James R Barnes

*** ****** **. ************, ** **233

Phone: 903-***-**** Email: adswry@r.postjobfree.com

OBJECTIVE

To mentor, lead and inspire those around me to exceed the expectations of the corporation that employs me while holding myself accountable to my core beliefs of honesty, integrity and a drive to continuously improve.

AREA OF EXPERTISE

●Plant Audit

AIB, BRC, SQF

●Food Safety

GMP

Allergen

Food Security

FIFO

●Warehouse Management

KPI tracking and reporting

SAP, AS400, QAD

OSHA Certification for Forklifts

CHEP & PECO System

●Continuous Improvement

TPM & Lean Management

ISO, VAUD

Six Sigma

Kaizen Event Leadership Experience

●DOT

●Completion of APICS Certification

●KRONOS Red Prairie

PROFESSIONAL EXPERIENCE

Treehouse Foods, Warehouse Platform Manager June 2018 to Present

Ideated, presented and implemented supply chain optimization initiative to close 2 distribution centers into 1 refrigerated distribution center and eliminate 40 storage trailers in Dallas, Texas to save 1.5 M in costs in 2021/2022.

Representing the logistics team as a part of the automation committee leading initiatives for AGVs, voice pick and high-density shuttle racks.

Ideated, presented and implemented a distribution center in the TreeHouse Freezer Canadian supply chain saving 2.5M in costs in 2021/2022

Ideated, presented and implemented supply chain optimization initiative to close 4 distribution centers into 1 ambient distribution center in Canada to save 3 M in costs in 2021/2022.

Presented a supply chain optimization project for the Frozen network to save 1.4M

Led Continuous Improvement initiatives at 3 locations improving efficiencies, developing 3 facility leaders and 6 supervisors.

Led Supply chain optimization discussions for the Refrigerated/Frozen dough networks in Canada with Versacold Refrigeration team.

Facilitated change in the Refrigerated Dough Network leading to transportation and warehousing costs in the Dallas Market.

Implemented warehouse and transportation location changes with a cross-functional team in the Canadian market which has led to improved service and decreased costs in the network.

Attained leadership of the refrigerated and frozen warehouses for Treehouse along with the third-party logistics warehouses as well.

Implemented a turn around strategy in Ogden, Utah warehouse to improve service levels, on time delivery status and decrease inventory levels by 30%.

Responsible for budgets, inventory levels, and customer service levels for 13 3PL warehouses and 10 plant warehouses.

Negotiated contracts with 3rd party warehouse and transportation carriers.

Led a team that is implementing supply chain optimization for the North American Refrigerated Supply Chain.

Treehouse Foods, Supply Chain Manager February 2016 to June 2018

Responsible for an 11-person leadership and admin supply chain team, 55 warehouse associates, 3-yard hostlers in the biggest distribution point in the refrigerated dough supply chain that ships over 150 million pounds annually.

Led a team which has increased case pick productivity from 450 CPMH to 600 CPMH by leveraging improved inventory accuracy, updated WMS capabilities and improved pick density through an updated warehouse design. These modifications have decreased overtime expenses by 20 percent year over year.

Negotiated a 3rd party warehousing contract to secure outside storage for the Carrollton facility for the next 3 years. The contract is going to save the Carrollton 400,000 annually in trailer storage expense while allowing the facility to exceed customer service expectations of 98.2 percent fill rate which currently is tracking at 99.0 percent year to date.

Initiated a forklift safety program which focuses on visual keys to improve forklift driver safety. The FLOS are currently tracking at 0 lost time accidents year to date and are down 40 percent in property damage dollars year over year.

Sourced a new propane vendor and diesel vendor which is going to lead to a savings of 70K in 2018.

Initiated improvements to the WMS programming team used at Carrollton to decrease losses associated with rotation of product by 110,000 dollars year over year.

Adapted the use of the WMS process to receive raw ingredients and packaging to decrease overuse by a potential of 5%.

ConAgra Foods, Distribution Manager February 2013 to February 2016

Led a Kaizen Event to improve the customer service fill rate for 2013 which resulted in an improvement of over 1 percent and an additional 2 million dollars in sales for 2013.

Added an additional 3 hourly associates to decrease overtime by 250,000.00 year over year.

Performed a time study to increase productivity by 10% on production runners and drive a 5 percent decrease in overtime year over year

Developed a KPI scorecard that is tracked by the supply chain team and used to improve performance in overtime, case fill rate, labor efficiency, safety and on time delivery.

Mentored supervisors to improve frontline leadership team.

Interim Operations Manager February 2015 thru November 2015

Sequenced the scheduling of all production lines to minimize changeovers and downtime associated with sanitizing the production lines due to allergen contamination resulting in 8 % less down time on the top 3 volume lines.

Led a simple root cause analysis on jumbo biscuit line to improve the mixing process for more consistent dough texture and drive down overage by 10 percent.

Developed 3 production supervisor to improve the leadership team’s ability to meet service KPI’s regarding yield and schedule adherence.

Facilitated a team focused on the efficiency of the 2-inch biscuit line. Over a 3 month period we addressed the mechanical short falls of the line, adjusted some programming and trained the operators to control the speed of the line properly to gain an increase in efficiency of 12 %.

Improved the efficiency of the pie line by over 40 % by developing 2 new operators for the line and addressing mechanical issues on the line over a 6-month period.

Penske Logistics, Operations Manager January 2012 to February 2013

Improved Cases Per Man Hour performance in 2 Regional Distribution Centers which led to a decrease in Cost per Case shipped of 10%.

Mentored 12 person leadership at 2 Regional Distribution Centers to exceed the needs of customers and improve the profitability of each Distribution Center by 12%.

Best Brand Foods, Logistics Manager March 2010 to January 2012

Managed a 470,000-sq. ft. of warehouse, 55 warehousemen, 30 truck drivers, 3 managers and supervisors report directly to me. Budgeted for 94 million in sales.

Implemented FIFO strategies to decrease waste of raw materials by 5 percent year over year.

Designed and Implemented Quality Assurance Program and assumed role of Food Security Coordinator to drive a 10 percent improvement in FDA scores in the plant.

Implemented more stringent GMP policies and increased cross training of Logistics employees to improve scores on customer audits by 20%.

Appointed plant food safety team leader to drive culture improvements in food safety. The development of a cross functional team drove 10 percent improvement in the plant’s BRC scores year over year.

Developed a cross functional team to prepare for an AIB audit which netted a 900 score in the plants AIB score.

Assumed BRC team inspection leader role and passed 2 consecutive BRCs with a score of B.

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Sears Distribution, Department Manager October 2009 to March 2010

Developed quality program for Non-Conveyable order pickers to increase accuracy in shipments by 15 percent.

Improved Production by 12% over 2008 production numbers driving down overtime by 12 percent.

DSC LOGISTICS, Operations Manager 2007-2009

Led Operations for a 725,000 sq. ft. distribution center with a leadership team which consisted of 4 LM1s and 8 supervisors. Approximately 22 customers in Roanoke location representing 85 million in sales.

Managed the inbound and Specialty Accounts operations developing consistency in communications, procedures, and new door optimization program to improve efficiency by 11 % against budget.

Transitioned to Operations Manager for Customer Service, Inventory Control, Shipping and Receiving Office, and Re-packing Area in June of 07.

Integrated the offices with better communication, cross training, and developing supervisors to increase revenues by 200,000 dollars year over year.

Implemented new cycle counting procedures, developed new shipping and receiving procedures, re-established customer faith in all inventory procedures, and strengthened communication lines between customer and DSC Logistics that improved customer service ratings with major customers from good to excellent.

Prepared the facility for AIB audits during the 2 years I was at the facility. Scores were over 900 each year.

Wal-Mart Stores Inc. 1993 - 2007

Functional Area Manager, Wal-Mart Distribution Center Sanger, TX 2005-2007

Developed all production standards for non-conveyable order filling department to save 8 percent in labor expenses year over year.

Mentored 4 area managers to improve the efficiency of associates in case order filling by 10 percent to budget.

Successfully implemented Vo-collect order filling process to decrease labor cost by 12 percent, improve pick accuracy by 15 percent and decrease lost time accident cost by 15 percent to budget.

Enhanced WMS systems while upgrading our shipping discrepancy reports to improve shipment accuracy by 12 percent.

Wal-Mart Distribution Center, Area Manager Sanger, TX. 2002-2005

Managed 18 associates who order fill using a voice system for put order filling

Ensured all quality, production, and safety goals were met in this area

Remained accident free for 2 years within this department.

Developed, designed, and coordinated safety plans for entire shipping area, and retention plans for shipping area to lead to decrease safety expense by 8 percent and decrease turnover by 12 percent year over year.

Received DOT training, Six Sigma training, and ISO training

Store Manager, Wal-Mart Supercenter Commerce, TX 1999-2002

Had the two most successful inventories in store’s history

Recognized as the best training store in Region

Honored as best store for accident reduction in one year

Successfully promoted six members of management

Co-Manager McKinney, TX. 1998 – 1999

Promoted 3 hourly associates to salaried managers

Increased sales by 8% and profit by 10%

Decreased operating expenses by 1.5%.

Store Manager Gainesville, TX. 1996-1998

Generated 8 % or better profit for 2 years running

Prepared budgets, analyzed profit and loss statements

Mentored new store managers in Ft. Worth market.

Store Manager Humble, TX. 1995 – 1996

Made sales honor roll for division for 5 weeks consecutively.

Generated 14% sales increase for year

Improved profitability of store by 18 per cent

EDUCATION

Bachelor of Science Degree with a major in Business from College of the Ozarks, 1987

References Available Upon Request:

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