Supply Chain and inventory Management Director

CHARLES DEVENNEY

**** ******** ***** **. ( Charlotte, NC 28205

704-***-**** ( ***********@*****.***

www.linkedin.com/pub/charles-devenney/51/447/a38/

DIRECTOR SUPPLY CHAIN, OPERATIONS & VENDOR MANAGEMENT

Director level leader accomplished in developing value add cultures of

accountability with a leadership style that inspires process improvement,

analytics based decision making, and promotes change leadership. Champion

for executive level cross-functional partnerships advancing overall

business commitment and alignment of goals. Inclusively and proactively

empowers individuals by providing stretch opportunities to develop talent.

Diverse management roles in multiple functional areas of business including

Audit, Logistics and Supply Chain, demonstrate abilities to appropriately

apply situational leadership skills.

Strategic Planning ( Cost / Benefit Analysis ( Expense Control ( Financial

Analysis ( Internal Controls ( Dispatch (

Change Management ( P&L ( Restructuring ( Strategic Planning ( Team

Leadership / Mentoring ( Budgeting (

Customer Service ( Distribution ( Inventory Management ( Logistics (

Procurement / Purchasing ( Vendor Relations ( Cost Reduction ( Ops

Management ( Process Improvement ( Scheduling ( Risk Management ( Strategic

Sourcing (

Policy Development ( Training / Development ( Workforce Planning ( Talent

Management ( Communication (

Performance Management ( Employee Engagement ( Project Management ( Sales

Cycle Management (

FLEETGISTICS( Clearwater, Florida ( 5/2014 to 8/2014

Same-Day Courier Company with $130 million in annual sales

Director of Operations and Vendor Management

Responsible for all aspects of management relating to company Dispatch and

Logistics Operations. Also managed development of vendor relationships,

processes, procedures and measurement and assessment tools for 20 vendors

currently contracted to perform developing "No Fleet" 3rd party business

making weekly deliveries to over 4,600 locations for a national drug chain.

Achievements:

. Developed, presented and received approval to execute plan designed to

reduce staff and better position responsibilities designed to improve

customer service results. Staff in Centralized Dispatch Department

decreased from 60 to 44 with an annual savings of $500K plus, including

strategic job restructurings, title changes, and new Business

Intelligence position, all designed to improve overall Customer Service

indicators while providing bottom line savings.

. Quickly restructured weekly schedules leading to reduction in weekly

payroll spend from $42K to $34K.

. Developed and implemented automated processes to simplifying weekly

driver scheduling process allowing for reduction of 9 FTEs.

. Successfully developed positive business relationships with key team

members at national drug retailer while improving on-time service levels

from 78% to 97% in 7 weeks. Developed numerous tracking methods to

improve on reporting structure in place. Successfully led team through

vendor conversion involving roughly 400 accounts in two locations with no

service interruptions.

COCA COLA BOTTLING COMPANY CONSOLIDATED ( Charlotte, North Carolina (

9/2010 to 12/2013

Largest US independent bottler of Coca-Cola products with $1.5 billion in

annual sales.

Director of Supply Chain and Inventory Management

Accountable for strategic planning and operational oversight of company

demand planning, fulfillment, sourcing, transportation management,

purchasing and procurement, inventory management, replenishment strategies,

detailed production scheduling, product lifecycle management, customer

service and order processing. Interacted with senior management and kept

them appraised of supply chain results and project success. Worked closely

with cost accounting team to improve business and finance understanding of

decisions. Mentored personnel and developed key cross-functional

relationships with marketing, sales, production and logistics personnel.

CHARLES DEVENNEY ( Page 2 ( ***********@*****.***

Achievements:

. Improved performance by implementation of a culture of continuous

improvement, communicating higher goals and discussing change at every

opportunity, challenging status quo and reviewing reports used to track

performance leading to new reports and updated presentations. Implemented

group and individual projects designed to improve

key performance areas. Sought input from employees and encouraged staff

to develop Six Sigma Green Belt Skills,

obtained by 90% of staff.

. Days of Supply decreased from 11.4 to 10.9, customer service results

improved to 99.72% from 99.52%, Obsolescence was reduced from $700,000

annually to $200,000.

. Increased use of analytics to improve produce vs. purchase and inventory

movement decisions as well as improving employee accountability. New

reports using Tableau created for customer service, days of supply and

other key indicators led to improved company performance. As examples,

truck weight tracking report led to individual accountability and 2%

increase in truck weight reducing overall shipments and expense by

$600,000 annually and new procurement agreements led to relieved capacity

constraints and reductions in COGS.

. Challenged supply chain team to take a more positive approach to feedback

of production and warehouse counterparts. Enhanced communications led to

improved learning, idea sharing and process changes.

. Performed analytics of reverse logistics to increase efficiency, obtained

buy-in on need for change and scheduled 80% of return loads on a weekly

basis. Reduced plant-to-plant deposit item shipments from 1,400 in 2010

to 600 in 2013. Reduced reverse logistics transportation expense from

$500,000 in 2010 to $250,000 in four years.

. Transportation department was made a subsidiary company in 2010 and

review processes were designed to review provider performance. Developed

best practices and SLAs. Held quarterly performance reviews, created

budgets and negotiated lane rates lowering $30MM+ spend each year.

Improved billing and reporting, reduced expenses, improved sourcing, and

corrected billings.

COCA COLA BOTTLING COMPANY CONSOLIDATED ( Charlotte, North Carolina (

6/2005 to 8/2010

Regional Logistics Manager

Provided multi-site strategic guidance and leadership to 12 warehouse

managers covering four states and 200+ employees with an annual budget of

more than $12 million and a total operational throughput of 27 million

cases. Responsible for budgeting and P&L. Built key relationships with

sales and delivery leadership. Resolved problems, trained warehouse

managers, and shared best practices. Reported results to senior leadership.

Team consisted of 70 full-time personnel and an elastic part-time staff

based on changing seasonal needs; up to 250 total in mid-summer.

Achievements:

. Focus of cost management efforts was on payroll portion of P&L, 75% of

$12 million total. The remaining $3 million was undermanaged. Studied P&L

line item-by-line item and developed new contract review and negotiating

processes. As shrink was a $60,000 monthly, directed subject matter

expert to travel to sites where shrink was high and provide additional

training. Reduced monthly numbers to $40,000.

. Developed local recycling plans resulting in payments totaling $50,000 in

2010. This also led to transportation savings as these cubes of aluminum

were picked up by recyclers rather than shipped to a production center

for disposal.

. Enhanced creativity of warehouse managers by improved understanding of

P&L including: utilities, shrink, vendors, outsourcing, all facilities

and general administrative expenses which allowed a decrease in overall

cost and freed up funds to resolve building problems.

. Created facilities maintenance position. Improved overall condition of

several buildings. Upgraded to new lighting saving on electric bills

allowing several sites to be upgraded. Increased savings through use of

motion sensors.

COCA COLA BOTTLING COMPANY CONSOLIDATED ( Charlotte, North Carolina (

5/2003 to 5/2005

Internal Audit Manager

Led team of auditors performing branch and corporate audits. Performed and

managed special investigations where misuse of company assets was

occurring, fulfilled role of Key Loss Prevention Manager, and communicated

audit results to executive level leaders. Scheduled audits, both standard

operational audits and unique, less frequent corporate audits. Updated and

freshened audit programs as business needs changed/developed. Held yearly

meetings with key stakeholders to gain insight in changes and trends for

upcoming year.

Achievements:

. Created reports of key data points including inventory shrink and check-

in variances that were reviewed by auditors monthly. Improved audit

results by ensuring that key issues were resolved prior to audit.

Improved relations between audit and field teams as more and more started

to accept help through phone calls and emails and institute changes.

Encouraged transition to consulting group situation with information

sharing before and after audits. Championed cultural change of

cooperation, training and follow-up regarding previous audits.

. Hundreds of thousands of dollars were being lost yearly in drink machine

sales, much of it from theft. Developed an audit report and processes

which enabled auditors to identify several individuals involved in theft

of company funds and determine causes of shortages, whether poor machine

performance, or individual theft. Identified and terminated several

individuals involved in theft. As a result drink machine shortages were

reduced by 10%.

CAREER NOTE: Served previously with Coca Cola Bottling Consolidated as

Senior Internal Auditor.

EDUCATION

Bachelor of Science in Business Administration

Wake Forest University, Winston-Salem, North Carolina

Bachelor of Science in Accounting

University of North Carolina, Charlotte, North Carolina

CERTIFICATIONS

Passed Certified Public Accountant exam

COMPUTER SKILLS

Microsoft Office Suite, SAP, JDA, Tableau

PRESENTATIONS / PUBLICATIONS

CCBCC Supply Chain Operations - JDA Conference, San Diego California, 2010

Marketing and Supply Chain Collaboration - JDA Conference, Orlando, FL 2011

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