Supply Chain Quality Assurance

Gregory Corona

*** **** ****** ***** ********, AZ 85248 **********@*****.*** 480-***-****

SUPPLY CHAIN - LOGISTICS - OPERATIONS

Operations Routing ~ Inventory Management ~ Third Party Logistics ~ CPG Experience

EDUCATION

BAS, Logistics and Supply Chain Management, Northern Arizona University, May 2016

BS, Public Management, Northern Arizona University, Flagstaff, AZ, August 2011

AAS, Business Management - Retail Management & Advanced Business Certificates, Pima Community College

CORE COMPETENCIES

Supply Chain: Demand Planning • Forecasting • Materials Handling

Logistics: Transportation • FTL/LTL • Fleet and Route Management • DOT Compliance

Distribution: Warehouse Manager • Quality Assurance • Inventory Control

Vendor/Client: Contract Negotiations • New Business Development • Conflict Resolution

Operations: Project Management • Strategic Market Plan and Direction • Market Research

Sales Management: Training & Development • Team Building & Leadership

EXPERIENCE

Radiant Global Logistics Tempe, AZ July 2016– Current

Operations Account Manager, Client/Agent Relations, Routing Specialist

Collaborates with Segment Leaders, Sales Operations, Manufacturing and Logistics to ensure effective execution of business plans to meet customer requirements. Operations in Logistics routing, planning, executions for DELL EMC and Aerospace customers. Aerospace Industry Experience Clients: Collins Aerospace, Atlas Air, Boeing, Honeywell, American Airlines, Southwest Airlines.

Logistics and Supply Chain Management (Bachelor Degree Completion), NAU Summer 2015 – May 2016

Left the workforce to pursue BAS degree to compliment previous experience gained while acting as Operations Lead Manager and Warehouse Distribution Manager - 3.5 GPA Major / 3.74 Overall GPA

Coca-Cola Refreshments USA, Inc., Tempe, AZ January 2012 – March 2015

Market Development Manager-On Premise

JM Smucker, Co. / Procter & Gamble, Co., Folgers Coffee Division, AZ September 1990– January 2010

Drove average 7% increase in market share for 16 straight years. Maintained perfect attendance throughout tenure. Demonstrated exceptional leadership and set the example for hard work, commitment, and integrity.

Operations Lead Manager, JM Smucker, Co.(2008-2010)

Retained to grow Millstone, Folgers, and Dunkin Donuts consumer packaged goods Supply chain across the Southwest region following JM Smucker's acquisition of the Procter & Gamble coffee division in 2008. Accountable for regional sales group, 6-14 route sales representatives, and up to 60 Procter & Gamble retail contract personnel (Retail Pulse). Managed $1.5M district budget in inventory and assets.

Oversaw daily operations, service, promotions, scheduling, territory routing, supply chain management, equipment utilization, invoicing, quality assurance, Department of Transportation (DOT) compliance, and safety. Managed regional customer base, maintaining accounts and growing business.

Surpassed market goal of 1 million units through strategic customer business and long-term growth plans.

Overachieved distribution goal during Dunkin Donuts Coffee in-store product launch, securing 600 retail market chain accounts in just 2 weeks (far exceeding target of 1 quarter).

Reduced branch overhead $120K annually while maintaining 100% quality assurance audit.

Continued to maintain 100% staff retention, demonstrating exceptional ability in sales team management.

Trained staff and maintained technical expertise in handheld operations (HHC) and customer business development systems (CBDnet) combined with conceptual selling.

Account Manager, Procter & Gamble, Co.(2002–2008)

Managed Direct Store Delivery (DSD) sales activities of Millstone and Dunkin Donuts coffee line products, servicing both local and national key accounts. Responsible for managing Procter & Gamble’s retail contract merchandisers (Retail Pulse) during peak season. Hired, trained, and supervised field sales reps across Southwest region of 4 states.

Exceeded corporate sales goals 9% in declining marketing with limited resources, growing territory to the 9th largest market nationally. Consistently achieved up to 108% to plan, 7-9 points above national average.

Captured 10% annual sales growth by converting New Mexico market from warehouse distribution to direct store delivery model. Downsized local warehouse distribution center for $60K annual savings.

Significantly increased same store sales (SSS) by 104 index or 5% over forecasted sales through strategic allocation of resources and creation of a "snowbird house route."

Established customer relationships with key major retail groups and probed for additional business needs focusing on consultative selling to understand customer needs and exceed expectations.

Maximized sales team performance via route performance tools, including sales data, field contacts, conference calls, and sales contests. Created procedures for sales follow-up activities. Hired, trained, and managed high-performing sales team, instilling a strong customer focus to nurture client and vendor relationships.

Maintained 100% staff retention over a 6 year period.

District Sales Manager, Procter & Gamble, Co.—Millstone/Folgers Coffee Division (1990-2002)

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