Supply Chain Customer Service

William H. Richardson Jr.

*** ****** ******* ******* ? Cameron ? MO ? 64429 816-***-****

*******.************@*****.***

Vice President of Supply Chain

Building Design / Lean Distribution / Process Development / Performance

Turnarounds

Planning / Productivity / Restructuring / System Development / Team

Leadership

Distribution & Logistics / Retail / Service Industries / Supply Chain

Profile:

. Executive with a record of accomplishment establishing Best-in-

Class Supply Chain performance in "Green Field Start Ups" with

renowned International and National Retailers.

. A recognized team builder with the ability to create a vision,

mission and strategies, incorporate the desired values, and

drive business and individual objectives to exceed goals.

. Breadth of global experience includes supply chain integration,

channel management, operations, national and international

distribution models, and Six Sigma.

. SAP and Red Prairie Warehouse Management Operations specialist

with a record of successful retail implementations in the United

States and Asia. Led start-ups and turnarounds involving Big Box

and Multi-site buildings in both Food and Non-Food Retail

Businesses.

. Ongoing track record of achieving exceptional results with Lean

Distribution Methods on an accelerated basis with companies like

Best Buy, Kmart, OfficeMax and Reliance Industries Limited.

. Designed award-winning Distribution Programs that allowed an

unprecedented 978 Retail Store Openings in 24 Months, supported

79 Regional Distribution Centers pan-India, supporting 14 retail

formats.

Education:

Bachelor of Science Degree in Business Administration, Missouri Western

State University

United States Marine Corp, Non Commissioned Officer, Honorably Discharged

Key Achievements:

o Developed and Implemented an Award-Winning Supply Chain System supporting

978 store openings in 70 Cities. Created a Green Field Network of 18

Distribution Centers Pan-India, including real-estate acquisition,

building design and lay-out, equipment procurement, training, and

operation start-ups. Conceptual adviser for the development of SAP

Warehouse Management Systems for Retail Operations. Created a paperless

environment using RF Technologies and Lean Distribution concepts, as well

as expanding Pick by Store functionality and creating Batch Picking,

Cross Dock, Flow-Through and Put-to-Store Operations.

o Created $650 Million in Capital Savings through Network Consolidation

using strong Vendor Management Models and incorporating time saving

operating concepts, Flowing Slow Moving Merchandise, Cross Docking Fast

Moving Merchandise, and developing a Stock Model for Long Lead Time

Merchandise. Reduced 96 Regional Distribution Centers to 38 strategically

placed buildings.

o Catapulted Product Sales from $300 Million to $700 Million through

Redesigned Distribution Network. Planned and implemented programs that

boosted service sales from $52 million to $102 million annually. Led a

team including Best Buy's CEO, COO and CFO in building support systems to

manage the company's explosive growth. Created company awareness that

strong customer service and delivery support is the foundation for add-on

and repeat business. Service improvements increased sales 40% annually.

William H. Richardson, Jr. (Page 2)

o Saved $16 Million Annually Through Procedural and Process Improvements.

Transformed a failing 1.6 million square foot Regional Distribution

Center into a company success story. Significantly improved employee

performance through effective operational planning, cost control and

employee "Business Literacy" training programs. Increased building

quality from an unacceptable 80% to 99.1% within 90 days. Reduced

physical inventory from $104 million to $59 million. Reduced variable and

fixed operating expenses by 26% and increased the earnings contribution

of a major facility 5%.

Career History

Senior SME Supply Chain Operations, Reliance Industries Limited, 2005 to

2009 - Led the Supply Chain Operations Organization through a record

setting "Retail Green Field Project" opening 978 Stores, in 14 formats in

70 Cities for the largest privately held conglomerate in India.

Responsibilities included the development of SAP and Red Prairie Operating

Systems, Retalix POS Systems and integration of I2 Supply Chain Software,

Technology Deployment, Real-Estate Procurement, and Building Design for

Ambient/Cold Chain storage. Developed "Best in Class" processes and

procedures creating a first of its kind distribution network in India,

using Lean Distribution Principles, and Flow-Through, Batch Picking and Put-

to-Store concepts to reduce product in transit, store order lead times and

physical building requirements, turning promising but marginally performing

business units and processes into profitable operations saving $650 million

in capital investment.

Director of Distribution, OfficeMax, 2002 to 2005 - Provided direction for

a 600,000 square foot automated state-of-the-art distribution facility,

servicing 348 Retail Stores in 21 states, shipping 1 billion dollars

annually. Traveled extensively throughout the Distribution Center network,

using Lean Distribution Principles to developing and implementing

standardized "Best in Class" SAP Systems and Procedures for both the Stores

and Distribution Centers implementing cutting edge performance systems

including SAP Warehouse Management, Lucas Voice Picking, and SAP Labor

Management. Improved building quality from 96% to 99.9% and order fill

rates from 98.1 to 99.9%. Controlled daily, weekly and monthly planning,

plus operating, purchasing, logistics, quality and inventory operations.

Developed and installed Incentive Programs for both hourly and supervisor

associates, used SAP Labor Management to track performance, reduced labor

cost $20 million annually across the logistics network. Created $15 million

dollars in annual variable cost, transportation and labor savings. Changed

merchandise flow to Stores, eliminated backroom sort of less than full case

merchandise, allowing items to flow directly from the truck to the sales

floor reducing stock in backroom, store in stock and improved sales.

Recognized and visited by companies world-wide to review state-of-the-art

system and process development and installation.

General Manager, Regional Distribution, Kmart Corporation, 1997 to 2001 -

Managed the entire range of regional operations for an automated state-of-

the-art, 1.6 million square foot distribution facility, including

operational planning, budgetary compliance, human resources,

transportation, purchasing, inventory, quality control, safety, loss

prevention, labor relations and maintenance. Service full range of Kmart,

Big-K and Super-K stores providing 98% on time deliveries on a random

delivery schedule. Developed Store backroom inventory processes to reduce

inventory excess, improve inventory accuracy and store in stock. Developed

merchandise processing strategy distributing merchandise by priority based

on Advertised and Store In Stock conditions. Controlled a $100 million

annual operating budget reducing variable and fixed operating expenses by

26% saving $16 million dollars annually.

Vice President of Service, Appliance Distribution and Product Returns, Best

Buy Inc., 1994 to 1997 - Initiated and maintained the high service

standards that today characterize one of the largest and most successful

retail organizations in the world. Managed 16 complex facilities and staff,

supporting 600 plus stores in this rapidly expanding business model.

Controlled a broad spectrum of associated company functions ranging from

parts and service repair, sales, and the logistics of an extensive home

delivery system to vendor relations, real estate acquisition, and

construction and engineering. Led a team including Best Buy's CEO, COO and

CFO in building support systems to manage the company's explosive growth.

Redesigned the Appliance Distribution and Home William H. Richardson, Jr.

(Page 3)

Delivery Network allowing the expansion of Hard Lines Categories increasing

Product Sales from $300 to $700 million and capturing market share, Created

company awareness that strong customer service and delivery support is the

foundation for add-on and repeat business. Reduced inventory turn days by

64% from 25 to 9 days, creating Service Sales growth of 40% annually.

Controlled a $50 million budget. Successfully opened the Staunton

Distribution Facility, supporting the expansion of retail stores in the

east.

Director of Distribution Services, One Price Clothing Inc, 1992 to 1994 -

Developed and introduced the company's Warehouse Management System,

significantly improving inventory processing from receipt to shipping.

Created and implemented RF Processing and Tracking, removing the physical

constraints of the private fleet, allowing the unlimited expansion of

stores and improving Comparable Store Sales. Led the daily, weekly and

monthly operational staff planning, as well as purchasing, logistics,

quality and inventory operations.

Director of Distribution, McCrory Stores, 1989 to 1992 - Managed cost,

productivity and logistics for this 750,000 square foot automated regional

facility servicing 600 Stores. Installed a privately developed state of the

art Warehouse Management System, allowing real-time tracking of the

movement of inventory, improving the building quality metrics from 99% to a

"Best in Class" 99.73%. Using Lean Distribution Principles improved

productivity 39% and reduced annual labor costs by $1 million.

Vice President Distribution, Otasco (Oklahoma Tire and Supply Company) Inc,

1986 to 1989 - Provided leadership for this multi-building Regional

Automotive General Merchandise Corporation. Provided guaranteed 'on time'

service to 500 company and franchise stores. Installed engineered standards

in all distribution centers, improving labor predictability and reducing

variable labor cost by 25%. Introduced the automated truck routing system

that reduced fleet mileage costs 20%. Built ROI on unused warehousing

capacity by developing Public Warehousing and Warehouse Lease programs that

brought in over a quarter million dollars in revenue yearly.

Warehouse Manager / Production Control Manager, Ben Franklin Stores. 1984

to 1986 - During the modernization of this 100 year old company, provided

leadership for the flagship 550,000 square foot Regional Distribution

Center, servicing 800 independently owned franchise stores. Installed

"Rapistan" High Speed Sortation system, "Marwood" Inbound Receiving System,

"B.O.S.S." Pick & Price Outbound Control System and Engineered Standards

increasing building through-put by 55%, thereby creating a store service

capacity of 1200 stores.

Warehouse Manager, Ben Franklin Stores. 1980 to 1984 - Led a 360,000 square

foot Regional Distribution facility servicing 300 Franchise Stores.

Supervised the development and installation of engineered standards in

Receiving, Picking and Shipping, and Replenishment, reducing labor cost by

30%. Refined Quality Audit Program, tracking quality performance at the

associate level, improved building accuracy to 99.6%, and increased

inventory accuracy and order fulfillment.

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