SANJAY DUTTA

616-***-**** ad298x@r.postjobfree.com

SENIOR SUPPLY CHAIN, OPERATIONS & BUSINESS DEVELOPMENT EXECUTIVE EXECUTIVE PROFILE

Senior Executive with an exemplary record of leading operations & supply chain functions, including, manufacturing global sourcing and purchasing for multiple global business units of Fortune 100 companies & privately held businesses, including service in the military. A talented visionary and strategic leader with an innovative history of implementing change across the global enterprise, including spearheading multi-million-dollar cost reductions, business integration and strategic planning initiatives, including social engineering contribution activities. An excellent reputation for implementing approaches to affect the transition to a world class supply chain, manufacturing operations & sales organization. Strong technical & financial acumen, coupled with ability to identify areas of deficiency & implement solutions to drive up Operations Excellence & Competitive Advantage and Scale Up. Proven ability to orchestrate cultural and organizational change promoting brand value by producing consistent earnings growth in business units of increasing complexity. Academic credentials include an MBA, along with a candidacy towards both a Masters of Environment Management in Sustainability (Harvard University). Certified Six Sigma Black Belt in Lean Manufacturing. Wharton Business School Executive programs for Scaling Unicorn Businesses, Finance, Value Stream Mapping, Strategy, Business Analytics.

EXECUTIVE HIGHLIGHTS & MILESTONES

Extensive industry experience in Automotive, Plastics, Paper, Foam, Food disposables, Paint, Consumer Products, Chemical Business, Material Compounding, Wood, Waste Mgt, Furniture, Agriculture, Medical devices, Renewable energy sectors (wind, solar, & biomass), RFID, Heavy Transportation, Electronics, Screen printing, communications, Consulting & service platforms.

Manufacturing Technologies managed in Process Chemicals, Paint, Injection Molding, Thermoforming, Blow Molding, Screen, Printing, Vinyl, Repetitive & Custom Manufacturing, Paper, Mold design, Electronic, Consumer products, Wood and Material compounding.

Strategic Planning & Transformational Change in management of multi faceted companies. Achieved competitive advantage by turning around under-performing organization via Business Process Optimization, incorporating Operations excellence best practices, Sales & Operations Planning, thereby reducing material costs by over 30% and waste under 1%. Reduced Cost of goods sold by 12% and inventory by over 28% resulting in improved service levels of over 99%. Strategic change leader of culture, process, and business partnerships with a focus on innovation through continuous improvement positively impacting the bottom-line with a collaborative management approach providing mentoring and personal career development.

Business Development and Sales Leadership in developing new revenue streams in consulting, renewable energy products, recycled materials and web-based E-Commerce sales platforms; negotiating with key customers and vendors on bids and developing collaborative logistics models.

Optimizing supply chain, logistics, purchasing, manufacturing; quality systems, ERP platforms using lean six sigma methodologies reducing costs by 18%.

Mergers & Acquisitions Executive leadership leading supply chain, operations, IT processes & systems activities for a $2.4B acquisition; conducted due diligence, led negotiations, integrated operations, managed strategic relationships through complex technology transition. CORE LEADERSHIP COMPETENCIES

Business Process Optimization (BPO) Sales & Operations Planning (S&OP) Balanced Scorecard Mergers & Acquisitions Operations Excellence Green Supply Chain Procurement Lean Manufacturing Six Sigma Global Trade Compliance Demand Management Logistics Refining, restructuring Supply Chain & Operations Infrastructures Developing & Executing Global Strategy & Contracts SRM CRM ERP & IT Systems Implementations (SAP, Manugistics, QAD, Oracle, MAPICS, ASI, BPICS, Bar Coding, AS 400, Futurion, E-commerce, VMI, EDI, Siebel, EDW, MRP, TMS, WMS, PLM) Global Sourcing Executive Board Level Presentations P&L Responsibility for Multi-Million Dollar Budgets & Human Resources Plant Financial Controlling Quality Management Systems Project Management Blueprint Design & Interpretation Key Note speaker in Global Supply Chain, Environment & Operations Specialties Risk Management PROFESSIONAL EXPERIENCE

AGNI INTERNATIONAL

PRESIDENT, CLARKSTON, MI 2010 – Present

Family of companies specializing in Supply Chain Management, Manufacturing, Contract Manufacturing, Distribution, E-Commerce, Plastics Recycling, Business Development, CAPEX projects, procurement, transportation, warehousing, third party manufacturing, IT placements, quality control, outsourcing, ERP/S&OP implementations, engineering services, outsourcing, etc focusing on consumer product, chemical, manufacturing, defense, automotive, & renewable industries. Wind, Waste to Energy; Wastewater Treatment, Desalination, Agriculture Fertilizer replacement. Led relocation of chemical manufacturing from Germany to China, India, Mexico, Eastern Europe, Australia, Middle East, Australia, etc. encompassing Global SCM, OPS, etc. Awarded American Chemistry Council Outstanding Innovations in Plastics Recycling, US Plastics & Southern California Company of the year for Recycling highlighted company 2 years in a row, Popular Science Magazine Green company of the year, Holder of 55 plus Global Patents, Globally recognized Vertical Integration Plastics Manufacturing company.

CASCADE ENGINEERING

VICE PRESIDENT OF GLOBAL OPERATIONS AND SUPPLY CHAIN, Grand Rapids, MI 2007 - 2010 Strategically lead and direct Cascade Engineering family of companies global operations and supply activities with P&L responsibility with over $300M plus sales(16 manufacturing locations) managing over 24 business divisions with footprint in automotive, aftermarket automotive, industrial, environmental, medical device industries, waste management, materials handling, RFID, renewable energy products (wind, solar, water, etc.), agriculture, furniture, electrical, electronics, consumer products, chemical compounding, heavy truck, consulting, tooling, etc). Lead, manage and participate in financial, operational & fiduciary matrixes relationships for CE partnerships, joint ventures, investments, venture capital initiatives (approx $850M plus, not fully allocated to CE) through global supply chain, lean manufacturing, procurement, project management & operations support in North America, Europe, China, India, Japan, Middle East, Southeast Asia, Mexico, South Africa, Brazil & Israel. Executive Leadership

Responsible for CEFOC (Cascade Engineering family of companies) global supply chain, plant manufacturing operations, operations excellence initiatives, standardization, plant controlling, lean, plant engineering, quality, project management, plant HR, facilities, maintenance, procurement, transportation, warehousing, MRO, plant supply chain management, safety, etc.

Managed 674 (190 CE owned) injection molding (co-injection, two shot, gas assist, vinyl-in mold, etc), 3D suction blow molding (co-extrusion), thermoforming presses ranging from 40 to 9500 tons

Championed and lead Business Process Optimization (BPO) activities within CEFOC by establishing Operations Excellence standards by implementing S&OP Balanced Scorecard thereby achieving a SGA in between 4% and 8%; improved EBITDA from 3% trending towards 11% YTD and manufacturing margin by 16% focusing on materials, technology and processes

Achieved $18M in cost avoidance and hard EBITDA savings of $11.8M by championing BPO processes.

Reduced Container division warranty claims by $ 1.8M versus budgeted $2M; reduced warranty allocation from $1 to less than 20c per unit

Centralized supply chain & operations which included projects to automated quote system; centralized ERP system, SRM; defined logistics management strategy using ILOG analytics & reduced logistics expenses across CE by 8%. Reduced warehouse footprint by 20% & lowered waste to landfill costs from $600K to less than $4K per year for Grand Rapids campus

Championed & led CE global procurement activities, which resulted in reduced materials costs of 18%; Noble compounding polymers costs of 22% & Container business material costs by 18%

Founded two new business units, seizing on opportunity and market demand in materials redistribution, business process consulting in sustainability, lean manufacturing and supply chains

Championed efforts for CE to receive MIOSHA MVPP (Michigan Voluntary Protection Program) rising star award with an exemplary safety record TRIR below 2. 850 days with no major recordables

Sanjay Dutta 616-***-**** ad298x@r.postjobfree.com Page 2

Led CE efforts in earning recognition as number one supplier for Ford in 2008 for supplier compliance and quality; Society of Manufacturing Engineers Donald C. Burnham Manufacturing Management Award for CE’s exceptional leadership; DEQ Director Neighborhood Environmental Partners Program Gold award; Davenport University's Peter C. Cook Excellence in Business award; 2007 Diversity visionary award, 2005 Environmental stewardship Global Plastics Environmental Conference; 2007 Office of the Chairman award for Maintenance and facilities group

Member Office of the Chairman, Office of the President, accountable to the CEFOC Board for long term operations excellence strategy impacting global sales, manufacturing, supply chain, purchasing, sales, R&D, etc. including representation in key trade shows, legal, financial and dignitary meetings, Chairman of the Board for CE’s fully owned subsidiary Noble Polymers; Board Member for CE’s Container Division; Board Member for CE’s Renewable Energy Division with products in wind, solar, water, energy saving devices, bio mass, etc.

Certified 1st in Michigan & 8th in USA by US Green Buildings Council with LEED Platinum EB (Leadership in Energy & Environment Design) certification Financial Management & Planning: Skilled practitioner in annual budgeting, cost benefit methodologies, commodity hedging and long term strategic planning. Manufacturing Operations: Centralized manufacturing operations resulting in reduced downtime in container business from 49% to under 2%; increased alternate recycled material usage from 3% to over 14% for resins and improved manufacturing margin for container division by 22% while managing record production. Plant Engineering: Standardized procedures to design efficient and ergonomic work cells, purchase & maintenance of molds, injection molding presses, tooling, robots and secondary equipment. Plant Supply Chain: Centralized & recalibrated ERP systems in forecasting, lean, MPS, RCCP, DRP, EDW, EDI, supplier visualization, transportation, warehousing & finite scheduling systems in discrete & repetitive manufacturing environments resulting in 30% improvement in system utilization in 2008. Lean: Successfully completed record number of lean Heijunka Board CHIB activities to spark off Kaizen, Blitz’s, Do-it-Now, problem solving teams, Six Sigma projects capturing $1.8M in cost avoidances & savings by establishing Lean Operations Excellence group incorporating manufacturing engineering, lean, safety, material flow, ergonomics and safety under one umbrella; Established a Six Sigma supplier qualification program; Balanced scorecard using QCDSM (Quality, Cost of Quality, Delivery, Safety and Morale) metrics and COGNOS and QAD ERP system. Quality Management Systems: Centralized into QAD ERP system and supported CEFOC Quality Management System (QMS) certifications in A2LA Lab/IEC 17025-2005 (chemical & mechanical scope), ISO/TS16949:2002, ISO14001:2004, ISO 9001:2001, ISO13485:2003 (medical devices) with no compliance issues for over two years & reducing CAIPS & CARS by 35%. Launched new product launch process (APLS) providing key input to sales by operations, R&D, supply chain, engineering to ensure buy-in, smoother launches & accuracy of quoted costs. Purchasing: Established global sourcing policy using “Total cost of ownership principles”, Six Sigma methodologies in setting up supplier evaluation, vendor recognition programs, vendor partnership for new material trials, hedging strategies for energy, commodities including resin (CMAI), metals (LME) including zinc, nickel, aluminum; purchase of machinery, information technology, energy, telecommunications and professional services based on long-term business plans and market conditions. Negotiated industry leading resin contracts for CE with price, risk and quality guarantees, reducing resin material costs by over 11%. Reduced utility bills (heat, water, electricity) for Michigan campuses by over 8%. Transportation & Warehousing: Centralized Transport Management Systems (TMS) & Warehouse Management Systems (WMS) thereby reducing logistics costs by over 8%; reduced warehouse space by 20% via Freight FAK negotiations using back hauls, co- bundling & route management globally without incurring or accepting fuel cost surcharges in a very turbulent 2007 & 2008. Project Management: BPO activities resulted in over $18M in cost avoidances & savings; Hard savings impacting EBITDA $11.8 M by setting up S&OP process; recalibrating ERP system linking finance, demand planning, purchasing, production & order fulfillment, risk management under one umbrella. Negotiated contracts with customers at Waste Management, Ford, GM, Chrysler, Wal- Mart, Target, Republic, Herman Miller, Steel Case, JCI, Ingersoll Rand etc. Developed carbon footprint tracking software & prepared CE to trade carbon credits at the Chicago Mercantile exchange. Facilities & Maintenance: Reduced unplanned downtime and labor resources utilization under industry standards to 1.8% in 2009 from a high of 49% in 2007 for container business by incorporating “preventative maintenance” scheduling within MPS process while managing customer demands. Plant Human Resources: Member of global compensation & leadership development committee practicing CE’s Triple Bottom Line philosophy (planet, people & profit) by helping direct employees in the “welfare to career” program at CE & participating member companies; Liaison with governmental social services organizations; promote diversity of ideas and personnel; Supported CE’s social initiatives in the community with record fundraising in 2007 and 2008 for United way. AMERIWOOD INDUSTRIES (A DOREL COMPANY)

SENIOR VICE PRESIDENT OF SUPPLY CHAIN AND OPERATIONS, COO, Saint Louis, MO 2005 - 2007 Led Ameriwood Supply Chain & Operations group with P&L responsibility for two business divisions with over $400M in sales (6 domestic plants, 10 domestic warehouses, 18 off shored plants; joint venture/contract manufacturing in Asia & South America). Divisions serviced 600+ customers such as Wal-Mart, Home Depot, Lowes, Office Depot, Office Max, Staples, California Closet, Target, United Stationers, Best Buy, Circuit City, Pets Mart, Samsung, K-Mart, Meijer’s, Sam's Club, Costco etc. involving over 1450 active products. Managed 3800 Ameriwood, 2500 indirect personnel at Joint Ventures & contract manufacturing sites. Led operations, supply chain, safety, customer service, consumer services, logistics, engineering, controlling, purchasing, product testing, R&D, HR, controlling & project management groups. Championed strategy on acquisitions, joint ventures & divestitures. Managed Dorel shared services for bicycle, Juvenile group, home furnishings and recreational groups.

Executive Leadership

Produced cost saving of over $45M by championing an enterprise-wide BPO by establishing standardized KPIs Balanced scorecard for S&OP processes using Operational Excellence Deployment Road map achieving a SGA in between 6% & 8%; reduced labor costs by over 48%; reduce salaried payroll by 35%; Implemented MRO centralization reducing costs by 35%, Reduced inventory by 19% in less than 6 months; Improved forecast accuracy by over 70%; Improved manufacturing schedule adherence 48%; Improved customer service by over 24%.

Improved EBITDA from 6% trending towards 16.8% YTD.

Reduced manufacturing cost of top 50 products by 27%; improved productivity by over 28%; Quality improved by 10% with record reduction of warranty claims.

Reduced scrap from a 16% trend to fewer than 2% YTD goal. Currently trending at 1.27% YTD; Reduced WIP by over 50% & annual physical inventory time by 50% via a 5S Red Tag Strategy.

Directed procurement group to identify top 5 products for off shoring or find cheaper suppliers without compromising quality; set a 15% goal for reducing raw material costs. YTD reduced 8%

Reduced import lead time to between 2 to 3 weeks versus 2 months thereby reducing inventory within supply chain internally and at customer locations thereby adapting to sales trends.

Implemented an automated real time system driven paperless planning and order fulfillment environment via the BPO process resulting in saving $125K since its inception.

Led efforts to acquire door machine and set up manufacturing cells to speed up production from 700 to 900 per day to 1500 per hour.

Recognized by Wal-Mart, K-Mart, California Closet, Target, etc for service and quality.

Championed “Centralized warehousing” for “One face, One invoice” process to customers under a centralized Dorel umbrella.

Managed the smooth closure, transition of plants and warehouses as part of the consolidation strategy to set up Dorel China division to create a true 24/7 environment; led efforts in off shoring manufacturing by conducting Buy-make-sell analysis; Make versus Buy analysis, Pay as Built versus Pay as received analysis, MTO process analysis of finished products and raw materials to China, Vietnam, Malaysia, Taiwan, South America and India, resulting in changing product sourcing ratios from a 98/2 blend to a current trend of 76/24 (domestic/import).

Off shored labor to India with very minimal disruptions in the following job functions namely Engineering CAD/CAM, Consumer services call center, Production control, Purchasing, Web enabled training, IT programming, EDI, E-Commerce web site analysis, Finance analysts, Transportation analyst, Data mining, set up of EDW, Help Desk, SOX documentation tracking, HR, controlling, etc

Evaluated and negotiated contracts with key customers such as Wal-Mart, Target, Office Max, etc. on logistical and manufacturing issues.

Executive team member in gauging company’s financial relationship & risk management with lenders, customers, marketplace, external auditors, insurance brokers and legal counsel.

Represented Ameriwood division via video conference, phone and in-person interviews with financial analysts, reporters, governmental agencies, employee town hall meetings, etc.

Set up a centralized Ameriwood Service group for training, New Product Introduction & Design (NPID), spare parts, warranty, e-commerce, doors, hardware, etc. Sanjay Dutta 616-***-**** ad298x@r.postjobfree.com Page 3

Set up of IT steering committee; Help Desk; Introduced SKYPE reducing communication costs by over 30 % Plant Human Resources: Championed HR Team mate excellence process; employee acquisition & retention policy; cross functional team concept, training; encourage personnel to visit and adapt best practices of key customers, salary surveys and hiring of interns. Managed union & non union plants worldwide. Involved in labor contract & plant closure negotiations. Facilities & Maintenance: Created a Master Machinery Asset report for capacity and capability analysis; set up Master Technician and maintenance technician certification training thereby reducing contractor costs and loss of productivity due to downtime; Reduced MRO cost by 35% by centralizing MRO function across company. AMERIWOOD INDUSTRIES (A DOREL COMPANY)

Engineering: Launched a new centralized New Product Introduction & Design Development (NPID) process to reduce production lead time from 18 weeks to fewer than 2 weeks encompassing product/manufacturing/value engineering; packaging, design, testing and application/compliance functions to industry standards for consumer safety and product integrity. Controlling: Championed development of cross functional global budget processes by aligning sooner with business strategies in September versus December; leading to improved capacity planning, raw material procurement, machine allocation, resource planning, etc. Presentations to Dorel Board. Co-led and direct the financial affairs of the organization, preparing financial analyses of operations, developing/tracking budget, identifying government grants and tax breaks. Co-led with finance group head in selection, negotiation of 401 K plans, health insurance and benefit compliance issues (HIPAA, ERISA, COBRA) with external benefits consultants and compliance manager with; initiatives to secure liability insurance coverage for General Products, Worker’s Compensation, Auto, Foreign Exporter, Certified Terrorism and Non-Certified Terrorism, Umbrella, Director’s & Officers, Fiduciary and Crime; Sarbanes Oxley Act (SOX) implementation; credit approval process for customers; tracking and implementation of debt collection processes. Manufacturing Operations: Reduced manufacturing cost of top 50 products by an average of 27%; Reduced WIP by over 50%. Reduced labor expenses 48% by optimizing the labor pool, reducing the direct labor force by 950 and in-directs by 140 in RTA division; Championed time clock automation to accurately track payroll, productivity, and manufacturing costs. Implemented cut planner software and engineering design flow in saw sizing while cutting board, thereby reducing scrap, improving production flow and synchronization with finite scheduling. Enforcement, training and reinvigorated attention to safety led to 490 accident-free days YTD domestically. Incentivize plant managers, plant controllers and HR managers to track productivity by units per day versus dollars per day enabling a true understanding of the impact of scrap, overtime, etc using “total cost of ownership” principles on the budget and profits. Supply Chain & Consumer Services & Customer Service: Lowered inventory by 19% in less than six months; improved forecast accuracy by over 70%, manufacturing schedule adherence by 48%, and customer service by over 24%; productivity by 28%. Championed SKU rationalization and standardization projects using “Good, Better, Best philosophy” involving cross functional teams conducting ABC analysis by volume/key customers. Promoted use of value-added product lines/items to improve margins, quality and cost reduction, eliminating more than 9000 raw materials to fewer than 2200 to manage 1450 plus finished goods products. Led set up of Rough-Cut Capacity Planning (RCCP) tool in MRP. Set up an aged inventory tracking process in 30/60/90/120-day intervals versus an existing practice of waiting one year to activate resolution. Initiated a process for CSR’s to take electronic debits from smaller customers enabling faster cash flow, etc. Lean: Established Kaizen Blitz methodology to carry out over 40 blitzes in 18 months; reduced annual physical inventory audit by 50% via a 5S Red Tag Strategy; Implemented a paperless environment via the BPO process resulting in saving $125K since it’s inception. Led efforts to achieve 100% accuracy of Master Finished Goods list post SKU rationalization, standardization of BOMs; work cell redesign; automated manufacturing data collection control process in real time, which resulted in eliminating inaccuracies, non value added labor activities, etc. Quality Management Systems: Quality improved by 10% with record reduction of warranty claims; Co-led team in product recall efforts of sister division. Purchasing: Reduced procurement costs by 8% versus a goal of 15% YTD; import lead time between 2 to 3 weeks versus 2 months; identified top 5 products for off shoring or domestic assignment without compromising quality. Set up Vendor scorecards; Vendor of the Year award process; Vendor consignment process; Vendor partnership program for trials and productivity. Transportation & Warehousing: Introduced a new Transportation Management &, Warehouse Management System partnering with sister divisions, vendors and big box customers using RFID, lot tracking, logistics profiles, cycle counting methodologies, Optiledge palette concept, ocean freight barge analysis; redesign created 30% more space; vacating 4 overflow warehouses approximating 1 million square feet. Managed ocean container freight traffic as 7th largest vendor to Wal-Mart by tonnage. Project Management: Set up new door manufacturing cell to speed up production from 700 to 900 per day to 1500 per hour. Evaluated new ERP software systems such as Demand Flow, Verascient, Manugistics, Oracle, SAP, and JD Edwards; ERP/MRP recalibration & upgrade of AS400, MAPICS (MPS) & FUTURION (forecasting). Responsible for asset disposal, acquisition and allocation in manufacturing plants based on product and manufacturing growth strategies. Created productivity tracking database using machine and labor efficiency standards, forecast accuracy, schedule adherence and distribution efficiency metrics by segregating manufacturing process into smaller subsets such as lamination, fabrication, packaging to highlight deficiencies in set ups, down time issues, machine standardization, cycle time, etc. and implement lean manufacturing methods, machine flow analysis using Six Sigma, KANBAN, SMED, POKE YOKE, etc. methodologies. Set up an Order Fulfillment policy, Order acceptance policy and Order entry policy firming lead times to ensure smoother manufacturing operations and increased customer service. Set up safety stock based on DOH analysis of A/B/C products by volume and key customers, Min-Max, Make to Order (MTO), etc. SOLO CUP COMPANY

VICE PRESIDENT OF GLOBAL SUPPLY CHAIN, IT SYSTEMS AND PROCESSES, CHICAGO, IL 2003 – 2005 A leading $2.4 billion, 13,000 employee global producer of disposable products serving the food service industry for over 70 years. Supply Chain P&L responsibility encompassing 19 U.S.

& 12 global manufacturing locations; 20 company owned & 35 contracted warehouses affecting 350,000 plus customers. Manage supply chain, IT systems, global engineering, graphics and quality services processes. Advanced to this position to guide plant, product & warehouse integration of 5 businesses via BPO, ERP analysis, selection & implementation of technology solutions for supply chain, purchasing and operations. Member for mergers, acquisitions, divestitures & IT system integrations team for Solo Cup supply chain and operations worldwide.

Managed the operations integration of 5 different & distinct divisions encompassing 31 manufacturing facilities resulting from the $1.8 billion acquisition of the SF Holdings (Sweetheart, Fonda, Lily, Hoffmaster & Sweetheart Canada) organization; Optimized operational efficiencies & generated $48 million savings in 18 months by closing 12 facilities; successfully transferring equipment internally, integrating engineering, graphics & quality process functions to create efficiencies while retaining the value and brand identity of Solo Cup & Sweetheart.

Aligned Operations Excellence goal by promoting “one company” culture by implementing a lean manufacturing KPI balance score card for budgeting, productivity, quality, safety, inventory management, schedule adherence and fill rates.

Implemented Lean Six Sigma methodology to improve quality & support continuous improvement generating $10 million cost savings in the disposable paper cups and plates segment.

Improved productivity by 10% and lowered Workers Compensation costs 5% by reducing incidences of employee accidents.

Reduced costs by over 5% or $18 million annually through continuous improvements, automation, increasing capacity utilization, freight cost reductions, improving cycle time projects

Improved Quality performance via a cross functional systematic approach by 8% annually.

Managed a challenging process of bringing 3rd Party Logistics Group function in-house.

Improved productivity by 86% (from 70%) in the Thermoforming business without additional capital investments.

Responsible for BPO (Business Process Optimization) in demand management, order fulfillment, lean manufacturing, projects, purchasing, S&OP, deployment, customer service, IT based processes and systems. Directed IT solutions for supply chain, encompassing sales, marketing and manufacturing.

Served as business lead for ERP selection, analysis and implementation. Directed strategic planning, budgeting, system implementations and process changes for supply chain.

Sanjay Dutta 616-***-**** ad298x@r.postjobfree.com Page 4 DIRECTOR OF SUPPLY CHAIN

Responsible for initiating budget that drove sales and manufacturing, capacity utilization, raw material purchasing strategy, special print issues; safety stock policy for common stock and private label products.

Managed inventory planning, forecasting and distribution activities worldwide.

Set up S&OP, balanced scorecard & training program globally by deploying demand forecasting unit (DFU) hierarchy processes across planning platforms using Data Mart.

Led end state supply chain integration, supporting $1.8B acquisition, working with Big 3 consulting firm

Met 99.8% of company EBITDA goal for 2004; Met 98.4% individual EBITDA goal for 2004

Instituted Customer Relationship Management (CRM) team concept for key customers such as Wal-Mart (Retail Link), Starbucks, Perseco (McDonald’s), Gordon Food Service, U.S. Food Service, Sysco. Food Lion, Safeway, etc focused on improving customer satisfaction & margins which resulted in recognition by Starbucks, GFS, Publix & Safeway, new business (Target

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