Lonnie Turner Woestduinlaan ** Phone: +313********

3941XC Doorn, NL email: accios@r.postjobfree.com

SUMMARY

A dynamic and focused senior director offering the value of extensive industry experience and a track record of turning less efficient operations into viable business units. Incorporates strong leadership talent and business ethics to achieve desired objectives. Significant results and experience in:

• Vision, Strategy & Leadership • P&L and Operations Management

• Project & Program Management • Systems Sourcing and Implementation

• Business Process & Performance Improvement • Staff Mentoring, Training, Team Building & Development

PROFESSIONAL EXPERIENCE

Impossible HQ

$13 million producer of analog film and cameras with over 100 employees

Global Logistics Manager (10/2013 – 1/2014): Contract Job

Hired to put in place methods and processes to reduce the overall global logistics operating cost in their manufacturing plants located in Enschede, NL and Mulheim, GR as well as their 3PL distribution operations in Vienna, Hong Kong, Tokyo and New York.

Selected Accomplishments:

• Creating a global logistics strategy placed into (4) phases providing the organization a tool to review cost savings in excess of €300k on a current spend of €1.2m.

• Put in place KPI’s for the warehouse operation in Enschede, NL as well as created work instructions for the warehouse processes with a major emphasis on inventory management.

• Working with the management teams in all locations to create a business platform that will allow the company the infrastructure to build upon allowing for the opportunity to provide a positive net income potential.

Packaging Dynamics - BagcraftPapercon

$450 million domestic food services manufacturing company with over 2,500 employees

Converting Operations Logistics Manager (3/2007 – 8/2012)

Accountable for a $20m P&L and direct logistics responsibilities for nine distribution facilities located throughout the United States, outside third-party contract facilities, preferred carrier relationships and negotiations, and all international activities.

Selected Accomplishments:

• Developed and implemented a strategic direction for the logistics team, resulting in improved on-time and complete product delivery of 92%.

• Improved fleet safety performance to zero (0) OSHA and DOT recordables.

• Reduced warehousing costs by $850k and freight costs by over $2.5mm since 2008. Improved the relationship with the sales teams by providing a 24-hours turn around guarantee on freight rate requests and pick-up allowance calculations.

• Instituted formal cycle count program while improving inventory accuracy from less than 75% to 98.8%; thus, eliminating the need for quarterly physical inventory and related costs, and improving labor efficiencies.

• Developed logistics performance reporting tools to be used by the entire organization. The performance reports serve as problem solving tools capable of addressing budget variances and validating financial reporting.

• Built logistic team infrastructure in seven manufacturing plants, resulting in improved cost management and customer deliveries.

• Developed quality tools and trained employees on continuous process improvement utilizing linear flow diagrams and work instructions. Initiated the introduction of lean practices for the logistics team

Duni Corporation

$720 million global food service manufacturing company with over 3,000 employees

Director, Logistics (7/2004 – 02/2007)

Drove the strategic direction of the companies’ logistics functions for the United States operations. Accountable for a $13m P&L and a staff of 12 associates in several plant locations.

Selected Accomplishments:

• Designed and implemented a logistics strategy for both the warehousing and transportation functions to improve delivery service levels to 99.9%, order cycle times from 15 days to five, and inventory accuracy from 68% to 99.9%.

• Through the development of a performance measurement program, the logistics’ operations experienced a 10% decline in transportation expenses. Accountable for all carrier relationships and contact negotiations.

• Created and implemented a third-party outsourcing plan that resulted in a very successful outsourcing arrangement.

• Lead a team to source and implement a new ERP system, while changing out the legacy system with windows based slim client server system.

BAX Global

$3 billion global third party logistics provider with over 30,000 employees.

General Manager/Senior Project Manager (8/2002 – 7/2004)

Direct management responsibility for a 350,000 sqft. high volume retail distribution facility and served as the senior project manager for the corporate Supply Chain office. Directed a workforce of over 50 employees with 6 direct reports.

Selected Accomplishments:

• Directed a very successful start-up of a fully integrated distribution facility while employing project management and leadership skills to achieve a profit margin of 15% over the targeted amount.

• Led the successful implementation of three client facilities by incorporating expert level skill sets in labor and client relations, operations knowledge, SOP development and contract negotiations and systems implementations.

USF Logistics/USF Worldwide

$3 billion full service third party Logistics Company with over 25,000 employees.

General Manager International Group (2/2000 – 8/2002)

VP of Logistics Worldwide Services (2/2000 – 8/2002)

Business owner of the development and management of the international logistics group. Responsibility for over 100 clients and 5 direct reports located in 5 distribution facilities.

Selected Accomplishments:

• Set-up with an initial budget of -$500k for a two-year period. By the end of the first year a net profit of $480k was gained. This was achievable by focusing efforts to build a revenue stream, providing for the most efficient facility process flow design and delivering exceptional operational performance.

• Performed an operational audit for over 20 Logistics facilities netting a bottom-line profit improvement of 15%. Experienced a reduction of employee injuries through the introduction of best safety practices and training, resulting in reduced workman’s compensation rates. Improved customer satisfaction and retention ratings by driving a focus on customer value.

Fritz Companies

$1.5 billion privately held Third Party Import/export Company with over 30,000 employees.

Regional Distribution Manager (12/1998 – 2/2000)

General Manager (12/1997 – 12/1998)

Utilized over 10 years of management experience to drive best practices in 5 domestic distribution centers throughout the US market. Accountable for P&L, service and business development for over 200 clients and 5 direct reports and a budget of over $12m.

Selected Accomplishments:

• Produced a contribution of $2.6mm over previous year’s performance by moving out all non-revenue generation accounts and bringing in $11m of new profit generating revenue. Purged many inefficient processes and re-designed the entire workflow while introducing performance measurements to drive business results.

• Direct general management responsibility for five regional distribution centers providing excellent client relations – 100% client retention rate due to improved serviceability.

Standard Corporation

Privately held third party domestic logistics company, 2500 employees and $50 million in revenue.

VP of Operations (12/1989 – 10/1997)

Progressed from single-facility manager trainee to VP of operations accountable for 16 facilities and 6 direct reports. Provided the leadership for the strategic direction of the warehousing group while maintaining excellent budgetary results and operational soundness with an ending budget of $30m and over 10 fortune 500 companies.

Selected Accomplishments:

• Accomplished a revenue growth from less than $3m to over $30m through the integration of a formal quality process designed from the Malcolm Baldrige criteria, leading process improvement teams and implementing best practices.

• Designed and led the contract efforts for over 10 facilities, while serving as the business owner in 6 states and generating an operating profit margin of 15% net revenue.

EDUCATION

University of South Carolina (1983)

AS – Business Management/Administration

REFERENCES

Furnished upon request.

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