PATRICK A. RESSA, MBA

647-***-****

actqda@r.postjobfree.com http://ca.linkedin.com/in/patrickressa

EXECUTIVE PROFILE

Senior Executive with a track record for building robust and profitable supply chain and services, supported by full cycle strategy, within a world-class, multi-location, global network. Thrives on driving performance through front-line leadership; Improving customer service while reducing business costs. Business capabilities include the strategic procurement of goods and services, creation of Demand Planning and Production Scheduling processes, improving efficiency of warehouse operations, developing effective cross functional partnerships and the continuous improvement of the supply chain infrastructure to maximize network performance. Experience as CIO enables unique and powerful insight to more effectively run the Supply Chain. Expertise includes:

The integration of acquisitions and ability to take existing businesses to the next level by building processes, systems and best practices for improved organizational performance

Demonstrated business acumen in creating customer and stakeholder value using Six Sigma tools

Recognition as an inspirational leader to others in the quest for results CAREER EXPERIENCE

SCI LOGISTICS, Toronto, ON Sep 2011 – Present

A $250 million Third Party Logistics company specializing in Retail, Technology and Healthcare for contract warehouse and specialty transportation. Union and non-union operations. CHIEF INFORMATION OFFICER

Reporting to the CEO, responsible for the management of client Technology solutions and back office functions using SAP and other business applications.

Developed and implemented 3 year functional strategy for IT that includes an innovation agenda and lean thinking.

Planning and implementation of WMS consolidation across 30 sites.

35 systems startups for sites across Canada from store distribution to eCommerce consolidation.

Process development and management of project portfolio consisting of over 250 initiatives.

Established functional scorecards to track progress for Cost, Risk, Service and Projects

Implemented pilot Transportation Management strategy.

Launched Six Sigma to advance Corporate scalability HUSQVARNA, Charlotte, NC May 2011 – Sep 2011

A $5.8b (USD) global manufacturer of outdoor forestry products for consumer and professional markets headquartered in Stockholm Sweden.

HEAD OF LOGISTICS; NORTH AND LATIN AMERICA

Interim role reporting to the VP Supply Chain in Germany, in a matrix organization, with responsibility for 21 warehouses for both Finished Goods and Service Parts distribution including transportation management and international forwarding.

Leading turnaround efforts for 3 facilities to improve management and customer service.

Engaged in manufacturing plant to assist in inbound materials and process improvement.

Five direct reports, over 250 employees, and 5 3PL managed facilities. MAPLE LEAF FOODS, Toronto, ON 1997 – 2010

Maple Leaf is a $5.2 billion diversified food manufacturer, comprised of 3 business segments; meat products, agribusiness, and Bakery with corporate HQ based in Toronto. Union and non-union operations. SENIOR VICE PRESIDENT; LOGISTICS (2008 – 2010)

Reporting to the President of the meat products division with responsibility for 7 Distribution Centers, 5 Third Party Distribution Centers, a Private Fleet of 217 units, and Global service coverage with an annual operating budget of $200 million and capital budget of $30 million.

Led 7 direct reports to manage distribution volume of 1.2 billion kg’s across Canada, US and the Pacific Rim, through over 800 full time employees.

Provided strategic leadership and successfully turned around the failed start-up of a 160,000 sq ft DC.

Replaced 5 Managers and cultivated a highly engaged and committed team. PATRICK A. RESSA, MBA Page 2

Fixed DC business profile: increasing order size by 25%; reduced sku's by 7 %; increased throughput by 5 million kg's resulting in headcount reduction from 133 FTE to 99 FTE

Negotiated strategic cost structure with Intermodal Carrier, avoiding $1.4 million of a $2 million cost increase and improving container availability.

Reorganized Logistics to improve talent, get functional focus, and instill accountability on freight operations, resulting in reduction of 6 FTEs and improved efficiencies of $3 million.

Reduced returns from $3.8 million to $2.8 million (26%).

Championed project to improve Demand Planning processes by region to reduce date -sensitive inventory obsolescence and drive higher warehouse inventory turns from 40 to 44 per year. CHIEF INFORMATION OFFICER (2001 – 2008)

Reporting to the CFO with responsibility for company systems strategy, implementation and maintenance, with an annual operating budget of $60 million and capital budget of $20 million. Led 6 direct reports, 5 business unit matrix reports and 2 indirect reports and 376 company-wide IT staff.

Directed the integration of systems and IT staff from a $1.8 billion multi-divisional acquisition.

Implemented Manugistics Demand Planning software in 4 businesses and created an in-depth training program to create super users for effective use of the system. Implementation reduced excess inventory by 5% and significantly improved fill rate on make-to-forecast sku’s.

Analysis and selection of Warehouse Management and Transportation Management Systems. Consolidated 13 IT departments into one shared service, redirected resources into strategic projects, and created regional service centers to improve field service.

Implementation of catalog procurement software including reverse auctioning capability resulting n a business case to save over $30 million indirect spend dollars annually.

Created IT Procurement function consolidating technology spend and reducing costs over 5% by developing a strategic approach.

Consolidated and unified UK systems from 4 acquisitions into one business unit, in one year.

Achieved high employee engagement scores, far surpassing industry benchmarks (score of 71 vs company average of 68 and benchmark of 65).

Improved service levels and satisfaction by 15% - 20% as measured by stakeholder surveys.

Established a co-sourced Data Center, substantially improving the protection level of the hardware, mitigating downtime and allowing management to be focused on service. VICE PRESIDENT; LOGISTICS & IS (1997 – 2001)

Reporting to the President of the US Bakery division with the mandate of creating a logistics function and implementing the required systems for this start-up business from multiple acquisitions.

Implemented Forecasting, Inventory, and Production Planning processes for short shelf-life products for 6 plant/ 7 warehouse operation ultimately resulting in 2 plant and 2 warehouse closures with improved service levels.

Implemented MRP at 2 plants reducing raw material inventory and surplus ingredient inventory by an average of 17% across the company.

Led the design and start-up of Warehouse at new plant, including warehouse layout, supply chain flow, and transport negotiations.

Managed 3 DC’s and 2 Third Party DC’s handling 24 million cases with a management team of 5 direct reports.

Implemented Strategic Procurement Initiative resulting in saving more than $5 million over 4 years. The program was adopted by corporate, saving more than $50 million.

Successfully created an integrated supply chain department from scratch and multiple acquisitions with full P & L accountability.

Outsourced transportation to third party reducing expense by 20% and improving on-time delivery to a consistent 98%.

Led the integration of new ERP software for purchasing, order entry, MRP, DRP, MPS and receivables. PATRICK A. RESSA, MBA Page 3

CURTICE-BURNS FOODS, Rochester, NY 1989 – 1997

$600 million Comstock Michigan Fruit Division, a food processer in frozen, dry, and specialty segments of the industry. Union and non-union operations.

VICE PRESIDENT, REFRIGERATED WAREHOUSE SERVICES (1989 – 1997) EAST COAST REFRIGERATED SERVICES

$14 million 3PL operating unit in storage, distribution, and contract packaging

Full P&L responsibility for a $14.0 million public warehouse business unit.

Developed strategic accounts in storage, distribution and contract packaging

Added value to clients in core frozen food business with distribution programs DIRECTOR, DISTRIBUTION PLANNING AND ANALYSIS (1989 – 1997) COMSTOCK-MICHIGAN FRUIT

Directed $46 million logistics budget; trained staff and implemented zero-based budgeting methods and standard costing.

Successfully led the outsourcing of DC's to Third Party to raise $10 million capital for acquisitions.

Led productivity improvements for 400,000 sq ft DC with over $1.5 million savings

Reduced canned dent and damage by $500,000 and frozen cost savings of $700,000. AMERICOLD LOGISTICS, Syracuse, NY 1985 – 1989

Leading North American third party provider of supply chain solutions in the consumer packaged goods industry. Union operations.

Facility Manager for Frozen Public Warehousing campus in Syracuse New York.

Transportation and warehouse operations

SOUTHLAND FROZEN FOODS, Great Neck, NY 1979 - 1985

$30 million private label frozen food processor

Sku-level Forecasting, Production and Inventory Planning for multiple frozen food categories.

Private Fleet management

Continuous Improvements in shipping efficiencies PROFESSIONAL AFFILIATIONS

Habitat for Humanity Volunteer, (current)

Queens University CIO Council, (current)

Eco Chefs Ready Meals, Advisory Board Member, 2010 - 2012

Executive Leadership Coach & Mentor, 2004-2009

Council of Supply Chain Management Professionals, 1995 - 2001

American Frozen Food Institute, 1989 – 1997; Logistics Committee Chairman (various) EDUCATION

Master of Business Administration, Management Science

(Quantitative Methods and Computer Science) Hofstra University, Hempstead, NY Bachelor of Science, Business Administration/Accounting – S.U.N.Y. at Brockport, Brockport, NY Leadership Academy, Richard Ivey School of Business, London, ON, Canada Six Sigma Green Belt Certification - 2010

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