richardson, Tx, Us
    Safety-Kleen is a national environmental services company.Reporting to the COO, member of the Chief Executive Council and provided operational leadership for 9 logistics facilities, 3 processing facilities, and 2 manufacturing facilities comprised of 370+ people and private fleet consisting of 45 over the road vehicles within a $1B hazardous waste processing and disposal company. Managed a $78M operating budget. Support 96 sales offices servicing ~240,000 customers. Accountable for $32M Inventory. Responsible for timely and accurate shipment of Branch orders, compliant transport and processing of hazardous waste, and scheduling and production of company-owned machines to meet customer demand. Continually drove improvements.• Direct accountability OPEX budget performance for 2005 was $3.1M (8%) favorable and direct accountability OPEX budget performance for 2006 was $992,000 (3%) favorable.• Direct accountability OPEX actual for 2006 was $1.0M (2.9%) less than OPEX actual for 2005 for same regional facilities and supported an 8% increase in revenue.• Managed three chemical processing facilities contributing $6.0M to FY 2006 EBITDA.• Implemented manufacturing insourcing initiatives to salvage component parts saving $384,000 annually.• Challenged C-Suite decision to close plant preventing $1.4M annual OPEX loss.• Identified opportunity, provided proof of concept, and validated financials to reorganize private fleet and insource routes reducing overall freight expense by $3.1M annually (implemented by others).• Restructured operational plan between facilities to eliminate $140,000 in Permit required facility modifications with no degradation to operations and no added expense.• Took responsibility for languishing Canadian manufacturing site and insourced work with no increase in staffing saving $141,000 annually while improving quality and consistency.• Identified and dispositioned $13M of excess and obsolete inventory reducing overhead and storage expense.
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  • Safety-Kleen Systems
    Director - Distribution
    Safety-Kleen Systems May 2002 - Dec 2004
    Richardson, Tx, Us
    Safety-Kleen is a national environmental services company. Reporting to the SVP, provide operational leadership for 14 logistics facilities and 1 manufacturing facility comprised of 250+ people and a private fleet consisting of 50 over the road vehicles in an $850M hazardous materials disposal and processing company. Develop and manage $51M operating expense budget. Support 168 sales offices servicing 400,000 customers. Accountable for $34M Inventory. Envision, analyze, validate, and initiate projects driving efficiencies to improve service level while simultaneously reducing operating expenses thereby strengthening the company’s financial and competitive position through superior logistics execution.• Hired during Chapter 11 Proceedings as turnaround executive and change agent. Company emerged per plan.• Improved customer service level and reduced operating expense during 12 month period of Chapter 11 Bankruptcy Reorganization, corporate office relocation, and complete system conversion.• Created, led, and managed Industrial Engineering function supporting companywide logistics operations.• Coached, repositioned, and replaced managers improving talent pool.• Direct accountability OPEX budget performance first post-bankruptcy year was $6.6M favorable (13.0%).• Reorganized work processes to support constant sales volumes with 17% field logistics staff reduction.• Identified and dispositioned $20M of excess and obsolete inventory reducing overhead and storage expense.• Improved inventory accuracy from 60% to 99%; cut physical inventory time from 10 days to 5 hours.• Analyzed Logistics network and closed three facilities reducing OPEX $750,000 annually.• Relocated distribution center improving customer service while improving EBITDA $550,000 over six years.• Reorganized private fleet and partly outsourced transportation reducing OPEX $900,000+ annually.• Developed/introduced battery of distribution metrics and trained subordinates to manage improvements.
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  • Honeywell Friction Materials
    Manager - Logistics & Distribution
    Honeywell Friction Materials Sep 2001 - May 2002
    Charlotte, North Carolina, Us
    Honeywell Friction Materials is a global manufacturer and distributor of premium automotive brakes.Strengthen the company’s competitive advantage and financial performance through continually improving logistics operations execution and inventory management. Responsible for coordinating and managing multiple Third Party Contractors providing Warehousing, Transportation Scheduling, Freight Payment, and Returns Processing services for a $700M automotive parts company. Establish and promote enhanced relationships with Third Party Providers including conceptualizing and driving projects regarding the optimization of operational efficiencies while continually increasing customer satisfaction levels. Oversee and champion improvements in inventory planning and purchasing practices for a $10M inventory comprised of 10,000 SKU.• Reduced Inventory $2.4M (22%) in three months while improving service level by 10%.• Negotiated freight rates and FAKs with carriers reducing freight expense by $2.0M (15%).• Identified freight billing errors resulting in reclaiming $250K in incorrect billings from carriers.• Developed strategic logistics plan which, if implemented, would yield $4.5M OPEX reduction.
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  • Dell Computer Corporation
    Senior Manager - Operations Technology Strategy
    Dell Computer Corporation Jan 2000 - Feb 2001
    Round Rock, Texas, Us
    Dell Computer is a global manufacturer of personal computers and other computer hardware. • Project Manager initiating a total technology strategy for Fulfillment Operations. Envisioned conceptual strategy including technologies ranging from a foundation building warehouse management system (WMS) to integrated dispensing and light directed picking technologies. Scope also included future integration of customer service support systems and third party service providers. The WMS Project yielded an approved IRR of 48% and an NPV of $15.2M. • Interim Project Manager implementing an enterprise wide financial inventory tracking system.
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  • Dell Computer Corporation
    Senior Manager - Fullfilment Operations
    Dell Computer Corporation Mar 1999 - Jan 2000
    Round Rock, Texas, Us
    Dell Computer is a global manufacturer of personal computers and other computer hardware. Managed a distribution operation staffed by five subordinate managers, an engineering advisor, and 190 production workers. The facility housed $28M in inventory shipping an average of 45,000 parts per day to fill 9,000 customer orders. Annual shipments exceeded $425M in parts value (CoGS). All orders required same day shipment via Third Party Carrier.• Improved domestic internal on-time shipping metric from 96.9% to 99.1%.• Improved international internal on-time shipping metric from 71.0% to 85.0%.• Improved cost per part shipped metric by 34% and cost per dispatch metric by 11%.• Improved parts picked per hour metric by 31%.• Improved inventory accuracy metric by 875% (as measured by negative inventory balances).• Scaled a parts shipped volume increase of 62% with a corresponding 37% staffing increase (no new technology).
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  • Mclane Company
    Director - Distribution & Engineering
    Mclane Company Feb 1997 - Mar 1999
    Temple, Texas, Us
    McLane Company is the nation’s largest wholesaler to the convenience store industry.Directed the overall efforts of a 14 member corporate Distribution and Engineering Team providing logistics leadership and strategic direction for a perishable and dry grocery distribution company servicing 35,000 customers nation-wide with FY99 sales exceeding $15B. Supported 16 grocery distribution centers totaling 5.4M square feet as well as a fleet of 900 tractors and 1,440 trailers logging 95M+ miles per year. Responsibilities included Industrial Engineering, Construction Management, Warehousing Best Practice development, Distribution Systems specification and implementation, Transportation and Delivery technologies and procedures, Fleet Maintenance, and Capital Asset Purchasing management.• Sole company representative chosen by C-Team to lead project analyzing market potential, including developing foreign partnership, to establish Third Party Logistics services in Argentina as collaborative effort with foreign firm. Developed and presented business case to executive management of both firms.• Member of three person Team founding Brazilian Third Party Operations division with first year Operations distributing product valued at US$1.6B for Fortune Global 50 company.• Completed first contract consulting project analyzing Fortune Global 50 client company’s Brazilian distribution operation and made recommendations for improvement. Conducted presentation for President and Executive Staff of client’s Brazilian division.• Completed planning and initial construction/expansion/remodel work on ten distribution centers to support major new contract.• Analyzed, justified, and initiated implementation of onboard transportation technologies to improve customer service and driver productivity.• Oversaw project to reduce capital expenditure on fleet equipment by 7% while decreasing calculated annual operating expense and increasing power/performance characteristics of equipment.
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  • Mclane Company
    Manager - Distribution Systems & Engineering
    Mclane Company Apr 1994 - Jan 1997
    Temple, Texas, Us
    McLane Company is the nation’s largest wholesaler to the convenience store industry.Directed the overall efforts of a seven member corporate Industrial Engineering and Distribution Systems Team supporting 16 grocery distribution centers totaling 5.4M square feet with annual sales exceeding $12B. • Managed all distribution center material handling systems design and layout activities, equipment specifications and bidding, contract negotiations, and project scheduling for one new construction, six major facility expansions, and three facility remodels with combined material handling equipment budgets exceeding $42M.• Led the effort to design a new prototype distribution center. Facility was constructed with a $2.0M capital MHE savings (20%) and an estimated 10% start-up productivity improvement. • Worked with one individual to complete the company’s first proposal to conduct Third Party Operations. While bid placed second, project established the company’s ability to competitively bid on these types of contracts resulting in heightened confidence for future successful Brazil operations. • Managed the rollout of the warehouse management system to 13 distribution centers. • Analyzed, justified, and managed implementation of the company’s first light directed pick system.• Led a coordinated effort with internal Information Technology staff to develop a productivity tracking and reporting system using bar coding and scanning.• Researched and implemented company-wide software system increasing picking productivity 35%.
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  • Mclane Company
    Distribution Industrial Engineer
    Mclane Company Feb 1993 - Mar 1994
    Temple, Texas, Us
    McLane Company is the nation’s largest wholesaler to the convenience store industry.Responsible for material handling equipment activities and productivity enhancements for five grocery distribution centers. Managed the conceptual material handling equipment design, facility layout, contract negotiation, and project scheduling for existing distribution center facility expansion projects.• Kissimmee, Florida project consisted of a 216,893 square foot expansion to an existing 177,515 square foot facility with a $3.9M material handling equipment budget.• Baldwinsville, New York project consisted of a 96,994 square foot expansion to an existing 156,700 square foot facility with a $2.8M material handling equipment budget. • Served as Industrial Engineer supporting the implementation of a WMS in two distribution centers.
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  • Guardian Industries
    Shift Manager
    Guardian Industries Aug 1991 - Feb 1993
    Auburn Hills, Michigan, Us
    Guardian Industries is a global manufacturer of raw, custom, and fabricated glass products.Responsible for the daily production activities of a 24x7x365 glass manufacturing facility consisting of six separate production lines including a 500 ton per day float glass furnace. Directly responsible for the professional development of five area supervisors and 46 production workers permanently assigned to a 7-day rotating shift as well as an additional 30 people when 5-day shift rotations coincided.• Improved crew productivity and morale progressing from ten year record of the poorest performing of four crews to first in overall performance.• Absenteeism improved by 47%.• Safety related incidents declined by 25%.
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  • Guardian Industries
    Project Engineer (Mechanical)
    Guardian Industries Jun 1990 - Jul 1991
    Auburn Hills, Michigan, Us
    Guardian Industries is a global manufacturer of raw, custom, and fabricated glass products.Responsible for planning and executing all aspects of engineering related projects. Proposed and implemented solutions to production and maintenance problems to increase productivity.• Served as primary mechanical engineer in the assembly, start up, and initial production phases of an oversize glass tempering production line procured from another production company (there were no drawings or technical documents). Wrote preventive maintenance schedule. Project completed on time and within established budget.• Prior to promotion to Shift Manager, completed project planning for a major shut-down and refurbishment of a major component (the Batch Plant) of the primary float glass production line.
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  • U.S. Army
    Aviation Officer - Captain
    U.S. Army May 1985 - May 1990
    Arlington, Virginia, Us
    The United States Army is the world’s most powerful land based armed force.01/90 - 05/90: Brigade Plans Officer, Aviation Brigade11/88 - 12/89: Flight Platoon Leader & Company Executive Officer (concurrent)10/87 - 10/88: Headquarters Troop Executive Officer05/87 - 09/87: Flight Platoon Leader12/86 - 04/87: Assistant Flight Operations Officer08/86 - 11/86: Section Leader05/85 - 07/86: Officer Basic Course and Flight Student.Select Achievements/Contributions: (First Cavalry Division)• Developed and wrote detailed Tactical Operating Procedures Manual for a divisional Aviation Brigade.• Commanded a detachment deployed to the National Training Center and obtained 100% mission success.• Served as evaluator and trainer for a Headquarters Company deployed to National Training Center.• Served as trainer for a National Guard Headquarters Company during their annual exercises.• Submitted 100% error free status reports; the only of 32 reporting offices to do so.• Commanded a detachment deployed to Germany for multi-national war-gaming exercises completing 187 incident free multi-aircraft combat simulated actual flight missions.• While deployed to Honduras, managed multi-million dollar flight program including scheduling over 900 incident free multi-aircraft missions. Due in large part to this overall achievement, the company placed second for Army-wide Aviation Unit of the Year.• Military Awards included: Army Aviator Wings, Army Parachute Wings, Army Air Assault Wings, Army Commendation Medal, Army Service Medal (with Oak Leaf Cluster).• Possessed NATO Collateral Joint Service Secret Security Clearance.
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Tim Riehl, Mba Skills

Operations Management Cross Functional Team Leadership Process Improvement Team Building Change Management Leadership Strategy Supply Chain Management P&l Management Supply Chain Optimization Management Business Process Improvement Continuous Improvement Supply Chain Logistics 3pl Strategic Planning Inventory Management Program Management Training Transportation Management Project Management Team Leadership Contract Negotiation Warehousing Performance Improvement Warehouse Management Operational Excellence Multi Site Operations Project Planning Start Ups Budgets Operational Turnaround P&l Improvement Business Process Integration Slotting Logistics Management Talent Management Change Leadership Transportation Cost Reduction Efficiency Improvement Distribution Management Profitability Improvement Innovator Inventory Control Quality Assurance Customer Satisfaction Supply Management

Tim Riehl, Mba Education Details

  • United States Military Academy At West Point
    United States Military Academy At West Point
    Engineering Management / Triple Language
  • Texas A&M University
    Texas A&M University
    Management
  • St Xavier High School
    St Xavier High School
    General Studies
  • Cornell University
    Cornell University
    Food Executive Course (Advanced Management Skill Training)
  • Georgia Institute Of Technology
    Georgia Institute Of Technology
    Advanced Order Picking

Frequently Asked Questions about Tim Riehl, Mba

What company does Tim Riehl, Mba work for?

Tim Riehl, Mba works for Advatix - Advanced Supply Chain And Logistics

What is Tim Riehl, Mba's role at the current company?

Tim Riehl, Mba's current role is Vice President - Operations Transformation.

What is Tim Riehl, Mba's email address?

Tim Riehl, Mba's email address is tr****@****ech.com

What is Tim Riehl, Mba's direct phone number?

Tim Riehl, Mba's direct phone number is +191928*****

What schools did Tim Riehl, Mba attend?

Tim Riehl, Mba attended United States Military Academy At West Point, Texas A&m University, St Xavier High School, Cornell University, Georgia Institute Of Technology.

What are some of Tim Riehl, Mba's interests?

Tim Riehl, Mba has interest in Motorcycling, Children, Economic Empowerment, Education, Environment, Equestrian (Hunter Jumper).

What skills is Tim Riehl, Mba known for?

Tim Riehl, Mba has skills like Operations Management, Cross Functional Team Leadership, Process Improvement, Team Building, Change Management, Leadership, Strategy, Supply Chain Management, P&l Management, Supply Chain Optimization, Management, Business Process Improvement.

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