Customer Service Manager

TIMOTHY J. RIEHL **** KINGSLEY DRIVE

ALLEN, TEXAS 75013

T JR@tim ri ehl. com 214. 495. 8516

SUMMARY Senior level operations management and supply chain professional with expertise in distribution, inventory planning,

private fleet, and manufacturing. Background includes multi-site leadership, budget development, P&L improvement,

teambuilding, turnaround, service level improvement, startup, and international. Corporate and field experience in

several industries in both large and small companies. Served on both the client and provider side of 3PL environments.

HOSPICE SOURCE – CORPORATE OFFICE Carrollton, Texas

2011 – 2012

Company departure: Private Equity Owners and new CEO replaced multiple positions

December 2011 – March 2012

Director – Operations

Provided operations leadership, P&L improvement, and innovative performance improvement solutions for 32 branches

providing 7,700+ patients in seven States with durable medical equipment such as electric beds, oxygen machines, masks,

cylinders, etc. Led branch operations, fleet, refurbishment, central warehouse, customer support, and dispatch operations.

• Developed and implemented series of new policies reinstating the company’s Accreditation following failed Inspection

(hired on the day of the Accreditation Inspection).

NEW BREED LOGISTICS – OPERATIONS MANAGEMENT Fort Worth, Texas

2011 – 2011

Company departure: Client company forecast volume never materialized and new management, facilities, and equipment displaced

February 2011 – August 2011

Assistant General Manager – Operations Support

Led a 60 person team providing work instruction documentation, quality assurance, process improvement, production

planning, and industrial engineering support for a 1600 person facility receiving, testing, and dispositioning 50,000 wireless

devices per day.

• Created tool to drive capacity planning, throughput and staffing calculation as well as production planning which improved

service level, reduced cycle time 15%, increased productivity 20%, reduced WIP 50%, and reduced DOH inventory 50%.

• Led facility layout design effort to consolidate outside operations into existing facility footprint.

• Redesigned departmental layout yielding 73% increase in capacity with net zero change in footprint while reducing

handlings thereby increasing productivity and decreasing cycle time.

OPTRICITY CORPORATION – CORPORATE MANAGEMENT Allen, Texas

2007 – 2010

Company departure: Position fulfilled and desire to reenter traditional operations management (remain shareholder)

September 2007 – November 2010

Vice President and Principal – Services and Implementation

Led start-up of company specializing in software development for supply chain optimization. Ensured that applications

contained market differentiating functionality, mathematically superior results tempered by an executable and common

sense solution, and user-friendly interface.

• Led project for food client saving $400,000 annually (16x ROI). Case study published nationally.

• Led project for apparel client realizing 20% replenishment and 30% selection labor savings. Case study published nationally.

• Led project for electronics client realizing 23% replenishment and 11% selection labor savings. Case study to be published.

• Led project for international food client realizing 13% replenishment, 1% order selection labor savings, and 51%

improvement in retail store product groupings.

• Company Awards include: Supply & Demand Chain Executive 100 (S&DCE, 5/10), Top 100 Technology Solutions (Food

Logistics, 12/09), Supply Chain Innovation Top 100 List (S&DCE, 7/08), Top 6 Cool Vendors in SCM & ERP (Gartner, 4/08).

• Patent Pending for unique Solution approach (will be only patented Slotting and Profiling Application).

SAFETY-KLEEN SYSTEMS – CORPORATE OFFICE Plano, Texas

2002 – 2007

Company departure: Desire to start new entrepreneurial business with colleagues

January 2007 – September 2007

Senior Director – Special Projects

Led teams to collaboratively define improvement opportunities, develop alternatives, and implement best course of action to

resolve complex issues across various facets of the enterprise. Manage projects through execution and conflict resolution.

• Coordinated development and refinement of multi-department comprehensive Standard Operating Procedures.

• Managed outsourced production issues and successfully mitigated financial impact.

• Dispositioned $8M of excess and obsolete inventory reducing overhead and storage expense.

• Provided consultative collaboration to newly created companywide supply chain organization.

• Implemented proactive inventory disposition policy improving financial performance.

• Created new product introduction program to provide coordinated and improved process.

January 2005 – December 2006

Senior Director - Processing and Distribution

Led nine logistics facilities, three processing facilities, and two manufacturing facilities comprised of 370+ people and private

fleet consisting of 45 over-the-road vehicles within a $1B hazardous waste processing and disposal company. Managed $78M

operating expense budget and $32M inventory.

• Member of CEO’s Chief Executive Council, a 25 leader council providing the CEO with expert input.

• Improved performance for 2005 by $3.1M (8%), and improved performance for 2006 by $992,000 (3%).

• Improved 2006 OPEX by $1.0M (2.9%) compared to 2005 for same facilities while supporting an 8% revenue increase.

• Managed three chemical processing facilities contributing $6.0M to FY-2006 EBITDA.

• Implemented manufacturing insourcing initiatives to salvage component parts saving $384,000 annually.

Statement of Credentials Page 1 of 3 pages

TIMOTHY J. RIEHL T JR@ t im ri ehl . com

Challenged executive decision to close chemical plant preventing $5.8M one-time and $1.4M annual loss.

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Justified reorganization of private fleet to insource routes reducing freight expense by $3.1M annually.

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Restructured plan between facilities to eliminate $140,000 in Permit required facility modifications.

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Dispositioned $13M of excess and obsolete inventory reducing overhead and storage expense.

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Managed analysis and execution of companywide manufacturing and reconditioning operations consolidation to enable

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improved product quality and consistency with no additional operating expense.

• Insourced refurbishment work with no staffing increase saving $141,000 annually and improving quality.

• Enforced measures to ensure conformity to ISO-14001 self-certification and Sarbanes-Oxley initiatives.

May 2002 – December 2004

Director – Distribution

Led 14 logistics facilities and one manufacturing facility comprised of 250+ people and a private fleet consisting of 50 over-

the-road vehicles within an $850M hazardous materials disposal and processing company. Developed and managed a $51M

operating expense budget and $32M inventory.

• Hired during Chapter-11 Proceedings as turnaround executive and change agent.

• Improved internal customer service levels and reduced operating expense during 12 month period of Chapter-11

Bankruptcy Reorganization, corporate office relocation, and complete systems conversion.

• Created, led, and managed Industrial Engineering team supporting company-wide operations.

• Coached managers, repositioned managers, and replaced managers to improve talent pool.

• Direct OPEX budget performance first post-bankruptcy year was $6.6M favorable (23.0%).

• Reduced distribution organization OPEX as percent of sales revenue by 20%.

• Reorganized work processes to support constant sales volumes with 17% field staff reduction.

• Dispositioned $20M of excess and obsolete inventory reducing overhead and storage expense.

• Improved inventory accuracy from 60% to 99%; cut physical inventory from 10 days to 5 hours.

• Analyzed Logistics network and closed three facilities reducing OPEX $750,000 annually.

• Relocated distribution center to improve customer service while improving EBITDA $550,000.

• Reorganized private fleet and partially outsourced transportation saving $900,000 annually.

• Introduced battery of metrics and trained subordinates to use metrics to manage improvements.

HONEYWELL INTERNATIONAL – FRICTION MATERIALS DIVISION Memphis, Tennessee

2001 – 2002

Company departure: Business unit closure

September 2001 – May 2002

Manager - Distribution and Logistics

Managed multiple Third Party Contractors providing warehousing, transportation scheduling, freight payment, and returns

processing services for a $700M automotive parts company. Led improvements in inventory planning and purchasing for a

$10M inventory of 10,000 SKU.

• Reduced Inventory $2.4M (22%) in three months while improving service level by 10%.

• Negotiated freight rates and FAKs with carriers reducing freight expense by $2.0M (15%).

• Identified freight billing errors resulting in reclaiming $250K in incorrect billings from carriers.

• Developed strategic logistics plan which, if implemented, would yield $4.5M OPEX reduction.

DELL COMPUTER CORPORATION – AMERICAS SERVICE DELIVERY Round Rock, Texas

1999 – 2001

Company departure: Reduction in force

January 2000 – February 2001

Senior Operations Manager - Operations Technology Strategy

Developed fulfillment technology strategy with technology ranging from a WMS to integrated dispensing and light directed

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picking technologies. Project yielded an approved IRR of 48% and an NPV of $15.2M.

• Interim Project Manager implementing an enterprise-wide financial inventory tracking system.

March 1999 – January 2000

Senior Operations Manager - Finished Goods Fulfillment

Led operation staffed by five subordinate managers, an engineer, and 190 production workers. Managed $28M inventory

shipping 48,000 parts per day filling 9500 orders. Annual shipments exceeded $425M value (CoGS). From 4/99 to 12/99:

• Improved domestic internal on-time shipping metric from 96.9% to 99.1%.

• Improved international internal on-time shipping metric from 71.0% to 85.0%.

• Improved cost per part shipped metric by 34% and cost per dispatch metric by 11%.

• Improved parts picked per hour metric by 31%.

• Improved inventory accuracy metric by 875% (measured by negative inventory balances).

• Scaled parts shipped volume increase of 62% with a 37% staff increase (no new technologies applied).

MCLANE COMPANY, INC. – CORPORATE OFFICE (then a Division of Wal-Mart) Temple, Texas

1993 – 1999

Company departure: Desire to manage distribution operation and establish operations management career path

February 1997 – March 1999

Corporate Director - Distribution and Engineering

Directed a 14 member team providing industrial engineering, systems, private fleet, and capital asset purchasing support for

a $15B company servicing 35,000 customers with 16 distribution centers totaling 5.4M square feet and 900 tractors logging

95M miles per year.

• Member of a three person Team founding new Brazilian third party provider division with first year operations distributing

product valued at US$1.6B for a Fortune Global 50 company.

Statement of Credentials Page 2 of 3 pages

TIMOTHY J. RIEHL T JR@ t im ri ehl . com

Led project analyzing market potential, including creating foreign partnership, to establish third party services in Argentina.

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Completed first external contract consulting project by analyzing a Fortune Global 50 client company’s Brazilian distribution

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operation and making recommendations for improvement.

• Completed the planning and initial construction / expansion / remodel work on ten distribution centers.

• Led implementation of on-board transportation technology to improve customer service and productivity.

• Oversaw project to reduce capital expenditure on transportation equipment by 7% while decreasing annual operating

expenses and increasing power and performance characteristics of equipment.

April 1994 – January 1997

Corporate Manager - Systems and Engineering

Directed a seven member team providing industrial engineering and distribution systems support for a $12B company with

16 distribution centers totaling 5.4M square feet.

• Designed prototype warehouse constructed with $2.0M capital savings and 10% improved productivity.

• Managed the rollout of the warehouse management system to 13 distribution centers.

• Analyzed, justified, and implemented of the company’s first light directed pick system.

• Led project with IT to develop a productivity tracking and reporting system using scanning technologies.

• Implemented company-wide slotting software system increasing picking productivity 35%.

February 1993 – March 1994

Corporate Industrial Engineer

Engineered material handling equipment activities and productivity enhancements for five grocery distribution centers.

Managed conceptual material handling equipment design, facility layout, contract negotiation, and project scheduling for

distribution center expansion projects.

• Engineered a 216,893 square foot expansion to a 177,515 square foot facility with $3.9M material handling budget.

• Engineered a 96,994 square foot expansion to a 156,700 square foot facility with $2.8M material handling budget.

• Lead Industrial Engineer supporting the implementation of a WMS in two distribution centers.

GUARDIAN INDUSTRIES CORPORATION – CORSICANA MANUFACTURING PLANT Corsicana, Texas

1990 – 1993

Company departure: Limited career advancement opportunities internally

August 1991 – January 1993

Shift Manager

Led daily activities of a 24x7x365 glass manufacturing facility of six production lines including a 500 ton per day float glass

furnace. Managed five area supervisors and 46 production workers assigned to a 7-day rotating shift as well as 30 people

when shift rotations coincided.

• Improved crew productivity and morale progressing from ten year record of the poorest performing of four crews to first in

overall performance.

• Improved absenteeism by 47% and reduced safety related incidents by 25%.

June 1990 – July 1991

Project Engineer (Mechanical)

Responsible for planning and executing all aspects of engineering related projects. Proposed and implemented solutions to

production and maintenance problems to increase productivity.

• Lead engineer in assembly, start up, and initial production phase of a used glass tempering production line procured

externally (no drawings or technical documents). Wrote preventive maintenance schedule.

• Completed project planning for shutdown and refurbishment of a major component of the float glass line.

UNITED STATES ARMY – COMBAT AVIATION OFFICER (CAPTAIN) Fort Hood, Texas

1985 – 1990

Organization departure: Desire to enter corporate America

May 1985 – May 1990

Various Line and Staff Positions

Career culminated with assignment as Brigade Plans Officer in a Combat Aviation Brigade.

• Developed and wrote detailed Tactical Operating Procedures Manual for an Aviation Brigade.

• Commanded detachment deployed to the National Training Center and obtained 100% mission success.

• Evaluator and trainer for a Headquarters Company deployed to National Training Center.

• Trainer for a National Guard Headquarters Company during their annual exercises.

• Submitted 100% error free consecutive monthly status reports, the only of 32 reporting offices to do so.

• Commanded a detachment deployed to Germany for multi-national war-gaming exercises completing 187 incident free

combat simulated actual flight missions.

• Managed multi-million dollar flight program when deployed to Honduras. Scheduled 900 incident free multi-aircraft

missions. Due to this achievement, Unit placed second in Army Aviation Unit of the Year.

• Assignments: Section Leader, Assistant Flight Operations Officer, Platoon Leader, Headquarters Troop Executive Officer,

Company Executive Officer simultaneous with Platoon Leader, Brigade Plans Officer.

• Military Awards: Army Aviator Wings, Army Parachute Wings, Army Air Assault Wings, Army Commendation Medal, Army

Service Medal (with Oak Leaf Cluster).

• Possessed NATO Collateral Joint Service Secret Security Clearance.

EDUCATION M.S., Management Science, Tarleton University (1990), Killeen, Texas. Major, Business.

B.S., Engineering, United States Military Academy (1985), West Point, New York. Major, Triple Language.

TRAINING Cornell University Food Executive Course; Walton Institute of Retailing; Logistics Institute at Georgia Tech

Statement of Credentials Page 3 of 3 pages

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