Mark Teegarden

**** ******** **.

H: 865-***-****

Maryville, Tennessee 37803 abm4la@r.postjobfree.com

C: 865-***-****

Senior Level Distribution / Logistics Professional

Emphasis on improved productivity, service levels, and cost reduction

Seasoned operations executive with extensive experience in both high

tech and traditional logistics environments. Track record for success

in turnaround and start-up projects streamlining operations and

maximizing productivity. Exceptionally strong team building skills. A

resourceful decision maker that combines strong leadership and

organizational skills with the ability to direct high level business

affairs.

Core Competencies:

. Certified Six Sigma Green Belt and Lean Six Sigma

. Infrastructure design, production maximization, and cutting edge

process and procedures

. Logistics network design and optimization

. Union/Non-union labor environments

. Capital / operating budgeting, and financial / cost controls.

. Long term strategic development and leadership of complex capital

investment projects.

. Freight negotiations and establishing freight consolidation

infrastructures.

. Sourcing, purchasing, quality assurance, warehousing, distribution,

inventory control.

. Team building, human resources development, labor relations, and

organizational change management, subordinate development

. Proficient in WMS and TMS configuration/implementation

. Operations/capital project management

PROFESSIONAL EXPERIENCE

Sanford Corporation

Distribution Center Manager, Mexicali, Mexico

February 2010 to Present

. Responsible for all activities related to distribution,

transportation, and manufacturing support

. Responsible for inventory control and cycle counting on $46 million

inventory

. Responsible for MRO purchasing with $600,000 annual budget

Distribution Center Manager, Maryville, Tennessee November 2006

to February 2010

Hired to turnaround/manage the Maryville, Tennessee Distribution Center

(DC). The DC is a 465k ft2, 24/7 operation with 49 dock doors. On hand

inventory is $32MM consisting of 2,100 skus. The DC is attached to a 215k

ft2 plastics injection and extrusion molding manufacturing facility. There

are also 4 outside storage facilities. One outside storage is a shipping

point while the others are strictly storage of excess and obsolete product.

Total square footage is 865k ft2. Staffing includes 3 managers, 6

supervisors, 11 administrative support and 155 associates. The DC went live

with SAP October 1st, 2008.

. Delivered over $1 million in productivity/cost savings initiatives two

consecutive years

. After six months of initiating process improvements and spend

controls, the DC achieved a favorable status versus total expense

estimate.

. Assumed operation responsibility for two outside shipping facilities

terminating the services of a third party logistics company. Annual

savings are $105k.

. Reorganized receiving operations changing from a 24/7 to a 20/4

operation. Annual savings are $674k.

. Reorganization of shipping operations in Q1 '08 resulted in annual

savings of $331k.

. Initiated inventory reprofiling project in the forward pick area

utilizing cube, weight, and velocity data to enhance pick pallet

construction and reduce order selector travel. Annual savings are

$171k.

. Reengineered the forward pick replenishment process from reactive to

proactive through the use daily historical sku picking queries.

Annual savings are $170k.

. Assumed responsibility for the site industrial batteries charging and

changing station. Site assets include 126 pieces of industrial

equipment to include stand up, double deep reach trucks, stand up

forklifts, sit down forklifts, double pallet transporters, and

tuggers. All equipment is utilized 24/7. Redesigned and reengineered

the processes resulted in $103 annual savings.

. Eliminated 40 trailers from the shuttle and storage trailer pool.

Annual savings are $48k

. Moved import container operations from outside storage facility to

primary facility. Annual savings are $76k.

BBA Fiberweb, Old Hickory, Tennessee April

2005 to August 2006

Distribution and Logistics Consultant

Engaged by the company to evaluate the performance of their 3PL provider

for distribution and dedicated shuttle services and make recommendations to

maintain, replace, or in-source those services. Ninety day assessment

contract extended 18 months.

. Developed RFP for three alternate 3PL providers for distribution services

and three dedicated shuttle service providers. As a result of the

evaluation, the company followed recommendation to terminate contract

with current 3PL. The current 3PL had been their provider for 18 years.

The contract was valued at nearly $3 million annually. The company

followed recommendation to ultimately in-source their distribution and

shuttle service.

. Company renewed my contract to facilitate transition of distribution and

shuttle operations to company control.

. Expanded scope of contract to evaluate outbound transportation services

to include TL, LTL, and expedited service.

. Developed RFP to renegotiate all carrier contracts. Annual

transportation expenditure was $7 million annually. First month actual

savings $16k. Full year savings are $190k. Also developed freight

savings matrix whereby 3% of freight expense, above negotiated rate, is

passed to customer with estimated savings of $200k. Also developed EDI

program for freight payment program. There is an estimated 2 person

reduction in accounts payable with projected savings of $52k.

. Phase 2 of the project will be to evaluate outbound expedited, inbound

domestic, and ocean freight.

. Lead a JIT project for the manufacturing operation. There is an

estimated 2 person headcount reduction and 20k ft2 reduction in product

staging area.

. Developed and implemented a comprehensive cycle count program designed to

eliminate their annual physical inventory. Labor savings to eliminate

annual physical inventory are $25k. The cycle count program will be

implemented at all other BBA facilities.

. Developed long-term technology road map to include bar code and RF

technology in conjunction with vendor compliance campaign.

. Evaluated current pallet rack storage system for effectiveness and

safety. Received $670k capital grant to replace and expand entire rack

system. Six Sigma Green belt project to reconfigure rack system to match

inventory profile resulted in 20% increased storage capacity.

. With the newly designed rack system, it was necessary to replace the

entire fleet of material handling equipment - 28 pieces including

forklifts with regular and extended forks and various sized rug poles,

clamp trucks and stand up lifts.

. Requested and received $164k for facility upgrades including DC

ventilation, dock seals, and office upgrades.

. Reprofiling the inventory to facilitate grouping of like items and taking

advantage of high velocity product. The original velocity analysis

indicated that BBA had a classic 80/20 inventory profile.

. Identified and disposed of over $500k of obsolete or damaged inventory.

. Opened lines of communication and became liaison for all BBA internal and

external customers.

. Participated and conducted/sponsored numerous Kaizen events at BBA.

. Performed numerous process mapping sessions to include cycle counting,

returns, order processing / invoicing.

. Removed 20 leased trailers from the storage and shuttle trailer pool

resulting in $96,000 annual savings.

Perry Ellis International, Waynesboro, South Carolina

2004 to 2005

Director of Distribution

Full responsibility for the redesign of physical layout of the distribution

center, all internal processes, storage configuration, and repair labor

relations. Full responsibility for development of P&L. Manage 10 exempt

and 240 associates. Operation is all apparel, each pick, shipping to

wholesale and retail customers. 18k skus, 9 SBUs, shipping 14 million units

annually.

. Operations assessment produced strategic plan consisting of 8 major

capital and process projects. Requested and received $1.3MM to execute

. Initiated numerous changes to functionality in Warehouse Management

System (WMS) including case level receiving, RF replenishment tasking, RF

picking, cycle counting. Also changed pick process from pick and pack to

pick and ship netting a 12 headcount reduction.

. Vendor bar code compliance initiative implemented insuring 100% vendor

compliance.

. Universal product packaging initiative developed and implemented

streamlining receiving, replenishment, and picking.

. Initiated second shift - replenishment, receiving, and cycle counting

. Increased order capacity by 60%, overall receiving capacity increased by

40%.

. Operational upgrades resulted in headcount reduction estimated at $683k

annual savings.

GENESCO Inc., Lebanon, Tenessee

2001 to 2003

General Manager

Recruited by the company's executive search firm and challenged to design

and build a state of the art distribution center. Full responsibility for

design, construction, and bringing fully automated, 320k ft2. distribution

center (DC) on-line in one year. Full responsibility for development of

P&L, planning and management of all business operations. Manage 7 direct

and 275 indirect reports.

. Responsible for construction of new DC to include site selection,

negotiations with state for $750k in development grants, construction of

state road, coordination of utilities into site and coordination with the

Tennessee Department of Environmental Control.

. Also responsible for design of building and material handling design that

included 2 miles of automated diverting conveyor and 3 multi-level pick

modules.

. Developed new Warehouse Management System (WMS) and processes controlling

flow and storage of product.

. Distributed product to over 600 retail stores domestically and

internationally in addition to web based sales.

. Full RF capabilities throughout facility covering all functions.

. Vendor bar code compliance initiative implemented insuring 100% vendor

compliance.

. Order accuracy rate of 99.6%.

. Utilized 8 3PL consolidation points to facilitate freight savings.

. DC project appeared as cover story, "Warehouse of the Month" in trade

magazine "Modern Materials Handling", also featured stories in "Inbound

Logistics" and "Retail Distribution trade magazines.

. Since opening, UPH increased 63%, labor cost per unit decreased 47%, and

total expense cost as a percentage of sales decreased 37%.

WORLD KITCHEN, INC., Monee, IL. 1999 to

2001

Director of Distribution

Recruited by executive search firm to turnaround labor relations and

distribution operations with the ultimate goal of building a new DC to

consolidate distribution operations. Full responsibility for P&L and

establishing viable distribution capabilities and provide company with

confidence to invest in new, state of the art DC. Initial emphasis on

establishing productive labor relations in a hostile union environment,

establishing open lines of communication with DC and company's internal

business units, and developing sound operational processes.

. Managed 3 primary DCs with 3 outside storage facilities, 3 DC managers,

11 supervisors, and 120 DC associates in Illinois and Ohio. Total DC

operations were 580k square feet.

. Effective and productive labor relations established within 4 months,

operations turnaround executed in 6 months.

. Responsible for design, construction, and execution of 700k ft2 state of

the art DC to consolidate all distribution operations.

. Fully automated DC with integrated RF technology brought on-line in 1

year of inception. DC was brought on-line with new WMS and SAP

enterprise software simultaneously. Complete consolidation and full

shipping capabilities established 30 days after start-up.

. Reslotting of inventory resulted in 2 day reduction in order cycle time.

. Full P&L responsibility for freight negotiations and 3PL utilization.

. First year and on-going savings of $2.5M.

CREATIVE EXPRESSIONS GROUP, Indianapolis, IN.

1995 to 1999

Distribution Center Manager

. Managed 690,000 ft2 facility.

. $23 million finished goods inventory.

. 5 direct and 215 indirect reports on 2 shifts.

. Full P&L responsibility for freight and 3PL negotiations. Converted 3

independent distribution operating divisions to one national account

resulting over $500k the savings first year. Also implemented zone

skipping for small parcel delivery.

. Reclaimed outside kitting process from outside contractor resulting in

$78k annual savings.

PARAMOUNT PUBLISHING, Indianapolis, IN. 1991 to

1995

Operations Manger 1993 - 1995

. Managed all replenishment, order filling, and shipping operations in new,

state of the art, 500k ft2 DC.

. Implemented new WMS and Transportation module.

Distribution Center Manger 1991 -1993

. Managed 350k ft2 DC before distribution operations consolidated in 1993.

. 4 exempt and 210 associates on 2 shifts.

. Union decertified after 3 years of leadership as DC manager.

. Developed, implemented, and maintained engineered work measurement

system. DC productivity increased 43% in first year of implementation

resulting in $500k annual labor savings.

. Full P&L responsibility for all freight and 3PL negotiations. Utilized

up to 10 3PL consolidators across the country depending on seasonal

volume. Also initiated zone skipping for small parcel delivery resulting

in $350k annual shipping cost savings.

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