479-***-**** acn1qq@r.postjobfree.com

Diana F. Gartside

SUPPLY CHAIN MANAGEMENT CONTINUOUS IMPROVEMENT FORECASTING

Catalyze end-to-end excellence in supply chain speed, efficiency, and cost-effectiveness. Provide truly integrated leadership,

growing customer relations for enduring, strategic partnerships. Eliminate waste and capture multimillion-dollar profit with

holistic inventory and process initiatives. Deliver double digit improvements on savings and other KPI goals.

PROFESSIONAL ACHIEVEMENTS

SUN PRODUCTS CORP. August 2011–present

Leading Manufacturer of nationally branded and private label laundry and dish detergent; $2B annual sales.

Senior Manager Customer Supply Chain, Grocery and Value Customer Channels (March 2014 – present)

Lead the grocery and value channel customer service team in providing consistent service with fill rat e and on time

metrics. Develop customer relationships by conducting face to face meetings covering supply chain metric reviews and

collaborative problem solving with key stake holders (Kroger, Dollar General, Family Dollar, Wakefern,

Safeway, Publix, Delhaize, HE Butt). Support month end sales goal attainment and monthly S&OP alignment process.

Responsible for $600M in annual shipments. Recruit and develop direct reports to promotable growth roles in multiple

departments.

Lead a team of 4 customer service specialists to manage orders to on time and full shipment while developing

their analysis skills to identify service trends and action plans including engaging other departments for

solutions and execution; promoted 4 direct reports into positions of greater responsibility;

Turn around strategic customers to 98% fill rate, 93% on time delivery an d implemented VMI relationships;

Develop relationships with key stakeholders at strategic customers, executed efficiency initiatives and

conducted supply chain metric reviews to include: fill rate, on time delivery, DC service level, turns,

appointment on time and days of supply;

Enforce Terms of Sale policies with customers while fostering a collaborative relationship; primarily focused on

5% incremental improvement to truck load weight, enforcing efficient order minimums and intervals, and

recouping multi stop fees;

Present and regularly update customer engagement strategies to senior and C-level leadership.

Customer Supply Chain Leader, Grocery Customer Channel (August 2011 – March 2014)

Led the transformational change in the customer service grocery channel through SAP implementation and

stabilization, while developing talent to an upgraded skill set and professionalism. Redefined order management from

transactional to “customer facing” value-add, and solutions oriented. Introduced KPI metric and data analysis as

objective business tools to evaluate trends and direct corrective action plans. Established constructive relationships

with sales organization, broker partners and customers.

Led a team of 9 customer service specialists, deduction analyst s and a supervisor to process orders for timely,

complete shipments and deduction processing; over time upgrading talent and reducing head count by 50%;

Assess team technical and behavioral skills and provided coaching and mentoring as appropriate by individual;

Aligned the team activities with corporate goals and KPIs and implemented new metrics as needed;

Represent the “voice of the customer” to the broader supply chain to ensure customers received the

appropriate service for their strategic position;

Enforced Terms of Sale policies; primarily focused on increasing truck load weight to 40k pounds, enforcing

efficient order minimums and intervals, and recouping multi stop fees;

Supported the month end process that ensured all orders shipp ed to meet monthly S&OP targets;

Partner with IT department on system changes, testing and user acceptance.

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Diana F. Gartside acn1qq@r.postjobfree.com Page 2 of 3

WILLIAMS LEA, INC., Bentonville, AR February 2010–July 2011

Global Business Process outsourcing company, specializing in corporate information solutions; $1B in U.S. Marketing Solutions division.

Sr. Supply Chain Account Manager, Wal-Mart Stores Account (March 2011 – July 2011)

Supply Chain Account Manager, Wal-Mart Stores Account (February 2010 – March 2011)

Entrusted with critical Wal-Mart Stores, Inc. business, a new account in start -up phase of its relationship with Williams

Lea. Procure 3,000 print signs displayed in 4,000+ Wal-Mart stores across the U.S., consistently delivering improved

savings. Supervise solution to crucial Wal-Mart pain points, building client relationship along with enhanced profit to

Williams Lea through gain share model. $60M savings in first year.

Motivate, manage, and lead 11 direct reports in 4 teams to deliver a $28M savings goal. Provide leadership to ensure

coordination, efficiency, and effectiveness of all teams for Inventory and Procurement Management, Customer

Solutions Hotline, Process Improvement and Logistics Management.

Provided 59% cost savings with competitive procurement strategies to minimize waste and loss;

Obtained $9M savings through aggressive negotiation with suppliers;

Created a Customer Solutions replenishment hotline for stores remodeling, relocating, or expanding;

Collaborated across multiple client departments to drive alignment in support of cost savings and improved

service resulting in a 50% labor savings at store level;

Slashed costs related to sign damage and loss by designing new packaging for easier identifi cation by staff;

Secured $12M savings via logistics tracking, eliminating wasteful expedited shipping directly to 4,000 stores;

Developed RFQ for carrier rates and awarded to carrier based on mode/cost/service efficiencies by ship lane;

Developed a program to recoup accessorials from responsible suppliers.

RECKITT BENCKISER, Bentonville, AR October 2005–February 2010

Global leader in consumer product goods manufacturing; has outperformed rivals 10+ years with #1 and #2 brands; $3B U.S. reve nue.

Customer Supply Chain Analyst, Wal-Mart Stores Account (March 2008–February 2010)

Led Supply Chain Analysis across the U.S. and Canada, focused on reducing logistic finance deductions and creating

“cost-to-serve” measurement for all active U.S. supply chains. Managed projects to introduce new software

technology, preventing head count increases and raising productivity. Leveraged resources to identify efficiency

initiatives and deliver end-to-end savings. Introduced 5S Methodology to office and created “best practices” toolkit for

5 countries. Supervised growth of Wal-Mart and Sam’s Club accounts 100% to $1B+ value.

Reduced Canadian logistics deductions 65% and U.S. deductions 10%;

Enhanced service 22% with carrier and lane analysis;

Saved $100K by improving truck weights;

Responsible for GS1 Data Synchronization and WERCS submissions;

Developed first-ever baseline supply chain “cost to serve” data set for all U.S. accounts in 3 months:

o 50% increase in order filling efficiency through new collaboration with client;

o Reduced case costs across all supply chains 1¢ each by applying process change insight;

o Delivered project at minimal cost using 66% smaller team and 75% faster project delivery;

Provided RFQs, negotiation, pilot evaluation, requirements, and vendor management for multiple initiatives

including supply chain alerts, On Shelf Availability (OSA)/phantom inventory corrections :

o Expedited project timelines by cultivating priority relationship between vendors and Reckitt -Benckiser;

o Delivered ~$160K cost avoidance with software to streamline daily reporting and identify exceptions;

o Increased sales $500K with inventory corrections based on new technological tools.

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CPFR Analyst (October 2005–March 2008)

Managed Wal-Mart Stores, Inc. inventory levels of Reckitt Benckiser products for client in 3 categories: Health &

Wellness, Dry Grocery, and Air Care, representing $100M annual sales. Developed seasonal and promotional inventory

strategies to maximize sales and minimize inventory liability. Conduct customer review presentations. Provided action

plans to improve in-stock and on-time service metrics. Acted as back-up support for Sam’s Club ordering and reporting.

Achieved in-stock goal of 98%;

Raised on-time service delivery 22% with modified seasonal strategies balanced ordering days and better

reporting;

Collaborate with corporate planning team on monthly S&OP forecast lock;

Provided inventory analysis and recommendations on pre/post promotional events, new item entry strategies,

exit strategies, hard and soft item transitions;

Protected against $1M+ inventory liability via new warehouse relocation initiative, resulting in zero return

requests.

PREVIOUS CAREER HIGHLIGHTS

Instructional Designer / Project Manager, Wal-Mart Stores. Developed replenishment strategies, tested software

enhancement, developed training plans, taught VMI ordering to suppliers, and replenishment ordering to new

associates.

Replenishment Manager, Wal-Mart Stores. Managed $300M sales budget. Advised on forecast adjustments;

replenished according to sales and seasonality trends.

Warehouse Receiving and Quality Assurance, Wal-Mart Stores. Knowledgeable of all areas of the distribution center

including receiving, order filling, shipping, traffic and front office.

PROFILE

M.A. in Human Resource Development, Webster University; Fayetteville, AR; GPA 3.95.

B.S. Computer Information Systems, Southern New Hampshire University; Manchester, NH; Minor: International

Business; Magna Cum Laude.

Awards: Wal-Mart: Supplier of the Quarter (4 times); Supplier of the Year ‘06 Reckitt Benckiser: Fast Forward

Award TR3 Solutions : Most Valuable Partner ‘08 S un Products: Sun Spot Award

Associations: Wal-Mart International Supplier Collaboration Board, ISCB Knowledge Sharing Subcommittee,

APICS, National Association of Professional Women Retail Link User Gr oup

Technical Skills: JD Edwards, SAP, Microsoft Word, Microsoft Excel

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