Manager Sales

John W. Haines

**** ****** **** **** *****: (**0) 421-

7687

Harrisonburg, VA 22801 e-mail: **********@*****.*** Home Phone: (540)

***-****

Transportation / Logistics Management

Logistics & Distribution / Operations / Continuous Improvement /

Statistical Analysis

Effective in both staff and operational positions, I reward

initiative, and encourage imaginative solutions. I solve problems,

streamline operations and create greater customer satisfaction through well

designed process improvements. My in-depth logistical solutions consider

all organizational areas, and thus they avoid cross-functional friction and

foster a cooperative environment.

. Ensured on-time product delivery, contributing to increased sales and

revenues

. Integrated acquired companies' transportation needs, retaining

customers

. Optimized delivery patterns in a high growth environment, generating

profits while improving service

. Identified and implemented technology solutions, boosting efficiency

and accountability

. Redesigned distribution center, expanding capacity, reducing cost and

increasing throughput

I hold an MBA and BS in Business Logistics from Pennsylvania State

University. Quickly analyzing situations, I simplify complex challenges and

deliver cost-effective solutions. And by relating well to people at all

levels, I can usually gain quick consensus and buy-in. My enabling

management style and insightful recruiting promotes the development of top-

performing teams.

Career History & Selected Accomplishments

Pilgrim's Pride Corp. - Pittsburg, TX - 1999 to 2009:

National Logistics Projects Manager; (2004 to 2009) Directed corporate

(nationwide) logistics projects within Transportation Department for this

$8B consumer foods provider. Engaged in immediate and long-term problem

solving and corrective KPI analytics; also served as liaison with Sales,

Inventory and Warehousing. Routinely provided financial and performance

analysis, freight allowance and cost analysis.

Optimized large, growing distribution network. I initiated a study to

optimize the network for 43 plants and 100+ warehouses. My interactive

model allowed management to compare numerous options, and the resulting

solution had an estimated annual savings was $11M.

Fixed inherited multi-million-dollar oversight. After acquiring another

large company, it was discovered that refrigerated rail shipment costs

were neither budgeted nor paid. My swift analysis and skillful

negotiations with the railroad rescued a valuable program, and saved the

company millions of dollars versus a difficult and costly truck delivery

option.

Automated carrier reporting system. With nearly 1,500 truck shipments per

day, delivery service and carrier issues were difficult to track with a

manual process. I created an electronic system which improved customer

service, kept sales and accounting better informed and reduced crisis

management. The system provided over $150K in annual labor savings.

Reg. Transportation Manager; (1999 to 2004) I directed all refrigerated

transportation needs, including company fleet, dispatch operations and rate

negotiations for the Eastern region, overseeing six plants and third-party

refrigerated cold storages. I managed 26 employees and $40M budget.

Instilled integrity, reducing carrier costs. After discovering that

various carriers had an inside track to company business, I installed a

bid process to replace subjective carrier selection. Combined with other

measures, we experienced a 20%+ reduction in cost/pound without impacting

service.

Resume - J. Haines - page 2

Streamlined Transportation support. Initially, my staff was spread over

seven locations. By centralizing 4 locations, I improved efficiencies and

grew the average weight/ truck by 15%.

Daymark Group - Russellville, AR - 1987 to 1995 and 1997 to 1999:

Manager Logistics Analysis; (1997 to 1999) Working for the CEO, I performed

profitability analysis of business opportunities for this $100M

transportation/distribution services provider. Managing a small staff, I

provided on-going profitability analysis and methods-improvement studies.

Saved profitability. Delivery patterns changed, causing increased

deadhead expense. I examined the customer base and revenue, versus

deadhead by lane, and discovered an error in the model. Adjustments in

the delivery pattern and rates regained 10% profitability loss ($750K).

Director of Operations; (1987 to 1995) Full P&L responsibility for seven

public refrigerated warehouse operations, two truck maintenance centers

and six regional private fleets (approx 220 tractors and 500 trailers)

which supplied refrigerated and frozen food products to the 450 Sam's Clubs

nationwide (approx. 1.5B pounds annually). My staff included 8 direct

reports and 550 indirect reports.

Reorganized operations to keep pace. Despite the explosive growth of our

largest customer, I was able to improve profitability, realign my staff

to effectively support five additional locations in less than 5 years,

and enhance the level of service to our customer and vendors.

ProSource Distribution Services - Coral Gables, FL - 1996 to 1997:

Director of Logistics Operations; I directed an inbound food

consolidation program in which my managers used empty backhaul space to

pickup vendor product, thus reducing landed cost. My 20 person staff

included seven regional directors; the annual budget exceeded$11M.

Consolidated seven locations. The initial multi-site operation proved to

be somewhat inefficient, so I eliminated 2 locations, thus lowering labor

costs by 15% and total expense by 20%.

The Clark Group - Trenton, NJ - 1995 to 1996:

Vice President & General Manager; With full P&L responsibility for two

printed material distribution centers and three private fleet operations, I

oversaw warehouse and delivery activities for this consumer goods, DSD

operation. With a $25M budget, I managed a staff of 8 salaried and 150

hourly employees.

Executed complex move without major issues. The Clark Group built a new

distribution center in Maryland, and thus needed to relocate the existing

Pennsylvania operation. I successfully completed the move, while also

integrating that operation with a newly acquired consumer goods

distribution and trucking company.

Hampton Industries - 1985 to 1987:

Director of Distribution; I controlled all domestic distribution for a $200

million apparel company, including common carrier transportation, private

fleet and warehouse operations, paper box factory, product returns, pick

and pack and sewing supply inventory.

Implemented a conveyor and scanning operation. I designed and implemented

a conveyor system for the processing and repacking of soft goods. It

reduced distribution costs by 18% per unit. Redesigned warehouse layout

to increase storage capacity by 26%.

Other Employers: Frito-Lay, Inc.; American Olean Tile; Standard Brands

Foods; US Army

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