Jason W. Raper, CSCP, CPIM

Servant Leadership

Six Sigma Master Black Belt

Lean Six Sigma Master Black Belt

**** ******** **.

Virginia Beach, VA 23451

214-***-****

acock2@r.postjobfree.com

OPERATIONS, MANUFACTURING, AND LOGISTICS LEADER - SIX SIGMA MASTER BLACK

BELT - LEAN SIX SIGMA MASTER BLACK BELT - APICS CSCP - APICS CPIM - SERVANT

LEADERSHIP - CPFR - S&OP - E3 - ORACLE ERP - ISO 9001:2000

I am a customer crazy, dynamic operations and production servant leadership

professional with over 16 years of experience in manufacturing and

distribution. Supervise and mentor large teams, manage distribution of in-

and outbound inventories, and maximize punctuality and accuracy while

leveraging available resources to increase revenues. I have maintained more

than 6 million square feet of warehousing and/or manufacturing space.

Leveraging available resources to increase revenues and reduce waste. I

have experience delivering revenue, profit, shareholder value, and

strategic vision. In addition, I can optimize assets, lower total cost of

ownership, and deliver the right products to the right customers at the

right time.

Key Strengths: Contract Negotiations ? Expense Control ? Facility

Management ? Financial Management ? CPFR ? Forecasting ? Inventory

Control ? Operations Management ? P&L Responsibility ? Process Improvement

? Purchasing

Strategic Planning

Key Certifications: Certified Six Sigma Master Black Belt, APICS

Certification (CPIM and CSCP), AIB Inspection, PIT Certification for 7

equipment classes, OSHA Compliance, FDA Compliance, Certified Microsoft

Office Trainer, Certified Lean Six Sigma Master Black Belt, Certified 5S

Trainer, SQL Server, Visual Basic and COBOL programmer

Employment/Experience:

Parallel (2012-present)

Position: Vice President - Supply Chain Operations

Responsibilities:

. Transformational leadership role responsible for 3 company's entire

supply chains across North America.

(USA Living, Fletcher's Jewelry, Moosejaw)

. Leader for over 3000 employees across 19 distribution centers in North

America.

. Responsible for procurement, marketing channels, e-commerce and omni-

channel platforms, distribution, warehousing, transportation, customer

service, and environmental health and safety (EHS),

. Consultant for process improvement for C-level executives in all areas

of company

. Spearheaded Hoshin Kanri deployment and lean strategies for the entire

supply chain network.

. Organize and analyze data to understand buying needs and procurement

processes.

. Develop, manage and execute RFPs.

. Meet with potential participants, both incumbents and non-incumbents.

. Answer RFP related questions from vendors analyze RFP results and help

choose final vendor(s).

. Negotiate best pricing and service through the application of sourcing

methodology.

. Build a best-in-class supply base.

. Cultivate and manage relationships with best-in-class suppliers.

. Establish and implement a supplier management structure and process

. Create a database of supplier pricing and pricing agreements,

including key performance metrics for service quality, inventory

management, volume and cost performance indicators.

. Supervise sourcing and procurement for indirect supplies across

multiple channels, providing direction and best practices for buyers.

Accomplishments:

. Completely re-engineered supply chain network strategy for USA Living

and Fletchers Jewelry resulting in reduced total supply chain cost of

40%.

. Achieved leading class DPMO (Defects per Million Opportunities) metric

for entire network by utilizing TQM and ASQ standards to reduce error

rate on deliveries and OTAC metric (On Time Accurate and Complete).

. Exceeded budget projections for all three companies by 65% each of

last two years.

. Implemented vendor compliance program to spearhead 50% reduction in

working capital and lead time reduction.

. Progressive improvement of all KPI metrics through intensive Kaizen

Events.

. Optimized and reduced safety stock levels via advanced demand planning

and forecasting strategies.

. Implemented EHS role for the companies to reduce OSHA recordable

injuries to zero for all three companies for FY 2013.

. Implemented Influencer Model to improve Employee Satisfaction Survey

scores by 30% -- (99% "I like working for this company")

. Implemented supply chain customer service department to utilize the

Voice of the Customer as a critical control point for KPI tracking.

Office Depot (2008-2012)

Position: Regional Director - Supply Chain Operations

Responsibilities:

. Responsible for 3 cross docks (Retail Division), 4 mechanized

distribution centers (BSD Division), 2 direct import consolidation

centers, 14 hubs, and 45 satellite locations.

. Leader for 3850 associates and 155 salaried professionals.

. Leader for transportation fleet of over 1000 vehicles.

. Responsible for inbound and outbound flows of $3.9 billion of ODP

merchandise.

. Responsible for ~4.5 Million sq. ft. of warehouse space servicing 882

Office Depot stores; multiple BSD customers in 14 state region.

. Consultant for process improvement.

. Director - Hoshin Kanri deployment and lean strategies for the entire

supply chain network.

Accomplishments:

. Best expense to sales % and productivity index in entire network

achieved - Implemented engineered labor standards, lean one piece flow

methodologies, process reengineering, throughput analysis, ands force

field analysis across each operational function.

. Achieved lowest overall cycle time for BSD Division in entire network.

. Process reengineered split case module through lean flow slotting

(golden zone theory), to produce a 20% reduction in overall labor

cost/dwell time/replenishment.

. Progressive improvement of all KPI metrics through intensive Kaizen

Events.

. Achieved leading classes inbound on time received metric in the entire

network by process reengineering inbound merchandise flow with Force

Field Analysis.

. Achieved leading class DPMO (Defects per Million Opportunities) metric

in the entire network by utilizing TQM and ASQ standards.

. Utilized Failure Mode and Effects Analysis (FMEA) to identify key

drivers to deliver a 25% reduction in induction takt time.

. Successfully implemented $60 million reduction in working capital over

6 month via inventory analysis.

. Optimized EOQ modeling.

. Implemented push to pull activation for 15,000 replenishment skus via

ABC analysis and cubic velocity techniques.

. Attained in stock service levels of over 99.6%

. Implemented "On Time Accurate and Complete" metric and rollout for the

entire company.

TNT (1997-2008)

Position: Vice President of Operations and Manufacturing (2004-2008)

(PROMOTION)

Responsibilities:

. Leader for 6 distribution centers and 3 manufacturing plants with

seasonal fluctuations of 1650-3000 employees.

. Leader for transportation fleet of over 900 vehicles.

. Responsible for mentoring/coaching all General Managers.

. Day to day processes includes managing inbound and outbound movements

of inventory and information as it pertained to each classification of

customer within $380 million budget.

. Responsible for 12 different accounts in more than 6 million sq. ft.

. Mentor to all mid/senior level management trying to obtain advancement

within the company (Peer Advisor Program).

. Coordinate safety/security measures to improve/mitigate risk

management opportunities.

Accomplishments:

. Improved EBITDA within the market from 5% loss in 2004 to 32% in 2006.

. Maintained 42% EBITDA in market for FY07. (highest in company)

. Exceeded EBITDA budget projections by 42% each year.

. Achieved 99.92% shipping accuracy 2004-2008

. Maintained and held Presidential Club standards with all 12 accounts

by FY'06.

. Process reengineered NutriSystem account to produce QA efficiency on

shipping accuracy from 89% to 99.9% by FY07.

. Process reengineered NutriSystem account to produce production from

1.8 kits/man hr. to 3.2 kits/man hr.

. Signed $20 million in new ventures for FY07-FY10.

. Process reengineered Starbucks distribution to produce PPH rate of 145

up from 85 in FY'06.

. Achieved "Superior" AIB rating in Starbucks, NutriSystem, and Kehe

Foods accounts FY'06, FY'07, and FY'08.

Clients I serviced all distribution channels for:

. Starbucks

. Sherwin Williams

. NutriSystem

. Apple

. Samsung

. Kehe Foods

. Hankook Tire

. Owens Corning

. Coca-Cola

. The Home Depot

. Scott's Lawn

. Nike

. Ford

. General Motors

. Chrysler

. Kimberly Clark

. CB Fleet Pharmaceuticals

Clients I serviced manufacturing channels for:

. Sherwin Williams

. Samsung

. Cardinal Health

. CB Fleet Pharmaceuticals

Position: General Manager (2002-2004) (PROMOTION)

Responsibilities:

. Leader for 2 locations of 650 employees/contractors with 10 direct

reports (Home Delivery and Warehousing)

. Day to day processes includes managing inbound and outbound movements

of inventory and information as it pertained to each classification of

customer within a $125 million revenue co-located warehouse/ HD

terminal.

. Mentor to all mid-level management trying to obtain advancement within

our company.

. Responsible for 1,000,000 sq. ft. of warehouse space.

Accomplishments:

. Successfully certified 30 Operations Managers to TNT standards; those

standards included DOT regulations, budget attainment, inventory

management and control, WMS (SAP), principles of accounting and

finance, Six Sigma DMAIC, and customer relations.

. Reduced shrinkage from 6.8 % in 2002 to .9% by 2003.

. Exceeded EBITDA budget projections by 12% each year.

. Achieved 90% employee retention rate during tenure.

. Top revenue contract in North America for 2003 and 2004.

. Achieved 99.94% shipping accuracy 2003-2005.

. Top gross margin-EBITDA 2003 and 2004. (Second in 2002).

. Implemented process reengineering to establish KPI goal attainment

for all accounts within first three months of tenure.

Position: Senior Account Manager- Supply Chain Consultant (1999-2002)

(PROMOTION)

Responsibilities:

. Outside sales territory that includes Texas, Oklahoma, Arkansas,

Georgia, Florida, Louisiana, Alabama, Mississippi, and Tennessee.

. Responsible for utilizing all facets of our supply chain network to

deliver sales for each division of our company.

. Training and mentoring new sales representatives throughout the

company.

. Establishing and coordinating engineering on new accounts.

Accomplishments:

. Helped to sign two of TNT's top 5 national accounts.

. Hunter mentality helped to exceed annual budget quotas of $2,500,000

(new business) each year.

. Accounted for $ 30 million in new revenue for 2001 by implementing a

new cross dock account for the "Big 3-Auto" in Mt. Juliet, TN.

. Responsible for implementing new LTL, TL, Ocean, HD, and 3PL

warehousing accounts.

. Top sales rep in North America for 2000 and 2001.

. Introduced the Operation-Sales Presentation Policy; this policy

correlated both the operations and sales departments, to improve the

overall closing time and percentage of the sales cycle.

. Actively trained all account managers in operational excellence, as

well as, the processes involved with completing the operational cycle;

including Six Sigma DMAIC.

Position: Regional Transportation Manager (1998-1999)

Responsibilities:

. 5 Direct reports--each direct report had responsibility for: (25

contract-drivers and 5 employed-drivers).

. Served as the back-up coordinator for the Nissan Project Manager.

. Responsible for tariff negotiations with all cartage accounts in

freight forwarding division.

. Served as the DFW truckload coordinator for all oversized freight

movements.

Accomplishments:

. Cut employee-based overtime premiums from 24.5% to 5.7 % within 2

months.

. Established new routes that cut mileage per stop from 5.8 to 1.9 miles

per stop.

. Completed college degree while maintaining 45-50 hr. working week.

. Re-engineered routes and staff to shave approximately $15,000 per

month off bottom line FY'99.

Education:

. M.B.A. Management, University of North Texas.(in process)

. B.B.A. Logistics, University of North Texas (ranked 6th nationally) -

Minors: Management, Marketing, and Industrial Engineering.

Executive Education/Training:

. Penn State University - Supply Chain Executive Leadership

Certification

. APICS - CSCP Certification.

. APICS - CPIM Certification

. Six Sigma Master Black Belt

. Lean Six Sigma Master Black Belt

Skills:

Visual Basic-Expert, MS Office-Expert, Certified Six Sigma Master Black

Belt and Lean Six Sigma Master Black Belt, APICS Certification, OSHA

compliance, DOT regulations, FAA Compliance, Indirect Air Carrier

requirements, Hazmat requirements, P & L statements, MRP and ERP processes,

WMS (SAP, Synapse, Red Prairie, Manhattan Associates, High Jump),

Professional Selling

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