LARRY MONAGHAN

MONROE TOWNSHIP, NJ ***** 973-***-**** LMONAGHAN 1@ MSN . COM WWW . LINKEDIN . COM / IN / LARRYMONAGHAN /

GLOBAL HEAD OF SUPPLY CHAIN MANAGEMENT PROCUREMENT &

SALES

Savvy Operations Leader with an indelible reputation for delivering inventive business strategies and client focused

solutions that improve margins. Agile global strategic leader driving operations within marketing, sales, analytics

and business development areas in premier global companies.

Broad experience streamlining operations and administrations, building profitable start up divisions, and growth

business lines. Mobilizes top tier talent to create high performing cultures that consistently achieve in volatile

markets. Particularly adept at streamlining, reorganizing and leading multiple departments productively.

Accountable for multi million dollar budgets

CORE COMPETENCIES

Global Expertise in Asia, Mexico & Canada Strategic Business Planning & Execution

Organizational Re engineering Risk Management & Performance Metrics

Talent Selection, Development & Retention High Performance with Collaborative Approachability

Fiscal Accountability & P& L Management Complex Change Management

Budgeting Forecasting & Ad hoc Analysis Pepperdine University EMBA, Penn State Supply Chain

HONORS & AWARDS

Haier America Performance Partnership: Award of Excellence World Trade & SMC3 in Warehousing 2013

LG Electronics JDA I2 Best in Transportation and Logistics Award 2010

LG Electronics Global Prestigious Great People Award Bronze Medal First Non Asian to Place 2008

LG Electronics Global Waste Elimination Award, out of thousands of associates 2008 and 2009

Harris Chemical Winner of the Highway Deicing Award for Environmentally Sound Salt Pads 1993

IBP Nominated Steer of the Year Award by Sales out of hundreds of associates 1988

PROFESSIONAL HIGHLIGHTS:

Slashed Haier America’s operating cost $9MM annual. Implemented Organization Change Management and

Process Effectiveness in globally diverse, rapidly changing cross cultural environment.

Demonstrated capability in implementing challenging goals, objectives and practices in a complex environment.

Addressed customer performance issues and operating cost. Rebuilt shared services teams, outsourced

distribution centers, service parts and call center to third party logistics providers (3PL’s).

Designed and implemented new business model for the sale of Haier America defective or damaged

products. Improved profitability $5.8MM annually on $27MM in defective product returns. Increased

selling price 200%, and reduced operating cost through direct shipments to purchasers.

Eliminated $1.7MM annual parts sales loss and addressed Haier America’s consumer warranty repair

issues negatively affecting the brand as to retailer reordering, customer’s future purchases, and negative social

media reviews. Achieved performance level equal to premier competitors and improved Better Business Bureau

score from F to A. Hired VP Consumer Services, Directors of Network Services and Director of Parts to

implement “Best Practices.”

Slashed LG Electronics logistics operating expense $56MM or 30% of the budget and provided award

winning service. In sourced logistics from a leading 3pl. Architect, launch, and execute comprehensive strategy

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designed to boost profits, optimize customer service and collaborate across departments to identify and

implement cost saving initiatives. Attracted and developed a top performing operations team. Instilled a culture

of accountability, results and flexibility in order to exceed customer fulfillment and cost expectations.

First company globally to successfully modify 60 class 8 tractors to operate on LNG reducing diesel

particulate emissions by 95%. Led Safeway’s clean air alternative fuels demonstration project reduced operating

expenses and mitigated California’s multi million dollar emission lawsuit.

Turned around La Roche Industries anhydrous ammonia division that considered selling or closing down the

business due to losing millions of dollars annually in ammonia releases lawsuits.

Spearheaded efforts to implement proper handling procedures. Increased terminal spending to offset deferred

maintenance and eliminate releases. Optimized utilization of the private truck fleet mapping delivery routes by

terminal and customers to reduce operating expenses.

Designed and executed Harris Chemical’s strategic plan to increase sales to the European market and

minimize the risk of production shut down due to the lack of hopper car availability. Rebuilt the dedicated

all white bulk products ship loader at the port of San Diego, California instead of continuing to ship through the

heavily congested multiple products ship loader at the port of Long Beach, California. The dedicated ship loader

eliminated contamination issues and reduced turn time on unloading hopper cars. Ships were loaded timely and

complied with the letter of credit shipping requirements.

Increased Harris Chemical revenue from its salt mine in Ontario, Canada. Extended the shipping season on

the Great Lakes to the United States salt terminals past December 15 through March. Led the risk management

project team to develop the plan using special reinforced hull ships, analyzing historic ice flow maps and GPS with

manageable risk to the ship’s hull.

PROFESSIONAL PROFILE

S enior Vice President of Supply Chain & Administration

HAIER AMERICA LLC– Manhattan, NY Ranked #1 Global Appliances Company 2011 –2014

Achieved “World Class” distribution centers through implementing a network optimization restructuring

which led to closing all nine distribution centers and opening five strategically located. Reduced annual

operating expenses by $1.1MM, and $750K in transportation. Reduce transit days to customers by 1 to 2 days.

Hired Senior Director Distribution to implement “Best Practices.”

Leveraged enterprise wide information to re engineer IT infrastructure and Team Strategy into efficient

alignment with core business priorities. Operating two platforms AS 400 and SAP platforms was costly and

inefficient, seamlessly transitioned from AS400 to SAP platform. Hired IT Director and other IT associates to

develop financial reports and implement “Best Practices.”

Oversaw all legal matters and managed outside council. Hired law firms specializing in patents,

Department of Energy, bankruptcy and class action suits to try existing cases. Produced successful

outcomes, a number of cases were settled for pennies on the dollar and recouped a percentage of the money

from retailers who declared bankruptcy. Hired Assistant General Counsel to implement “Best Practices.”

Improved operations reduced customer chargebacks from $3.2MM in 2011 to $670K in 2013.

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Spearheaded the implementation of Foreign Trade Zones. Annual reduction $500K in merchandise fee savings,

harbor maintenance fees and delay paying duty until the product is sold. Hired Senior Director of Global

Imports and Regulatory Compliance to implement “Best Practices.”

North America Logistics Director

2006 –2011

LG ELECTRONICS INC. – Englewood Cliffs, NJ $4.2 B

Developed and implemented strategic vision to create a “Center of Supply Chain Excellence for North

America. Partnered with information technology experts internally to implemented JDA I2transportation

management software for data analysis, freight consolidation, processing of freight invoices.

#1 in timely home delivery of LG Electronics appliances against formidable competitors in General

Electric and Whirlpool for 52 straight months per Home Depots monthly scorecard. Won Home Depot’s

Orange Apron Award.

Achieved Wal Mart’s unprecedented best new supplier second quarter 2010 due to extensive pre planning

prior to the initial sale.

Improved forecast accuracy demand planning from the mid 50% to the High 70%. Member of the S& OP

team who worked with McKinsey Consulting to design and implement models.

Reduced freight cost as a percentage of sales from 3.2% to 1.8% or from 19 cents per pound to 10.8 cents

per pound shipped in spite of fuel cost rising 66% over four years.

LG Huntsville, AL division redesigned the process to reduced delivery time and freight expense $3.8MM

annually for in home delivery warranty replacement of appliances and televisions.

LG Mexico factories reduced freight expense $3MM or 10 percent shipping to the United States.

Leveraged the freight spend of four Mexico factories and implemented a core motor carrier program.

Corporate Director of Transportation, Private Fleet/For Hire Carrier

Toys “R” Us, Inc. Wayne, NJ #1 in Global Toys Sales 2002 –2006

Exceeded expectations reducing fleet targeted operating expense and DOT compliance. Developed and led

a high-performance management team. Mentored direct reports to cultivate their skills to increase awareness

of the inter-relationship between each department in the operations group. Thirteen associates earned their

private fleet manager certification (CPFM) from the National Private Truck Council.

Increased backhaul revenue $3.9MM annually by converting the private fleet into a for hire carrier.

Deferred capital expenditure $2.4MM for several years through a “like equipment exchange.” Exchanged

530 minimally used several year old 28 foot trailers for 260 highly needed 53 foot trailers.

Director of Transportation Operations

Safeway Inc.; Pleasanton, CA $42 B Grocery Chain 1998 2002

Implemented a synthetic leasing program for the acquisition of new tractors and trailers at $40MM

annually. This resulted in a positive cash flow compared to GAAP ownership, accretive to earnings per share; a

reduction in commercial paper balances and preserved depreciation for tax purposes.

Annual reduction in maintenance cost and personnel $1.5MM. Developed multiple economic life cycles for

tractors by division, geographic region and miles traveled annually.

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Annual cost avoided $1.4MM at a corporate tax rate of 42.5% from the gain on the sale of asset by

implementing “MARCS” rule in accounting.

ADDITIONAL EXPERIENCES:

La Roche Inc.; Atlanta, GA Director of Distribution and Procurement

Harris Chemical Company; Overland Park, KS –Director of Logistics and VP of Two Short Line Railroads

IBP, Inc.; Dakota City, NE – #1 in Global Meat Sales Manager of Domestic and International Distribution

American Maize Inc.; Hammond, IN –Manager of Rail and Motor Carrier Operations

EDUCATION & CREDENTIALS

EMBA – PEPPERDINE UNIVERSITY GEORGE L. GRAZIADIO SCHOOL OF MANAGEMENT GPA 3.74/4.0

BA – ST. NORBERT COLLEGE DE PERE, WI.

CERTIFICATION & TRAINING

ILM Institute of Leadership & Management completed March 2014

Career Academy – Certified Business Analysis (CBAP) & Project Management (PMP) completion 2014

Villanova University – Certified Lean Six Sigma Black Belt, GPA 4.0/4.0

Penn State – Post Baccalaureate Master’s Certification in Logistics and SCM, High Honors GPA 3.87/4.0

Institute Logistical Management Certified Logistic Practitioner (CLP)

National Private Truck Council – Certified Private Fleet Manager (CPFM)

National Association of Purchasing Managers – Certified Procurement Manager (CPM)

Train the Trainer Hazardous Materials Transportation – Hazmat Training Consultant Instructor

Association of American Railroad – Certified Tank Car Specialist (CTCS)

Wharton Business School – Sales and Marketing Management Training

Keller Graduate School of Management – Human Resource Planning

Volunteer

Center Ambassador USC Marshall Center for Global Supply Chain Management

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