Customer Service Sales

John W. Hockenbury

**** **** ****** ***** *********: 770-***-****

Kennesaw, GA 30152 ***************@**.*** Cellular: 770-***-****

SENIOR EXECUTIVE / DIRECTOR - LOGISTICS/SUPPLY CHAIN MANAGEMENT

Comprehensive Business Process & IT Solutions for

Logistics/Warehousing/Transportation Operations

Highly analytical yet creative and practical problem solver with 27 years

success assessing complex logistics, warehousing and transportation

operations and developing/implementing custom business process and IT

solutions to maximize efficiency, cost effectiveness, and customer

satisfaction throughout supply chain. Special expertise in requirements

definition, application, and deployment of advanced distribution/logistics

information systems to improve processes, increase inventory

accuracy/inventory turns, reduce material, transportation, and labor costs,

and provide real-time data for forecasting/planning. Excel in high volume,

fast-paced, 24/7 logistics environments and project management of software

implementations for organizations ranging from start-ups to multi-billion

dollar corporations.

Broad scope of expertise includes:

Warehouse Layout/Design Workflow Planning/Process Design Capital

Equipment/Materials Management Maintenance & Safety Programs

OSHA/Regulatory Compliance Inventory Planning/Inventory Control

Facilities Management Inventory Management Scheduling/Routing/Traffic

Management Inbound/Outbound Transportation Quality Assurance Programs

Sales Order/Purchase Order Management P&L/Budget Management Capacity

Planning/Forecasting Contract Negotiation/Supplier Management

Outsourcing/Third Party Logistics Vendor Sourcing and Selection ERP

implementation Multi-Site Operations Management IT Project Management

PROFESSIONAL EXPERIENCE

Self-Employed, Kennesaw, Georgia 2008 - Present

Start-up endeavor focused on the trading of equities, options and futures.

Securities Trader

Conduct daily technical analysis of individual companies to determine the

support and resistance levels of their stock price as well as trends and

momentum of the company as it relates to the current market. Review daily

published economic news for potential market affecting changes.

In-depth dissection of various industries starting at the group level and

drilling down to individual company earnings reports and balance sheets in

order to forecast future market performance.

AGCO Corporation, Duluth, Georgia 2004 - 2008

$5.5 billion global Agricultural equipment manufacturer, with more than 20

brand names (i.e. Massey Ferguson, Fendt, AGCO, Sunflower, Challenger, et

al).

Senior Business Analyst

Recruited to manage/lead the Order to Cash team while advancing and

enhancing the implementation underway at that time. Responsibilities

included the overseeing of all procurement, inventory, Dealer Central

(sales), and transportation for 7 sites. These included corporate, 4

manufacturing facilities and 2 parts distribution centers with direct users

exceeding 300.

. Created more than several hundred additional reports and

enhanced numerous others.

. Created numerous custom programs to improve productivity for

specific functions when either the standard functionality was

cumbersome or non-existant.

. Continually met with the different department heads to discuss

ways to improve productivity with enhancements or bug fixes.

. Conducted weekly status meetings for the entire IT group to

report project status for Sarbaines Oxley reporting.

Managed the creation and implementation of in house assembly and equipment

distribution centers while dissolving 3rd party logistics company

dependencies.

. Designed programs and reports for daily operations, enhancing

productivity and information flow, which enabled the centers to

pinpoint individual unit status from order placed thru unit shipment.

J. D. EDWARDS WORLD SOLUTIONS COMPANY/PEOPLESOFT, Atlanta, Georgia 1998 -

2004

$1 billion global ERP software company providing solutions to companies

with sales at or exceeding $100 million. J.D. Edwards has recently been

purchased by PeopleSoft which now makes it the second largest software

company with sales exceeding 3.5 billion.

Senior Logistics Consultant

Recruited to apply extensive logistics industry background to needs

analysis, design, and deployment of customized distribution/logistics

software suites and workflow processes for engagements ranging from $1-8

million. Provide strategic direction and project management to teams of up

to 12 through complete life cycle, including post-deployment

troubleshooting. Interact extensively with clients and prospects on demos

and sales calls, train users, and conduct ongoing needs assessment for

upgrades/enhancements. Recognized as "go-to" person for project clean-ups

and turnarounds.

Conducted engagements with manufacturing and distribution clients in

automotive, farm equipment, publishing, medical, and consumer products

industries, including successful "go-lives" and turnaround of troubled

implementations. For example:

. Replaced automotive company's homegrown system with customized ERP

system and workflow/process design that provided real-time order status

information and reduced shipping lead-time from several days to same-day.

. Rescued $8 million project failing 6 months post-implementation, and

averted financial loss and facility closure for major publisher, by

redefining requirements and simplifying system that was handcuffing process

flow:

- Enabled 24-hour order printing, picking, and shipping, previously

restricted by systems to alternating shifts.

- Set operation on track to transition from third party distribution

center and meet goal of 100% in-house processing.

. Brought electrical connector manufacturer's manual purchase ordering

process into 21st Century with real-time purchasing/inventory system,

obtaining buy-in and necessary culture shift through intensive user

training.

. Addressed numerous issues created by bugs in new release of software

installed at one of nation's largest distributors of electrical equipment,

helping to bring extremely challenging $15 million project to successful

conclusion.

. Conducted extensive planning sessions and demos for multi-billion

dollar food distribution company that helped sales team land key account

sale of software and approximately $2 million in user fees and licenses.

. Charged with salvaging a failed purchasing "go-live" for a major

equipment manufacturing customer. The complexity and size of the

implementation dictated that scrapping the initiative was not an option.

Created temporary work arounds to ensure that the manufacturing lines

didn't shut down. Major issues were ironed out over several months, with

fine tuning of the processes taking another six months to achieve

efficiency.

ALLEGIANCE HEALTHCARE CORPORATION, McDonough, Georgia 1998

$140 million healthcare textile and apparel company supplying hospitals,

commercial laundries and medical professionals.

Catalog Operations Manager

Hired to bring distribution management experience to $5 million catalog

operation suffering from high costs and negative bottom line. Held full P&L

responsibility for operations, including distribution center and telephone

sales/customer service outsourced to third party fulfillment center, and

provided direction to 22 direct/25 indirect reports. Launched various

initiatives that helped avert shut down of operation and turn around to

profitability:

. Negotiated new customer service outsourcing contract, reducing costs

by 20-22% and improving information flow.

. Increased margins by at least 2-3% by enabling add-on sales

opportunity through improved call handling system.

. Re-negotiated vendor contracts to save thousands of dollars on

recurring basis.

. Expanded target market through use of outsourcing company's advanced

in-house database, both eliminating cost of purchasing distribution lists

and increasing sales by astounding 21% in 6-month period.

BRIGADE QUARTERMASTERS, Kennesaw, Georgia 1995 - 1998

$27 million international action gear catalog and retail distribution

company serving consumers, dealers and military.

Director of Distribution

Charged to gear up for growth that never materialized, directed staff of 23

operating fulfillment/distribution center handling $27 million in orders

annually. Scope included domestic/international shipping and receiving,

annual budgeting, strategic planning, and capital equipment

acquisition/maintenance. Obtaining management buy-in and working closely

with Customer Service, Dealer, and International Sales groups, restructured

staff, defined roles/procedures, and improved layout/processes:

. Reduced workforce requirements by 33% through improved warehouse

layout and resulting productivity increase.

. Cut order shipping costs by 270% through improved structure, layout,

and performance.

. Delivered near-perfect physical inventory with variance of only .001%

on $2.2 million through cycle count program.

. Negotiated 18% savings on common carrier, 27% on

international/overnight air, and $78,000 on key vendors.

. Created specialized reports to improve bin replenishment, packaging

planning, cycle counting, and receiving, including picker/packer report

that standardized performance tracking and enabled establishment of

standards/thresholds.

MARTIN BROWER COMPANY/PROSOURCE, Atlanta, Georgia 1991 - 1995

International food distribution company with sales exceeding $3.8 billion,

serving more than 14,000 restaurants.

Warehouse Distribution Manager

Managed administrative, warehouse and maintenance staff of 110 in 3-

shift/24 hour/7 day operation distributing products weekly to more than

1,200 restaurants in 11 states, about 8.5% of company's total annual

volume. Conducted strategic planning, acquired capital equipment and held

P&L responsibility for preparation and management of $5.4 million budget.

. Garnered Warehouse Manager of The Year award for contributions to

design of new warehouse and facilitating transition from three facilities

to one with no adverse impact to customer delivery schedules.

. Increased inventory turns to 32 annually by developing statistical

analysis of purchasing patterns and shipments from corporate, and creating

inventory reports that allowed dramatic reduction in merchandise received.

. Improved productivity by 25% over 3-year period by developing

computerized productivity/service program that allowed "real-time"

monitoring and reduced by 40 hours weekly administrative hours spent on

tracking.

. Worked with vendor to design new style of freezer door that reduced

maintenance costs, cooling costs and forklift accidents. Nicknamed "The

Hockenbury," freezer door was later marketed by manufacturer to other

customers.

PREVIOUS EXPERIENCE HIGHLIGHTS 1982 - 1991

. As Transportation Manager for American Woodmark ($250 million

manufacturer/distributor of kitchen cabinets), ensured DOT compliance and

reduced transportation costs by 33% with improved routing and proactive

maintenance.

. As Traffic/Inventory Control Manager managing 2 warehouses and order

processing for American Italian Pasta Company (international private

label/national brand pasta manufacturer), expanded production capacity by

establishing distribution through third party logistics company. Also

revamped pallet exchange program to allow collection of $19,000 in

outstanding receivables, and saved $15,000+ in freight bills in first 7

weeks of employment.

. As Director of Operations for Russ Berrie & Company (wholesale gift

marketer/distributor), helped open regional distribution center and design

warehouse layout. Ranked consistently in top 2 of 11 divisions in

productivity, and maintained company's lowest backorder percentage.

Developed inventory control system adopted by other centers.

EDUCATION

B.S. Business Management, William Jewell College, Liberty, Missouri,

1990

A.A.S. Marketing, Somerset County College, North Branch, New Jersey,

1982

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