Supply Chain Six Sigma

William D. White 407-***-****

Dallas, TX *********@*****.***

Key Strengths

Lean & Six Sigma Methodologies

5S Methodologies

Project Management

Transport Planning

Cost Management

Sourcing Strategy

Process Re-engineering

Demand Planning

Budget Management

Vendor Management

Supply Chain Execution

Warehouse Operations

Technical Systems

Lean Logistics – TMS

Siebel – CRM

Mercury Gate – TMS

Oracle – CRM

Manugistics – TMS

act! - CRM

Road Net – Routing System

SAP ECC

SAP - Business Warehouse

Microsoft Office-Excel, Access, Visio

Google Docs

QlikView

Access

Map Point

EFS – Electronic Funding

Professional Experience

Berry Family of Nurseries (BFN Operations LLC.) – Irving, TX Jan 2013 – present

Berry Family of Nurseries (BFN Operations LLC.) Supply Chain Director: Jan 2015 – present

Responsible for leading and building the supply chain program for all North American freight operations. Provide leadership and project management to the supply chain and operation teams. Major focuses include the implementation of standardized supply chain programs, managing all transportation vendors, and oversee all negotiations of supply chain vendor contracts. Manage both “Hard Goods” and “Live Goods” sourcing teams in regards to tactical and strategic planning. Lead supply chain savings initiatives, develop metrics/KPI’s for department, foster lean six sigma principles across the organization, and evaluate/implement technologies that add efficiencies to the supply chain network.

Key Accomplishments:

Implemented a cubing process that increased transportation cubing from 92% to 99%, which has yielded a decreased transportation spend of $900K.

Key member responsible for implementing a formalized S&OP team and process across the organization. The S&OP team oversees both tactical and long term strategy plans for the organization.

Re-engineered “Live Goods” Sourcing Strategy Team that analyzed, negotiated, and re-structured purchasing network which led to a decrease in overall spends by 1M compared to previous year.

Implemented new EFS payment platform that decreased financial reporting times by 80% to Finance Department in regards to dedicated transportation program.

Oversaw project team that decreased customer credits by 66% and overages by 78% vs. prior year.

Implemented a (pop up/temporary dedicated) network solution that covered 65% of all capacity needs across the shipping network. This produced a transportation savings of 1.1M for the fiscal year.

Re-vamped all KPI tracking and forecasting for metric items such as budgets, spend forecasting, and cost saving initiatives.

Berry Family of Nurseries (BFN Operations LLC.) Senior Supply Chain Manager: Jan 2013 – Jan 2015

Lead a team of 18 professionals that manage the complexities of the supply chain function in respect to strategic, tactical, and operations aspects. Successfully manage a supply chain budget of 40M. Oversee all demand planning, logistics, transportation, carrier recruitment, asset recovery, and freight pay functions of the business. Also, responsible for the development of all department metrics, data analysis, reporting, and KPIs for supply chain cost initiatives. Provide forecasting for overall fleet utilization, transportation capacity needs, shipping platform volumes, equipment recoveries, and shipping volumes.

Key Accomplishments:

Directly responsible for decreasing transportation spend by $8M compared to year prior.

Implemented “Hard Goods” Sourcing Team that analyzed, negotiated, and re-structured purchasing network that led to an overall decrease in spends by 900K compared to previous year.

Created and implemented Freight Pay, Asset Recovery, and Carrier Recruitment functions for the Supply Chain Department.

Increased overall network equipment recoveries by 60% compared to previous year trends.

Implemented Mercury Gate TMS, Road Net routing system, and Electronic Funding System “EFS”.

Designed and oversaw all financial reporting for department to equity group surrounding KPIs, budgets, spend forecasting, and cost saving initiatives.

Contracted national Labor Ready account that attributed to increased customer satisfaction, stable carrier capacity, and improved unloads times for all floor loads from 3hrs to 45min.

Oversaw negotiations for the purchase of tractors, trailers, and lift gates that increased dedicated fleet service capacity by 100%. Trailer fleet was increased from 98 units to 198 units.

CHEP – Orlando, FL Jun 2006 – Jan 2013

(CHEP) Strategic Operations Analyst - Walmart & Pallet Wash Facilities: July 2012 – Jan 2013

Led business reviews with Walmart 3PL service providers. Oversaw the development of all reporting and analytics that supported initiatives pertaining to sort accuracy, dwell time reduction, quality, and damage ratio. Developed cost-benefit models that optimized Walmart and pallet wash networks. Managed operations budgets of 30M.

Key Accomplishments:

Led Walmart 3PL efforts in decreasing sort accuracy which resulted in cost avoidance of $1.2M.

Oversaw creation of multiple reports, queries, and ad hoc reporting for operations group.

SAP and Lean Logistics TMS super user for operations group.

Managed a re-sort project team that produced a cost avoidance of $700K.

Oversaw the implementation of 3 Reverse Logistics Facilities.

Spearheaded a trailer dwell project that decreased trailer movement costs by $400K.

Supported $1.5M in wash optimization projects.

(CHEP) Business Analyst - Customer Transactions Management: Jun 2011 – July 2012

Provided reporting and strategic analysis to management teams. Oversaw security audits, systems testing, and upgrades. Led projects that identified business process failures while developing and implementing solutions. Responsible for creating and maintaining KPIs, SOPs, process maps, work instructions, and time studies.

Key Accomplishments:

Managed customer lane analysis team of six specialists that contributed to new order growth of $12M.

Led greenbelt project that eliminated incorrect transactional matching to customer 3PL locations.

Managed department audit team tasked with qualifying for ISO 9001 certification.

Oversaw creation of multiple reports, queries, and ad hoc reporting for CTM and Sales groups.

SAP and Business Warehouse super user for CTM and Sales groups.

(CHEP) Logistics Analyst – Regional & Walmart: Dec 2010 – Jun 2011

Identified logistics network opportunities, failures, and processes to be re-evaluated. Provided re-engineering and creation of logistics processes and procedures. Worked cross functionally with multiple supply chain departments to drive customer service, cost reduction, and transportation savings for operations network.

Key Accomplishments:

Led Six Sigma Green Belt project that decreased unknown trailer dwell by 97% and produced cost savings of 250K.

Implemented a missed pickup report that increased on-time performance from 89% to 96% for the Walmart network.

Oversaw project team that decreased trailer detention costs by $190K across service center network.

Designed and conducted Logistics Department on-boarding program for all new hires.

Created of multiple reports, queries, and ad hoc reporting for logistics, planning, and operations group.

SAP and Lean Logistics TMS super user for logistics and operations group.

(CHEP) Logistics Supervisor – Walmart & Domestic Lumber Operation Networks: Feb 2010 – Dec 2010

Managed a team of 17 Logistics Specialists. Oversaw all logistics functions at 118 Walmart sites and 25 lumber production facilities. Responsible for the on-time delivery of approximately 95,000 truckloads annually. Performed monthly and annual transportation cost analysis for upper management teams.

Key Accomplishments:

Decreased transport cost by $480K for relocation shipments originating out of Walmart sites.

Reduced trailer dwell and pallet storage costs by $160K by implementing Walmart fleets based on their strategic match to the CHEP network.

Led Six Sigma Greenbelt project that decreased potential trailer charges of $4.1M to actual cost of $750K and average trailer dwell time from 10 days to 2.5 days.

Led Six Sigma Greenbelt project that improved transactional accuracy for rejected/diverted loads from 68% to 99%

Oversaw implementation team for the full integration of LEAN logistics TMS across the organization.

Super user for SAP and Lean Logistics for the logistics, plant transactions, and freight pay groups.

(CHEP) Walmart Logistics Specialist – Supply Chain Department: Oct 2008 – Feb 2010

Managed all planning, transportation, and logistics operations at 16 Walmart sites located in the Northeastern US. Monitored and managed pallet inventory levels, collection schedules, and carrier operations.

Key Accomplishments:

Decreased trailer dwell costs from 55K to 6K within the first 60 days of being assigned sites.

Reduced trailer dwell from 30 days plus to an average of 1.25 days in first 40 days of being assigned sites.

Selected to participate in Logistics Supervisor Mentoring Program.

(CHEP) Regional Logistics Specialist: Oct 2007 – Oct 2008

Oversaw planning and logistics operations at six service centers located in the Western US. Managed the execution and tracking 32,000 truckloads annually. Performed inventory forecasting and analysis of service center production.

Key Accomplishments:

Created and facilitated Transportation Basics, Inventory Planning, and Trailer Pool Management classes.

Received 5 awards for logistics performance during Southern California produce season.

Achieved 97% plus territory on-time performance each quarter.

(CHEP) Asset Recovery Logistics Specialist June 2006 – Oct 2007

Responsible for planning multi-stop routes, securing transportation, and tracking approximately 26,000 collections annually from non-participating locations. Managed all inbound pallet shipments to US.

Key Accomplishments:

Contributed to a 16.5% decrease in cost per pallet collections through the use of multi-stops, full truck load collections, dedicated fleets, and field support. Impact to department initiative was $700K.

Increased pallet collections from unidentified locations by 40% compared to the previous fiscal year. This was accomplished through the devolvement and deployment of the unidentified CHEP asset leads program.

Created multiple departmental manuals in regards to intercontinental business, on-board training, and resolution of unidentified CHEP asset leads.

Central Florida YMCA – Orlando, FL Oct 1999 – Jan 2006

Membership and Marketing Supervisor – Orlando, FL

Managed teams of 10 to 15 direct reports. Responsible for increasing membership unit growth and revenue forecasting for 18 facilities. Created marketing campaigns for internal and external use in the YMCA network.

Key Accomplishments:

Increased membership revenue annually by an average of 13% over a six year span.

Improved program involvement annually by an average of 17% over a four year span.

Key member of implementation team for transition from AS400 to Oracle CRM in 24 YMCA Facilities.

Professional Trainings

Pallet and Containers Pricing

Situational Leadership

Strategic Career Planning

ROCI – Return on Capital Investment

Six Sigma & Lean Methodologies

Leading Effective Teams

Strategic Project Management

Supply Chain Management

DiSC behavioral styles training

Customer Retention Training

5S Methodologies

Advanced Excel Classes

Education

University of Central Florida 2003

Bachelor of Science, Marketing

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