M I C HAEL SPONSLER

**** * * * * ick D r ive F ranklin, T N 37067 615-***-**** acog8i@r.postjobfree.com

SU M MARY OF Q UAL I F ICAT IONS

SUPPLY CHA IN MANAGEMENT: LOGIST ICS D ISTR IBUT ION

T RANSPORTAT ION

Dynamic, resourceful and results-centric team leader with proven track record of creating, implementing and

completing projects within scope and timeline in customer-focused, fast-paced, high demand environments. Expertise

i n communicating and presenting to all levels within an organization. Skilled a t relationship building with cross-

functional teams, 3PL vendors and customers. Driven by big picture while remaining focused on the critical paths to

t actical and strategic success. Highly motivated, self-directed leader who excels at developing talent and directing

teams that achieve stretch goals.

A REAS OF E XPERT ISE

Supply Chain Manager • Logistics Manager • Distribution Manager • Operations Manager • Customer Relations

M anager

Strategic Vision • Team Development • Effective Communicator • Relationship Building • Problem Solver • P&L

M anagement

Customer Service • Collaboration • KPI • Cost Containment • Mentor • Inventory Management • Continuous

I mprovement

P ROFESSIONAL E XPER I E NCE

Haemonetics Corporation – M t. Juliet, TN (April – June 2014)

Sr. D istribution Center Manager

Spearheaded on-site setup and led operational start-up of centralized DC for strategic consolidation of 3 existing

d istribution operations. Balanced the approved start-up budget while maintaining focus on the customer’s experience.

Responsible for the hiring of new staff and t raining of personnel on company policies, regulatory compliance and

operational expectations.

Selected H ighlights:

• Developed procedures for remote quality release of sterilized product

• Established inventory procedures for accurate storage and picking of lot number or serial number controlled

i tems

• Implemented assembly operation to produce finish goods for direct shipment

• Created carrier relationships by conducting on-site meetings to set expectations and open two-way

communications

Starbucks Coffee Company – Lebanon, TN (2009 – 2014)

Distribution Manager I I

Accountable for 3PL execution of 2 RDCs with an annual budget of $35M, fulfilling 56M picks annually to over 390K

customer locations (retail, licensed, CPG and Food Service). Developed weekly metrics scorecard that measured

performance, inventory control, and safety against target goals and best-in-class standards. Conducted monthly and

quarterly business reviews attended by senior leadership from both organizations.

Selected H ighlights:

• Executed strategic project to build 680K sq. ft. DC and t ransfer 41K pallets from existing operational sites

• Created process that improved order accuracy from 92.3% to 99.2%

• Directed 3 RDCs during seasonal spike when picks increased by 43% over a 3-week period, while ensuring

99.9% on-time delivery to retail stores

• Led $26M RFP to select 3PL provider to operated 2 RDCs, basing location off network analysis results

• Prepared RFP for WMS to support 11 RDCs globally in collaboration with IT project management

• Provided on-site support for RDC t ransition in UK market and conducted full operational audit of Singapore

RDC

• Managed e-commerce 3PL during planning sessions and execution of Cyber-Monday orders

ICAT Logistics – A tlanta, GA / Nashville, TN (2007 – 2008)

Di rector of Field Operations

Responsible for operational and financial aspects of 7 facilities with projected revenue of $21M . L aunched 4 start-up

operations and integrated 2 acquired operations into company culture. Trained new General Managers on company

policies, operating systems, financial tool-kit and KPI definitions/expectations. Supported sales team with national

accounts roll out, strategic planning, profit margin achievement and customer solutions.

Selected H ighlights:

• Managed $18M annual spend with air & ground t ransportation carriers

• Designed 8 KPIs to report weekly performance results of operations to senior management and franchise owners

• Evaluated new operating system and provided direction on functionality and screen design

M I C HAE L SPONSLER 615-***-**** acog8i@r.postjobfree.com (page 2)

C EVA Logistics (Formerly Eagle Global Logistics)

Worked directly with all levels within the customer’s organization to solve their tactical and strategic supply chain

challenges. Collaborated with the sales teams to increase/generate revenue by making solo cold calls, participating as a

“subject matter expert” on presentations and/or being part of the team that closed national accounts. Responsible for

t he financial outcomes of gross revenue and net income on the P&L statement. Conducted periodic business reviews

w ith customers, with an emphasis on discussing strategic solutions to their new challenges.

Positions and Selected H ighlights:

Logistics Manager – A tlanta, GA (2005 – 2007)

• Built logistics department during rapid 8-month growth period

• Created specific P&L Statement to show department profitability and proper allocation of costs

• Maintained $26.4M of inventory with accuracy of 99.3% for 14 customers

• Implemented weekly pool distribution to 281 Target stores with 99.99% order accuracy and 99.8% on-time

service

• Directed VMI operation for 43 suppliers with inventory value of $8.5M and inventory accuracy of 99.7%

• Executed start-up of new warehouse, to include the t ransfer of inventory and assets with no service

i nterruptions

Global Account Manager – A tlanta, GA (2004 – 2005)

• Managed inbound supply chain to reduce t ransit times and increase visibility for customers

• Conducted business reviews, with an emphasis on discussing strategic solutions to new challenges

• Directed global customer service team to t rack 650 – 700 domestic/international shipments per day

• Facilitated downsizing of Department of Defense account support staff from 18 to 5 employees, while

i ncreasing profit margin by 50% and improving overall on-t ime delivery

Station Manager – Omaha, NE (2002 – 2004)

• Led operations and sales teams to achieve consistent growth in revenue, profitability and productivity,

exceeding company net income goal by 9%

• P&L responsibility for facility with $8M in sales with revenue growth of 15% annually

• Accelerated revenue diversification of facility’s single account dependence from 91% to 69% of total sales

• Trained staff that was single-customer focused to provide 99.8% on-time service to multiple customers

• Initiated individual cold calls and joint calls with support staff to grow customer base

Office Manager – Chicago, I L (2000 – 2002)

• Reorganized administrative department to improve efficiency and accuracy while reducing headcount by 11%

• Coordinated with sales and operations teams to create customer-specific solutions

• Managed customer relations and in-house operations to ensure proper execution and communication for Crate

and Barrel home delivery account

• Reduced days outstanding on $6M of open accounts receivables from 92 to 59 days

Operations Manager – K ansas City, MO / Louisville, KY / Columbus, OH (1996 – 2000)

• Managed all operational aspects of 3 facilities that exceeded company goals for net revenue and net income by 6-

10%

• Project leader for 3 time-sensitive Hallmark Point of Sale displays and whole aisle change-outs

• Maintained reliable customer service when shipment counts spiked by 600% during UPS 1997 teamster strike

• Trained operations on non-asset based routing options to reduce costs by 9-11%

E D UCAT ION

Bachelor of Science in Business Administration, Major: Transportation and Logistics,

T he Ohio State University, Columbus, OH

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