• **+ Years Manufacturing/Supply Chain • * Years Multi-Site/Corporate Level • Start-up of $600M Region

• Board Level Strategy Development

• Strategic Thought Partner

• Leadership upwards of 1,200 FTE

• Developer of High Performing Teams

• P&L Oversight/Support

• Commercial Partner Collaboration

• High Performance Work Systems • EBITDA Margin Growth • Lean Six Sigma Black Belt

• Driving Operational Excellence • Total Productive Manufacturing • Strategic Planning/Execution

• OOS (Out of Stock Reduction) = $8.0MM

• 26.02% Increase in produced vol.

• Procurement Savings = $5.3MM

• Efficiency (USLE) Imp. 3.40%

• OpEx Savings = $2.20MM

• Freight Reduction Savings = $1.10MM

• 2.0% reduction in Material/Ingredient yields

• Quality (FRQ) Imp. 99.47% to 99.84%

RAY REDDRICK

High Point, NC 27265 ● 404-***-**** ● ado810@r.postjobfree.com ● https://www.linkedin.com/in/ray-reddrick-a54015a6/ SUPPLY CHAIN AND MANUFACTURING EXECUTIVE

Strategic Leader in Business Start-Ups, Turnaround, Profitability/EBIDTA Growth, and Organizational Excellence PROFESSIONAL EXPERIENCE

MyBren Company LLC – Lead Supply Chain Leadership Consultant __ __2020 - Current

• Supply Chain Strategy development and execution, Asset Optimization, Innovation, Capital investment and Infrastructure management HEARTLAND COCA-COLA BOTTLING - Produce, sell, and distribute the highest quality and best tasting beverages 2017-2020 Vice President Supply Chain (Manufacturing and Distribution Network)

• Developed and Led the end-to-end supply chain strategy for the manufacturing and supply chain network of a newly formed Coca-Cola Beverage Company Franchise specializing in the manufacture, sourcing, sale and distribution of beverage products.

• Responsible for the financial management of an annual budget of over $250M.

• Lead a team comprised of over 1,200 associates supporting Manufacturing, Finished Goods, Direct Store Delivery Planning, Fleet, Equipment services and Procurement functions supporting a go-to-market network covering an entirely new region. Accomplishments

• Developed focused improvement initiatives designed to validate system setting changes and clean-up of master data in the CONA/SAP environment.

• Improved OpEx efficiency through deploying TPM concepts that reduced OT, Scrap, scheduled and unscheduled downtime.

• Managed the overall operating rhythm of the company through Strategic Planning Sessions, Quarterly Business Reviews and rigorous routines with internal, B2B and 3rd party business partners.

• Became fastest growing bottler in the KO franchise network for revenue growth.

• Leveraged score carding techniques to identify losses and optimize lane/load efficiencies resulting in freight savings vs. PY.

• Executed capital planning strategy to deliver innovation and drive system savings.

• Developed S&OP programming enabling the enterprise to proactively leverage emerging opportunities and develop timely tactics to adjust to market/industry headwinds.

• Built internal capability – Sponsored the certification of 2 Lean Six Sigma Black Belts within the supply network for project support and to expand employee capability/engagement.

LAND O’LAKES INC – America's premier agribusiness and food companies focusing on the dairy industry 2013-2017 Director of Manufacturing – 5 Manufacturing Plants

• Responsible for 51% of the total Land O'Lakes Dairy Foods Portfolio which produces Butter and Milk powder products for domestic and international consisting of 5 plants that produce food Service, commercial, retail, low spore, dairy products and a $86M OpEx budget.

• A member of the Land O'Lakes Strategy team consisting of the Board of Directors, CEO and Officer level Executive Leadership focused on the design of the strategic framework.

• Lead 4 salaried plant manager direct reports and approximately 1,100 indirect hourly

(union and non-union) with a total COGS of $1.58 billion annually handling over 5.1 billion pounds of raw milk annually converted to butter and milk powder products.

• Lead/Developed Salaried Managers and Supervisors to effectively drive performance of the business and development of their teams.

• Successfully fostered a safety and performance-based culture through continuous improvement, performance management, people development, and communication.

• Implemented continuous improvement processes to drive employee engagement, cost reduction and overall plant KPI performance.

• Drove critical employee engagement techniques allowing supply chain the ability to leverage people development systems and capability. Company Start-up

Start-Up of an entirely new Coca-

Cola franchise comprised of 5

manufacturing plants, 14 warehouse

& distribution operations delivering

over $600M in annual revenue, over

25,000 customer accounts, and

delivery of products across 240,000

Sq. Miles Daily

Select Key Achievements

EBITDA Growth 4.60%

●

Gross Profit Increase 6.0%

●

Net Sales YOY Increase 3.43%

Select Key Achievements

Implemented TPM principles

delivering over $2.1MM in leverage

based on score carding insight

●

Developed a $43MM pipeline of

projected savings initiatives from

deep dive analysis work performed

for the Butter and Powder business

unit. The pipeline represents a 5-

year plan detailing $8MM

in YOY savings opportunities

o Gas = 24% reduction in BTU / gallon

o Electricity = 17% reduction in KWhr/Gallon

o Water = 30% reduction in gallon/gallon usage

o Sewer = 48% reduction in Gallon/Gallon

2007 = 43% 2008 = 72% 2009 = 61% 2010 = 41% 2011 = 56% 2012 = 56% Accomplishments

• Developed and communicated strategy for Chief supply Chain Officer leveraging financial compression modeling tactics for the Dairy foods division. Strategy identified high-cost manufacturing locations within the Dairy Foods network including initiatives designed to compress manufacturing cost.

PEPSICO - Global leader in producing food, snack and beverage products 1998-2013 Plant Director (2006-2013) – Hot Fill Beverages (Gatorade, Propel, Tropicana)

• Senior operating executive with total responsibility for strategic planning, technology, employee capability development, and operations management of Gatorade, Propel, Tropicana, SOBE and Lipton products within a multi-business unit beverage processing facility.

• Lead a 1M sq. ft manufacturing facility with over 498 employees and 12 functional managers which include, Engineering, Maintenance, Finance, Operations, Quality, Environmental and Warehouse Managers as direct reports in a facility that produced and distributed 50 to 70 Million cases annually utilizing hot-fill, cold-fill, and aseptic-fill processing technology.

• Responsible for the financial management of an annual budget of over $300 million. Strong leadership in the area of establishing and building strategic alliances with vendors, suppliers, and key customers to reduce expenses and drive profitability. Accomplishments

• Delivered over $25 million in productivity savings over a 6-year period through the utilization of value stream mapping, cost / loss tracking and Total Productive Manufacturing (TPM) Techniques.

• Reduced packaging loss by 82% and overall ingredient loss by over 15%.

• Implemented aggressive plans to achieve resource conservation goals ahead of plan in response of 2007 Georgia drought.

•

• Reduced OIR incident rates by double digits since 2006 (06 Baseline year = 2.8 OIR)

• Reduced consumer complaints by 32% (currently trending at 1.32 complaints per million bottles produced)

• Annual AIB 6-year average = 945

Senior Supply Chain Operations Manager (2004-2006) – Cereal Food Products (Manufacturing and Supply Chain Management)

• Managed operations of a RTEC (Ready to Eat Cereals) and shipping organization that produced hot and cold cereal food products utilizing high- and low-pressure extrusion processing systems.

• Lead 4 department managers and a 350-employee team led to deliver key metrics in the area of cost management, quality control, safety, and delivery within a union facility with over 1,000 employees including deployment of TPM throughout the operation. Accomplishments

• Improved warehouse efficiency by 50% and reduced labor cost by 30% by utilizing process optimization and time study analysis techniques.

• Reduced Occupational Incident Rate (OIR) by 28% in two years East Region TPM Senior Manager (2000–2004) – Hot Fill Beverages (Gatorade, Propel)

• Developed and implemented strategy to facility leadership across 8 production facilities touching over 2,000 employees and site leaders.

• Managed the execution of Phase 0 thru 3 TPM implementation across the East Region Hot Fill Supply Chain for the Maintenance Pillar and implemented balance of TPM pillar activities for total Hot Fill Supply Chain Accomplishments

• Implemented Work Point Analysis pilot and training modules for multi site rollout

• Delivered 100% TEI within year one of roll - out of TPM systems across 8 facilities

• Facility losses reduced by 50%, Used Rapid Changeover (RCO) tools to improve changeovers by over 75%

• Delivered 75% reduction in Quality defects, exceeded 85% of projects delivering to plan through use of early management pillar tools.

PREVIOUS EXPERIENCE

THE QUAKER OATS COMPANY / Food & Beverages (FMCPG) – Department Manager-Hotfill (1998 – 2000) HARMON MOTIVE INCORPORATED / Tire 1 Transducer Supplier to Automotive Industry - Operations Area Manager (1996-1998) SONY CORPORATION / Digital Media Manufacturing - Disc Replication Manager (1991-1996) ROCCO TURKEYS INCORPORATED / Meat Processing - Production Supervisor / Planning Manager (1989-1991) EDUCATION

Bachelor of Science Degree in Manufacturing Systems Technology North Carolina Agricultural and Technical State University Select Key Achievements

TPM concepts delivered 12%

improvement and a 9-point

efficiency improvement in

packaging operation True Efficiency

improved from 65% to 74%

●

Improved pounds processed by 35%

and pounds packaged by over 20%

Select Key Achievements

Minor stops reduced by over 75%,

Breakdowns reduced by 70%,

Maintenance cost reduced by 28%

●

OIR improved by over 70%

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