Visionary Operations Executive with solid experience managing all levels of multiple projects including budgeting and administration. Experienced Project Manager effective in leading and directing Supply Chain projects from inception to launch. More than 18 years of progressive management experience and repeated success in developing project initiatives, directing project plans and achieving revenue performance targets.
Ambitious manager who creates strategic alliances with organization leaders to effectively align with and support key business initiatives. Builds and retains high performance teams by hiring, developing and motivating skilled professionals. I am a manager who is driven to manage costs and establish strategic, mutually beneficial partnerships and relationships with vendors, department managers and customers.
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•Manage the distribution of 150,000,000 annual gallons of gasoline and diesel fuel to retail and commercial accounts in Alabama, Georgia and Florida Panhandle. Multi branded with Shell, BP, Citgo and Chevron
•Lead the forecasting and purchasing team for 13,000,000 annual gallons of bulk and packaged finished lubricants in Alabama, Georgia, Mississippi, Tennessee and Florida Panhandle. Multi branded with ExxonMobil, BP Castrol and Phillips 66.
•Implemented new Web Based Fuel Order and Transportation Management System software utilizing mobile printers and smart phone technology resulting in real-time delivery confirmation, electronic signature capture and electronic upload capability to ERP system. Achieved dynamic dispatching capability and improved delivery accuracy.
•Upgraded truck GPS and Electronic Onboard Recorder/DOT Logs with Electronic Driver Vehicle Inspection Reports. Implemented all new CSA2013 DOT Hours of Service changes and passed DOT Audit in 2013 with no fines.
•Upgraded Lubricant Demand Planning, Forecasting and Replenishment software.
•Diversified fleet Maintenance to allow for strong local partnerships with national providers resulting in increased fleet uptime
•Coached 80 delivery agents and 6 dispatchers in the Fuel and Lubricants divisions.
•Consolidated the warehouse operations from 8 facilities to only 4 facilities over the course of three years while increasing service levels in those same geographies.
•Negotiated new contracts with common carriers for full truckload dry and bulk inbound finished goods and less than truckload dedicated fixed rates.
•Designed new lubricant tanker delivery assets to allow for drop and hook operations in three markets providing daily delivery service without additional inventory or facilities.
•Streamlined the company's electronic tank monitoring program from three suppliers to one leveraging new software technology to automate sales order creation and VMI program.
•Conducted extensive RPF and implemented a new Demand Planning and Forecasting Software which resulted in a 20% reduction in inventory levels, inventory turns increased 38% and Line Item Fill Rate increased from 86% to 94.5%. New Software allowed for optimized network supply chain.
•Managed Raw Materials procurement and warehousing, production scheduling, as well as finished goods warehousing and distribution for Haagen Dazs production facility in Tulare, CA.
•Co-Leader of national strategic transportation leadership team for finished goods of Dreyers/Edys Grand Ice Cream, Nestle and Haagan Dazs brands.
•Restructured and designed dedicated transportation network for outbound shipments of finished goods to California Distribution Centers and backhauls of production materials and raw ingredients throughout west coast.
•Member of national WMS redesign and implementation team for all 20 finished goods distribution centers.
•Implemented WMS upgrades in ingredients and finished goods warehouses.
•Implemented Nestle Process Improvement Team recommendations to achieve optimum flavor run sizes for most cost effective production scheduling.
•Member of the corporate Supply Chain Team focused on new product initial inventory strategies, production capacity models for annual budgeting and national transportation strategies.
•Managed transportation relationships with regional dedicated carriers and national common carriers to support
distribution network of Northern California, Pacific Northwest and Alaska for John Thompson Operations Center.
•Managed procurement team for all non-manufactured partner brands that were distributed from that warehouse resulting in best ever partner brand order fill rates of 99.2% in 2004.
•Was the pilot facility for the companies new Transportation Management System and then was part of the two person team that implemented the system at all five Regional Distribution Centers across the company over a 6 month period.
•Was a member of the strategic team that orchestrated the transition of plant closure of the only company Unionized facility to the new non-union distribution center for Northern California sales region.
•Managed frozen warehouse operations of three shift, six day per week Teamster Unionized operation including receiving finished goods from production floor, palletizing, put away into the warehouse, picking and loading of local route deliveries and truckload shipments to smaller regional warehouses. Staff was 75 teamster union warehouse workers and 2 office support staff. JTOC was the oldest and second largest production facility in the company at the time.
•Managed start up and then daily operation of 200,000 square foot distribution center as a Third Party Provider for The Scott's Company responsible for US and International distribution of fertilizer spreaders.
•Operation included staging area at manufacturing site in Carlsbad, CA, transportation by company owned assets of finished goods to Distribution
Majored in Coaching, minor in Mathematics
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