Management Sales
Resume:
JASON S. RYAN-BILLINGS
Springfield, TN
***************@*****.***
SKILLS: Excellent analytical, communication and management skills. Expertise in contract negotiation, process improvement, lean methodology, P&L management, and KPI performance.
PROFESSIONAL EXPERIENCE:
Fruit of the Loom, Bowling Green, KY
Director of Global Transportation, 2015-2016
Before Fruit of the Loom downsized the Logistics division, I was responsible for the global transportation team. My responsibilities also included transportation network analysis, domestic and international carrier relationships and negotiations, risk management, process improvements, transportation strategy, scorecard creation, TMS implementation and equipment management.
Accomplishments:
Managed all relationships and negotiation of contracts with FOTL suppliers
Introduced lean techniques in order to add value in daily work activities and improve processes
Reduced workload volume by improving internal processes
Implemented vendor Key Performance Metrics
Implemented a new RFP process, which resulted in $3.8M savings
Analysis of the entire workplace which included strategic placement of distribution centers, reduction of empty miles, better utilization of equipment and reduced transit times
Created and managed the Transportation budget
GKN Freight Services, Raleigh, NC
Head of Procurement – Americas Region, 2012-2015
I was hired to ensure that GKN could better meet customer needs through improved relationships and management of carrier/supplier services and pricing. Responsibilities include carrier and supplier relations, negotiations and risk management. I was also part of the strategy team for the Americas region and helped establish a new key account management group to provide improved client communication and management.
Accomplishments:
Responsible for network analysis and project management related to multiple distribution centers across the America’s region including Vendor Management Inventory (VMI) supplier integration, supplier negotiation, warehouse processes and product placement based on ABC methods
Created and managed the budget for transportation spend for the America’s Region
Identified and negotiated with 3PL partners best suited to service the business
Improved and standardized processes to reduce costs and eliminate wastes using Lean methods
Revised the divisions’ Supplier Approval process, created a P.O. process and created GKN’s Global Procurement Procedures
Provided leadership and strategic direction to business unit managers regarding transportation methods and optimization.
Produced FTL and LTL RFQ tenders which reduced rates $4.2MM annually through supplier consolidation as well as RFQ tenders for manufacturing products
Created a KPI scorecard to rate all suppliers and a fuel surcharge system which was used by all GKN companies for FTL and LTL shipments
CSC Sugar, LLC., New Canaan, CT
Sr. Director of Domestic Logistics, 2008-2011
Reporting to the CEO, I was hired to form and manage the New Business Logistics division for CSC. From 2009-2010 company sales increased by 65% while transportation costs decreased 14%. Job functions included establishing and managing all logistics (rail, truck, transload and warehouses), establishing procedures/SLAs, ensuring personnel were properly trained, creating strategic goals for the company, participating in sales meetings with the VP of Sales and being part of the implementation team for the new ERP system.
Accomplishments:
Created transportation budget with President and managed the North American transportation spend for the company
Planned intensively with transportation carriers, 3PL’s and sugar suppliers which resulted in error-free start-up for multiple facilities which occurred during the rapid expansion of the business. Identified best geographic placement of warehouses and geographic area to partner with transload facilities
Provided leadership/coaching to the logistics team to identify pain points and how to create and improve value add processes. Created KPI’s for all transportation suppliers
Ensured all transportation equipment and manufacturing facilities met FDA regulations
Worked with the rail companies to implement better route optimization which dropped rail transit times by nearly half (from 8-10 days to 4-6 days).
Negotiated all FTL/LTL/Rail rates. Held rates flat with the BNSF for 2011, while other companies of our size received a 7%-12% increase
Converted all truck carriers to the National Fuel Surcharge instead of their internal surcharge system, which is usually 5-8% higher
B. Little & Co., New York, NY
Director of Global Supply Chain, 2008-2008
Reporting to the CEO, I was hired to provide structure to an unstructured supply chain team in the USA, China and Canada by implementing SOP’s, negotiating contracts for moving product via rail, ocean, air, and truck, and ensuring distribution centers had sufficient inventory to fulfill demands.
Accomplishments:
Analyzed customer locations and transportation routes to identify best geographic location for distribution centers and partnered with 3PL’s on product placement
Implemented rail, rail delivery tracking system, inventory management system, and was part of the team that implemented SAP
Created a timeline SOP for the company to follow in order to achieve on-time production and delivery, which reduced transportation cost by 30%
Alliance Shippers INC., Keasbey, NJ
Operations Manager, 2005-2008
I was hired to manage the day-to-day logistical operations of several large accounts, including Diageo, and was responsible for over 300 railcars per month departing from domestic and foreign breweries to numerous locations throughout the USA. Forecasted availability to ensure customer demands were met, ensured high priority loads were shipped utilizing proper FTL/LTL carriers, analyzed and reported the Weekly and Monthly Financial and Service KPI’s, analyzed data for continuous process improvements.
Accomplishments:
Implemented a rail tracking system within Alliance’s 400 ERP system and assisted in the implementation of SAP
Having issues with rail equipment availability, I determined that moving Northeastern deliveries by truck instead of rail allowed us to use our limited rail equipment for deliveries that covered longer distances while keeping our costs within budget
Realizing there was space on each pallet that was going unused due to the mismatch in design between the product packaging dimensions and the pallet dimensions, I worked with R&D on a new design that allowed approximately 6 more pallets of product to fit in the same railcar, which decreased overall delivery costs as well as reduced the cost of dunnage (packing material). After executing the new pallet design, Diageo increased sales 30%
Account manager for Diageo
EDUCATION AND CERTIFICATIONS
Western Governor’s University, BS Business Management
Business Process Management/Excellence Master Certification
Purchasing Excellence Corporate Certificate - The Chartered Institute of Purchasing & Supply Chain
CompTIA Project + Certification
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