Peter H. Harren

*** ***** **** **. ** 815-***-****, CL 815-***-****

Crystal Lake, IL adyrto@r.postjobfree.com

SUMMARY

All-around executive with background in building systems to promote better markets, logistics, supply chain, strategic sourcing, production, associate leadership, stewardship of Global/ US distribution.

Key areas impacted include:

1. Global Negotiation skills: Accomplished in negotiation techniques with OSHA, DOT, CFR, EPA, NMFC, customs, vendors

2. Strong knowledge of vendors in industrial, steel, electrical, chemical, consumer commodities.

3. Worked with Oracle, SAP, Epicor systems.

4. Methodologically help grow regulated businesses, major chemicals (grew over 200% through negotiated cost/ regulatory processes), petroleum (39% profit on business plan I created), solvents (collection station program rescued costs over 40%).

5. Cost Modeling: Used with transportation, inventory control, international costing, NAFTA applications, retail redeployment, retail and industrial market repositioning and more.

6. Used SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis for client markets.

PROFESSIONAL EXPERIENCE

GLOBAL TRADE Partners.Biz 2009-Current

4PL firm with client projects in purchasing, supply chain, industrial markets, improved market reach

• Clients include Praxair, CBI, Enbridge, Consumer Goods firms, Wisconsin manufacturers

• Leadership: Dealt with investors, companies $200M-$3B, startups. Health markets, business plans, chemicals, manufacturers, consumer goods, regulated products, railroads.

• Supply Chain: Purchasing, transportation, ordering, inventory, import-export, financial

• ERP: Financial data, mfg. requirements, purchasing parameters, transport rate baselines

• Process/E-Com: E-Commerce ordering in China, SAP, GPS, Epicor systems, UPS-FDX manifest

DIRECTOR, CLIENT SUPPLY CHAIN/LOGISTICS, managing and collaborating processes/systems for purchasing, production, inventory, logistics, international markets.

1. Strategy leading and team building. Dealt with procurement/logistics/dissemble of building products destined to construction site. Through closer management of inventory and logistics, savings of over $4M (on budget of $22M) were realized.

2. Executive direction. Managed the interplay of 4 KS plants in the supply chain of coolant destined to markets in China and Europe. Result: 18% savings and 24% faster delivery.

3. Strategy to build a better market. With pipe supply firm to improve backhauls for their fleet, participate in online dispatch, and reduce transportation costs. Result: Savings over 20%, with shared savings program promoted. Worked with 3rd logistics firms, carrier online sites

4. Electronics Client. Merged domestic operations and distribution to single Chicago area hub. High level of focus on global business, with revision of transportation methods and purchase terms. Result: Sales improved 8%, enlarging their negotiable economies of scale. Worked with 3rd firms, ocean container tracking.

5. Formulated performance plans in working with a bulk carrier to increase the chemical hauls with GPS systems: Result: Improved business reach by at least 20%

MAT HOLDINGS INC 2008-2009

$800M distributor to the big box retail industry

• Suppliers: Over 700 vendors, 10 DC's, over 4,000 big box retail stores, Transplace.

• Customers include Home Depot, Lowes, Menard, Sears, Dana

• Leadership: Forensic cost parameters, retail service standards, collaborative transport agreements, regulatory agreements, retail agreements

• Supply Chain: Purchasing, transportation, rail, import, inventory, distribution

• ERP: Accounting data, purchasing data, engineering specs, transport costing definitions.

• Process/E-Com: SAP modules, online rates/pricing, re-definition of urban logistics

CORPORATE TRANSPORTATION MANAGER, managing logistics, system impacts, transportation, segments of inventory control, purchasing, customs.

1. SOP Collaborative partnerships with transport providers. Conceived and established a baseline cost design to improve logistical cost & service metrics, as demanded by big box retailers. Result: Setup scalable logistics on SAP base, with 42% savings. Utilized transportation, distribution, accounting modules on SAP system, with carrier and 3rd logistics systems.

2. Mfg., Engineering Reverse logistics through collaborative relationships. Turned around a challenging $230M air compressor returns market through regional pricing strategy, Result: Savings > 35%. Worked with SAP, UPS and FedEx online systems.

3. Redesign 3PL integration. Merged current locations with those of acquired firms. Instilled the need to coordinate logistics on a regional level. Led the way in organizing transportation service layout for each facility. Result: Overall cost savings of 27%. Worked with carrier and 3rd party online systems

4. Redesign Meas. System utilizing SAP. Setup an effective performance standard with Accounting through development of a quicker invoice clearing method. Result: Bill clearance time reduced by over 15%

5. Merged distribution and logistics components of companies acquired by business services firm. Via rail/intermodal. Result: reduced supply chain costs by over 23% through combined operations.

6. Planning: Coordinated and managed air emissions credits and driver certification programs via port of LA/Long Beach. Involved online container tracking, availability.

7. Setup import container clearance and relay system between port of Oakland and Reno DC. Result: Reduced time over 10% and cost 18%

GT-Allied 2002-2008

Partnership with client projects in purchasing, supply chain, industrial markets, sales expansion

• Clients include Wellgrow, BSI, Zim, Steel Inc,

• Leadership: Resurrected lagging markets, steel shipper/rail agreement, customs agreements

• Supply Chain; Transportation, Carrier direction, ordering, associate management

• ERP: Ordering equipment/inventory, accounting data, customer guidelines, mfg. tenets.

• Process/E-Com: Online inventory, business scorecards, Epicor inventory systems, Vanguard

VP, CLIENT SUPPLY CHAIN/LOGISTICS, managed processes, systems, supply chain functions, purchasing, inventory,

1. MFG. Increased a client Canadian steel coil export market through strategic carrier and shipper agreements. Grew the business at rate from 7 containers/month to 27.

2. Vessel/intermodal. Established high level of focus on quicker steel availability to customers. Setup forward customs clearance/ACN/delivery with select US Brokers. Result: Reduced logistics time, 17 to 14 days. Worked with CBI customs, carrier online interchange,

3. Acct mgmt Financial Management: Instituted procedures dealing with marine containers removed from active inventory, through several outlets for reuse. Result: Inventory in total float was reduced from over 2200 units to under 1400 units in 3 months. Worked with lessor’s online container inventory statuses

4. Inventory: systematized container depots, deploying equipment with special pools for food, steel, special markets. Reduce average provisioning from 6 to 2 days. Worked with container depot inventories, online systems, carrier websites

5. Engineered Loading: Originated a rail process to reload imported steel coils intermodally from Houston to LA, including freight securement methods. Reduced freight cost over 7% and transit time over 15%

6. Acct mgmt: Production support. Modular solution helped Midwest manufacturer gain business. Result: Over 10% on repeat business through use of a 4PL operation. Purchasing and engineering personnel did not have to deal with logistical matters. Worked with 3PL carriers and their systems.

FOLLETT LIBRARY RESOURCES 1998-2002

$1.5B Book Distributor (largest in US) for primary and secondary school market

• Suppliers: Over 500 vendors, including Random, House, Penguin, Harcourt Brace

• Leadership: Established a shift performance standard with accounting, 190 assc., 440M sqft DC

• Supply Chain: Distribution, transportation, cust. Serv, associate mgmt, international.

• ERP: Inventory requirements, ordering data, Rockwell requirements, purchasing

• Process/E-Com: OSHA standards, Oracle WMS, Rockwell location system, Online Cust.Serv.

PRODUCTION MGR, managing up to 190 associates, Oracle systems, productivities

1. Improved Labor productivity. On new 2nd shift, support by new production report mentored many people of 190-member force. Result: Outproduced 1st shift by 16%/person in 4 mos.

2. Organized Oracle WMS usage upgrade. New Expedite position to track urgent/customer orders, utilizing benefits of Oracle WMS. Result: Increased nightly revenue output from $600k to $1.1M+ Utilized tools on Oracle system, worked with systems analysts regarding better usage with scan guns, on floor address systems, routine scanning/entry on associate handling of packages

3. Kanban: shortened inventory time through reorganized Rockwell material receipt process from over 80 vendors. Result: Entry time was reduced by over 70%

4. Shipping operations. Employed standardized processes on Oracle WMS to reduce product congestion. Result: Through floor identified staging, large shipment surge clearance decreased from 125+ hrs. to u/ 60.

5. ERP. Improved nightly revenues for distributor shipments, from $600,000 to $1 million, after instituting an expedite position which scans all plant/warehouse functions (5700 orders daily) for order completion. Result: Improved order turnaround from 80 to 21 days

6. Redesign. Established balanced scorecard improve customer order clearance reduced inventory in process, utilizing 6 sigma-related procedures: Result: 72 to 56 hours, nightly improvement over 80%

7. Improved Labor productivity, through team approach. Starting on new 2nd shift, mentored many people of 170-member force. Result: Outproduced 1st shift by 16%/person in 4 mos.

8. Managed on-hand inventory of over 3 million books, of at least 80,000 titles

GLI INC. 1995-1998 3PL firm with client projects in sourcing, transportation, special commodities, int’l logistics (Closed 1998)

• Vendors dealt and negotiated include Westinghouse, Wesco, ABB, GE, Zurn, Aerovent. Sargent & Lundy, Pendaflex.

• Leadership: Dealt w/ clients $100M-$2B, Led America's 5th largest exporter, 2 plant constr.

• Supply Chain: Transportation, inventory, distribution, purchasing.

• ERP: Materials ordering, accounting data, purchasing requirements, transport requirements...

• Process/E-Com: Engineering Primavera system, Client Peoplesoft ordering/logistics system.

CLIENT OPERATIONS/LOGISTICS MANAGER, managing sectors on sourcing, purchasing, transportation, inventory control, international trade

1. Established network model to align purchase costs to China: Roadmap with vendors on $600M client project. Result: Scheduling/ costing negotiations with over 70 vendors reduced markup on logis/admin cost from 1.27 avg x product cost to 1.12. Utilized Primavera system. Made logistics recommendations regarding Construction segment delivery, from vendor to site.

2. CHINA: Directed the 5th largest exporter’s supply chain from the US. Directed activities and meetings among 3-member company consortium.

3. Cost control on rail, intermodal, ocean cargo destined to Dalian: Conducted collaborative negotiations. Result: $12Mill freight savings of total $600M overseas construction project.

4. Houston rail/ocean terminal process area for major plant project in China. Result: The time per order segment process was reduced by over 19%. Utilized Railinc, rail carrier systems

5. Hazmat: With rail/intermodal reduced cost per mile from over 5.10 to under 1.80/mile moving hazardous wastes from CA to TX. Result Sales improved over 28%. Utilized rail and truck online systems

6. Redistricting a Canadian office market, led to 17% savings on logistics costs and 2-day reduction on total inventory float.

EDUCATION

1. MBA Webster University

2. Six Sigma certification, Southern

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