John Brophy Old Tappan, NJ ***** ● 732-***-**** ● ac7nej@r.postjobfree.com

www.linkedin.com/in/john-m-brophy/

DIRECTOR OF OPERATIONS

Fueling positive results by leveraging expertise across multiple business functions

Extensive operational and supply chain management acumen; supported growth of Nestlé Waters from $300M to $850M+.

Led execution of change efforts, resulting in long-term cost reductions of over $75M+ during career.

Positively impacted business via Lean continuous process improvements and creation of high-performance teams.

Best-in-Class Supply Chain & Logistics Executive with ability to fully support multibillion-dollar organizations by leveraging strategic thinking and ability to accelerate visions. Transformational leader with experience restructuring functions while driving cultural change initiatives. Adapts to constantly changing business climates and identifies opportunities to improve operational efficiency through process improvements.

Builds cross functional teams aligned on common business objectives. Recognized for exceptional ability to improve overall business objectives and sustain positive change while keeping safety, cost, quality and service in mind.

Business Transformation Operations / Logistics Management Business Development

Mutiple Site Operations Profit & Loss Management Change Leadership

Facility and Capital Planning Safety and Enviromental Compliance Warehouse & Fleet Capabilities

Strategic Planning Procurement & Contract Management Product & Service Innovation

Professional Experience & Impact

Nestlé Waters North America, Inc. Stamford, CT 1996–Present

Bottled water division of Nestlé Group with approximately 31.7K employees.

Director, Logistics Operations (2005-Present): Oversee all aspects of various supply chain functions including Dispenser Reconditioning, Fleet, Warehouse, Facilities, Transportation, Product Supply, Capital and Lease Investments, Safety, Environmental, and Quality for $850M direct delivery business. Played key role in supporting overall business growth while managing budgets up to $200M.

Slashed downtime by 24% and costs by 20% through series of continuous improvement strategies and initiatives focused on Lean thinking and DMIAC principles in manufacturing and distribution of product.

Supported growth of business from $300M to $850M by identifying Supply Chain improvement opportunities across sales, product allocation, shipment history, and inventory management; enhanced on-time delivery service rates by 25% while reducing rework carrier costs by over $20M.

Boosted warehouse productivity by 25% while reducing inventory costs by develop[ing and implementing national standards, controls, policies and procedures across crood functional teams.

Led integration of multiple platforms to incorporate SAP Sales with Route Management Systems, resulting in 30% labor improvement across IT, Sales, Warehouse, and Fleet.

Delivered increase of $10M in additional revenue by developing demand planning optimization model with ability to analyze sales forecast history and inventory needs for end-to-end supply chain capacity plan.

Managed transportation budget of $50M encompassing 32 factories and 65 warehouse facilities, generating 150K+ annual shipments; drove savings of $2M in freight-payload, warehouse, and carrying costs.

Implemented new Fleet systems and proccesses to track labor and inventory, reducing maintenance costs by 22% for fleet of 2.2K vehicles and 42 fleet mechanics.

Worked in conjunction with Fleet OEMs with truck design capacities to convert from diesel to propane vehicles; reduced long-term vehicle costs by over $20M.

Negotiated carrier contractual requirements saving over $3M in lane rate and backhaul costs.

Led equipment distribution center start-up business and partnered with Asian (OEM) for new cooler equipment supply strategy, reducing purchase costs by $3M.

National Logistics Manager (2003-2005): Promoted to lead matrix of 65 warehouse facilities and 35 fleet shops across United States. Led development and implementation of strategies to fuel business growth while overseeing $120M budget. Actively participated in creating processes, structure, and systems with focus on creating and implementing standardized logistics corporate-wide.

Improved warehouse delivery efficiencies, decreasing load-back from 40% to 20%; created standardized logistics function and implemented dock-loading process into SAP and RMS based on product demand and customer sales.

Realigned and restructured Warehouse and Fleet functions to boost efficiencies and reduced labor by 20%.

Generated over $600K in savings through outsourcing of equipment reconditioning to Mexico.

Oversaw all facilities including lease renewals and lease rate negotiations as well as all new building start-up projects, established capital ROI and project expense budgets.

Ensured compliance with national safety and quality standards through conversion of 15M+ bottles to polyethylene in collaboration with national purchasing, manufacturing, 3PL’s, and 65 warehouse facilities.

Division Logistics Manager (2000-2003): Promoted to lead and direct matrix of 13 warehouse and fleet facilities in Norheast Region of U.S. Managed $50M budget across warehouse and fleet cross functional teams to drive business success.

Increased organizational performance by creating 5S warehouse and fleet standards nationally; boosted performance in division by 16% and saved $300K in labor expenses.

Actively participated in and influenced 3-5 year business strategies as National Logistics team member.

Created brand new service structure in collaboration with National Team; implemented systems, processes and people to create world class service organization to meet business needs.

Market Manager (1996-2000): Recruited to integrate sales and operations into single, cohesive unit to drive better pricing and profitability gains. Oversaw $80M business with 270 employees while maintaining full P&L accountability.

Integrated 3 distinct brands (Poland Spring, Deer Park, & Great bear) into Nestlé Waters.

Consolidated 3 branches into one distribution center, reducing costs by 50% and accelerated customer base growth by 20%.

Provided evaluation and due diligence to acquire 3rd party bottling facility; led intergration and successfully transitioned union employees into non-union organization.

Improved sevice levels by attaining 95% delivery rate and 33% quit rate improvements.

Early Professional Career

Triarc Beverage Company (RC Cola Company) - New York, NY

Director, Business Development

Pepsi-Cola East - Somers, NY

Franchise Manager - Franchise Business Unit

Business Development Manager - Bottle & Can Division

Key Account Manager - Bottle & Can Division

District Sales Manager - Bottle & Can Division

Education

University of Scranton - Scranton, PA

Bachelor of Science in Business Management

Value – Added Expertise

Managed budgets to $200M

Led Teams of up to 270 employees

Earned 7 Promotions at Nestlé

Diversified Leader with Operations, Supply Chain and Logistics Focus

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