Sales Manager
Resume:
BRUCE A. REYNOLDS
********@*********.***
SUMMARY
Supply chain professional experienced at managing projects and staff in improving cash flow through reduced costs and
improved processes for Global 2000 and middle market consumer products companies. Lead a firms S&OP process with
experience in situations that range from high growth to turnarounds. Utilize and analyze data to identify solutions and build
consensus with key stakeholders including Sales, Marketing, Operations, Finance and IT.
• US Import / Export • China Import Coordination of Makers and Inbound Carrier
• Demand & Forecast Planning PSI
• Systems Implementation and Integration
• Logistics
• New Product Launch and risk reward modeling
• Key Performance Indicator Analysis • Facilities Strategy
• Distribution Strategy • 3PL (selection, contracts, and management)
• Create the Company Annual Plan or Budget • Customer Presentations and Pricing Proposals
• Point of sale analysis Nielsen, IRI, Wal-Mart retail link • Inventory Planning and Control SOX
PROFESSIONAL EXPERIENCE
Altec Lansing a division of Plantronics 2005 – 2009
Director of Supply Chain, Milford, PA (2005 – Present)
A key player in growing this $100million dollar privately held company to a profitable $200million company. Experience
with planning worldwide inventory and directing the entire supply chain from China manufacturing (coordination of
multiple ODM as well as company factory), transportation on the water and air, to US / Mexico warehousing, and domestic
transportation. Servicing all the US “Big Box” electronics retailers as well as OEMs, Apple and distributors in Europe,
Australia and Asia. A key player in the integration of this privately held company into the public company of Plantronics
(NYSE). Managed a team of 5, 1 Manager of Forecasting 2 Worldwide inventory planners and 1 logistics planner
(transportation) domestic and international, 1 Purchasing Administrator spot market purchasing plus corporate. Served as
the primary liaison between the Hong Kong planning group and corporate. Managed domestic and international vendors,
contract manufacturers, and original design manufacturers
• 3PL Europe and California and K&N Logistics
• High score cards
• Oracle Implementation as well as Oracle ASCP, Business Objects and Cognos.
• Sarbanes Oxley documentation and implementation
• Responsible for Worldwide Inventory Controls, Reconciliation and Inventory Turnover Objectives.
• Annual budgeting
• Worked with both external and internal financial audit groups in maintaining procedures that met all SOX
requirements.
• New Product Launch, EOL management, forecast accuracy and variance.
• Consensus PSI forecasting process for US, Europe, and Asia.
• Responsible for the Integration of selling Plantronics products to Altec customers and Altec products to Plantronics
customers. Knowledge of Retailers, Carriers, Distributors, Customs importing and exporting, and close-out channels.
Kraft Foods, Inc. 2000 – 2004
Global Fulfillment / Service Manager, Rye Brook, NY (2002 – 2004)
For the $400 million International Foods division, recruited to analyze and implement solutions for critical problems within
the entire customer fulfillment process worldwide, including order processing, systems integration, invoicing, planning,
documentation and transportation. Moved the company from a transactional to a strategic environment focusing on
analysis, quality control and shared sales goals among marketing, sales, operations, and supply chain. Oversaw product
shipments from 60 North American manufacturing operations (plants, warehouses and co-packers) to 500+ distributors
in 141 countries. Managed a team of 12 customer service professionals in handling 20,000 orders annually, with a
portfolio of 2,000 SKUs.
• Delivered the division’s first real time, comprehensive data warehouse and reporting system which integrated eight
major supply chain sub-systems. Drove down response time for any fulfillment related inquiries or reporting from 30
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BRUCE A. REYNOLDS
minutes to 30 seconds.
Designed Key Performance Indicator tools which quickly and accurately highlighted major areas of improvement
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within the fulfillment process resulting in recovering an estimated 5% of lost sales.
Implemented international code date requirements and supporting IT systems for entire manufacturing operation which
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increased Case Fill Rate from 90% to 96.5% within six months.
Improved the On Time Delivery rate from 65% to 80% by implementing procedures that ensured orders were entered
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within 24 hours, held forwarders to returning bookings within 48 hours, eliminated the ability of warehouses to extend
customer expected ship date, and required carriers to deliver containers 48 hours prior to shipment.
Created invoice accuracy measurements which highlighted key causes for over $4 million in annual credits. Initiated
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improvements in master pricing files and local country credit policies to cut issued credits in half.
Significantly improved the quality of the annual plan while reducing preparation time by 50% through newly
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implemented data warehouse.
Worked with both external and internal financial audit groups in maintaining procedures that met all requirements.
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Responsible for the coordination and performance of multiple points of 3PL companies including: UPS, Maersk,
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Maersk Logistics, 3rd Party Warehousing, Tang Contract Packaging, Inspection Companies, Air Freight Forwarders,
Customs Agents, Inttra 3rd Party Portal and Re-packing services.
Forecasting Manager, Nabisco Food Service Parsippany, NJ (2000 – 2002)
Reporting Directly to the Vice President of Operations Food Service, directed the Operational Forecast for Nabisco's $400
million Food Service business of 550 skus and more than 3000 customers. A Best Practice Consensus forecasting
environment that included forecasts for such business channels as "Down the Street”, National Accounts, Vending, and
Ingredients. Two direct reports Sr. Forecast Analyst and Forecast Planner.
Improved forecast accuracy MAPE from 38% to 28% at the sku / warehouse level by conducting a situation analysis
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as to why the newly purchased Manugistics Demand Planner was not achieving the expected results.
Introduced a consensus forecasting model process across operations, sales, marketing, and supply chain.
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Incorporated combined Industry Food Service POS information with internal statistical data to develop
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understanding of sell thru.
Designed and developed Decision Support tools that supported the unique needs of the different functional groups.
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Improved focus on exceptions, increased organizational knowledge of the business performance and trends. Better
and timelier decisions. Improved ability to create adhoc analysis of critical business issues.
Designed and implemented a new process for launching and monitoring the first six months of a new product.
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Improved Customer satisfaction with pipeline fill. Reduced obsolescence for the division by $2 million dollars by
reducing the need to carry finished goods and raw material. A new understanding of shelf life and its impact on a
successful launch. Successful launches included Mini-Oreo, Nutter Butter Bites, Dairy Queen Brownies, and the
integration of the entire Favorite Brands candy business.
NICE-PAK PRODUCTS Orangeburg, NY (Private Label Baby Wipes Manufacturer) 1996 - 2000
Director of Business Planning
Reporting Directly to the Vice President Sales & Marketing -- staff of 6 responsible for Supporting Regional Managers,
Budgeting, Sales/Demand Planning, Customer Presentations, New Product Planning and Launch, Pricing Proposals and
Controls, Chargeback and Deductions, Inventory Planning, Bill of Material Creation and Maintenance.
Initiated a new Demand Planning Model to serve Sales, Marketing, Operations, Finance, and Purchasing. Allowing for Plan
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versus Actual and Strategic Planning.
Prepare key financial and sales information for Senior Management. Annual Budget and 3 Year Plan. Including IRI Market
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share analysis, Wal-Mart Retail Link POS analysis, and CVS’s new POS system.
Initiated a new cost control procedure to track Free Goods, Promotional Spending, Rebates, Broker Commissions, and
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Deductions by customer.
A key player in taking a break-even P & L to a Positive
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Responsible for two systems conversions BPCS MRP, as well as Wal-Mart’s Retail Link point of sale system.
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A key player in the Launch of New Interleaf Technology involving an Allocation of limited product as new equipment goes
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through a start-up curve.
Initiated a cost reduction program to reduce costs for Artwork Design, Separations and Plates from $600,000 annually to
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$450,000 annually.
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BRUCE A. REYNOLDS
DAIRY ENTERPRISES (Tuscan and Dellwood merged) Union, NJ 1993 - 1996
Marketing Services Director
Reporting Directly to Vice President of Sales & Marketing DELLWOOD -- staff of 18 responsible for Sales Administration,
Pricing, Customer Service, Order Entry, Tele-Sales, and Special Projects directly managing a $ 600M budget.
Re-engineered a direct marketing dept. by improving efficiencies while creating a tele-sales function.
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Prepared key financial and sales information for both Senior Management and Investcorp, the owners. This information
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spanned three divisions’ dairy, drinks and extended shelf life beverages.
A key player in a major shift in the company’s customer base and the revamping of the product line.
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Responsible for development and coordination of pricing strategies and controls. Exceeded margin enhancement goals by
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2% pts.
Created a new function “tele-sales”. This function supported sales initiatives, established monthly promotions, improved
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customer loyalty, and lowered purchasing costs. Increased economic value by $ 500,000.
JOHANNA DAIRIES INC., division of John Labatt Ltd, Flemington, NJ 1990 - 1993
Business Manager for the LaYogurt division $ 50 million division, La Yogurt division a leading Private Label Manufacturer.
Reporting directly to division General Manager:
CFO responsible for P&L reporting for La Yogurt and Private Label Yogurt as well as cost control and preparing the budget.
Logistics...
• Responsible for the production planning, scheduling and procurement for the Yogurt Division.
• Designed systems that produced P&L’s for customer/product/business segments, accurately reflecting promotional, supply
chain and fixed overhead costs.
Distribution Manager
Responsible for integrating a DRP computer software system to reduce the number of "store door" routes in the New York-
Washington corridor; Conducted and presented feasibility study related to moving the cream business to a new facility.
Reported directly to Vice President - Finance, with three distribution managers in dotted-line relationship. Reported directly to
CFO.
• Saved $400,000 by eliminating four (and devising strategy for eliminating six more) routes.
DANNON COMPANY, White Plains, NY 1987 - 1990
Operations Service Manager - Yogurt $350 Million Company
Reporting directly to Vice President of Operations: Responsible for Company's logistics functions and coordination of new
product introductions. Reported directly to Vice President - Operations and managed one direct report, i.e., assistant production
planning manager; also had strong "sphere of influence" relationship with four plant schedulers and four distribution planners;
worked cooperatively with outside consultants, primarily At Kearney. In charge of key corporate objective that:
Reduced manufacturing costs from $26 million to $23 million.
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Reduced inventory-carrying costs by 32%.
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Increased order fill rate to 99.5% (vs. prior 96%).
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Improved code date on delivered products to 28 days (vs. prior 24 days).
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Saved $2 million by recommending closing East and West Coast plants; a decision made possible by unprecedented success
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of previously conceived and executed supply system, achieving timely delivery of short shelf-life products to both coasts,
from an Ohio manufacturing and distribution facility.
GENERAL FOODS, White Plains, NY 1979 - 1987
Logistics Manager Beverage Division
Reporting directly to Vice President of Operations: Responsible for achieving continuous growth through knowledge of and
expertise in all logistics disciplines. Directed activities of Assistant Logistics Managers.
Manager responsible for the successful roll-out of Kool-Aid Coolers and TANG aseptic juice drinks coordinating the
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activities of three co-packers nationally; coordinated efforts of marketing, sales, co-packer and engineering personnel.
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Won Chairman's Award for deployment of Crystal Light in a rollout allocation environment.
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Created and implemented a PC-driven system for inventory tracking of raw materials, ordered by co-packer but owned
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by General Foods; and for verifying co-packer loss performance to monitor adherence to contract terms.
SPECIALIZED SKILLS/TRAINING
• Microsoft’s Access Project PowerPoint Excel Word, Manugistics, Oracle Database, Crystal Reports
EDUCATION
M.B.A., University of Connecticut, Stamford, Connecticut
B.S., Business Economics, Bethany College, Bethany, West Virginia
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