Supply Chain Distribution Center

PERRY L. FACCENDA

*** ****** ******* ****, *******, PA 18966 • 215-***-**** • *************@*******.*** • linkedin.com/in/perry-faccenda-67bb328/ SR. DIRECTOR SUPPLY CHAIN OPERATIONS DISTRIBUTION CENTER TRANSPORTATION LOGISTICS

• Global Operations Executive Leadership • Full P&L Budget Cost Control Management • Multi-Site Operations Management

• Enterprise Supply Chain Strategies • Sr Leader & Team Management Development • End-to-End Supply Chain Leadership

• KPIs/Metrics - Dashboards Scorecards • Warehouse Distribution Center Management • B2B B2C eCommerce Distribution

• Domestic International Transportation • Continuous Improvement Lean Manufacturing • Union Contract Negotiations

• EHS Regulatory Compliance • 3PL Dedicated Services Contract Carriers • Business Process Optimization PROFESSIONAL EXPERIENCE

CRC INDUSTRIES Manufacturer and distributor of industrial chemicals for maintenance and repair of equipment Director of Supply Chain 03/2023-Present

• Responsible for the development and management of the supply chain strategy for a $250M global manufacturing and supplier of specialty chemical products and formulations for the automotive, marine, heavy truck, hardware, electrical, industrial, and aviation industries, including key customers Grainger, Walmart, Home Depot, AutoZone, Fastenal, NAPA, Ace Hardware, Lowes, Orgill Distribution, and Home Depot.

• Develop and execute the supply chain strategy transforming a fragmented supply chain the organization to a globally integrated manufacturing and distribution network across 5 North American locations in the US, Canada, and Mexico and multiple 3PL/tolling sites accountable for the $15M freight budget and $12M OpEx/CapEx budget.

• Direct a 7-member leadership team and 117 employees across multiple departments, including supply chain, inventory control, procurement, warehouse, logistics, and Canada/Mexico operations exceeding corporate safety, quality, and service goals.

• Accountable for the $133M in procurement spend, guiding and advising the Procurement Manager on procuring all chemicals and ingredients for production and co- manufacturing, including negotiating contracts, pricing, volumes, and vendors.

• Develop and implement procedural standardization, using best-demonstrated practices, with operations across manufacturing sites and off-site distribution centers, and direct SOP development, training, implementation, and optimization of a new transportation management system to optimize shipping, receiving and customer service.

• Responsible for planning the production and capacities for multiple locations, including all associated inventory/warehousing and logistics activities to distribute sustainably sourced chemicals/resins globally, achieving success through proactive, collaborative interaction with key personnel, including order fulfillment, materials management, and other supply chain leadership.

• Lead efforts to leverage the ERP system for inventory, warehousing, and planning processes improving inventory accuracy while driving production schedule goals.

• Reduce raw material and finished goods costs by building inventory targets and modeling processes involving tiering strategies, maximizing performing inventories and reducing slow-moving and obsolete products.

• Eliminate finished goods and raw material inventory by restructuring purchase processes, improving plant scheduling efficiencies, reducing changeovers, and liquidating obsolete inventory.

• Negotiate and manage 3PL vendor contracts and relationships, including Jillamy, Mode, NFI, Reichiem and Traffix, packaging suppliers including Crown Packaging and Sunoco, and co-packers including Westlake, Aerofil Technology, and Aervoe Industries.

• Accountable for transportation compliance program, guiding team on EH&S practices, and ensuring compliance with hazardous material, DOT, and OSHA regulations.

Director of Warehouse 02/2022-03/2023

• Responsible for creating and executing the turnaround of the company’s warehouse, distribution, and transportation departments creating structured processes and systems, cost controls, and a formal Covid-19 recovery plan to optimize the overall business services and increase overall profitability.

• Supervised a 64-employee team, including 2 Managers, responsible for employee development and implementation of team performance goals in managing inventory, optimizing warehouse operations, and standardizing work processes across the 500K sq. ft. operation with accountability for the $15M OpEx and CapEx budgets.

• Accountable for the B2B and e-commerce distribution of chemical products (1,250+ SKUs) throughout the US through multiple modes of transportation, including LTL, intermodal, truckload, small parcel, tankers, and international containers.

• Managed 3PL warehouse SLA agreements, including OTIF, throughput costs, ERP implementation and training, inventory control, transloading consolidations, and purchase order management.

• Developed Key Performance Indicators (KPIs) to measure the efficiency of the operations, including cycle count accuracy, fill rate, returned shipments, customer issues, and operational safety matters.

• Directed and controlled various programs, initiatives, and lean tools essential to manufacturing and supply chain excellence, including 5S, Lead Time, OEE, Planned Maintenance, Process Mapping, Regression Analysis, and Root Cause Analysis. Key Achievements

Improved OTIF levels from 48% to 90%

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Reduced domestic inbound costs by 5%

●

Created a companywide departmental

auditing p reducing non-compliance

activities by 20%

●

Improved inventory accuracy

from 89% to 98%

Key Achievements

Championed $2M in cost savings across

warehouse, distribution, and transportation

●

Optimized productivity and throughput

growing shipments from 10K to 30K a day

●

Delivered cost savings by reducing overtime

by 50%, including reducing operations

back to a 5-day work week

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Increased On Time Delivery from 48% to

92% in 18 months

• Implemented safety programs resulting in reduced injuries, reduced waste generation, and improved OSHA compliance.

• Established, maintained, and improved operational procedures for the shipping and receiving of chemicals, including import and export resulting in the highest degree of accuracy, neatness and conformance with all local, state, and federal regulations, including DOT and hazardous materials.

• Eliminated cost and processing time by establishing an in-house HAZMAT Shipping Program and training personnel on requirements to ship hazardous products.

• Established Standard Operating Procedures, Work Instructions, Work Stations and Process Flow Charts. Improved operational efficiencies and reduced staffing model by 7%.

• Achieved LTL freight cost reduction above 5% annually by implementing FAK pricing and the SMC.

• Reduced costs by more than 5% per year with new parcel and TL carrier, contracts and process savings. BARRETTE OUTDOOR LIVING Manufacturer of fencing, railing, decking and complementary outdoor products Director of Transportation 2018-2022

• Managed all transportation and logistics functions with a $100M budget and strategic accountability for 9 operating buildings producing over 200K LTL shipments and 30K full truckloads with a fleet of 62 tractors, 200 trailers, flatbeds, and boxed trucks throughout North America.

• Developed and coached a direct team of 11 Regional Managers, 90 employees within two operations, and 82 private fleet drivers responsible for national transportation's success, optimizing routes and delivery sequences and improving customer on-time deliveries.

• Spearheaded continuous improvement of processes and systems, improving orders fill rate, VMI, logistics cost reduction, service improvement initiatives, minimizing operating costs, decreasing transit times, reducing cycle count, and reducing vendor pricing and costs.

• Developed relationships with national/regional, 3PL, and LTL contract carriers to deliver goods to chain distribution centers, retail stores, and independent dealers.

• Determined and sourced applicable TMS software, ensuring all transportation in and out of the distribution centers meet business needs in cost, reliability, and efficiency.

• Worked with key business partners to ensure effective management, timely solutions and Procurement and Supply Planning teams to provide supply chain execution.

• Reduced and maintained transportation rates in the volatile environment using data analysis, negotiation, reviewing with customers to boost customer orders, and conference calls with customers to improve the relationship.

• Researched and implemented SAP system integration upgrades and key logistics tool/data development. READINGTON FARMS (a division of Wakefern) Processor of private label fluid milk, water, orange juice, iced teas, and drinks Distribution Center Manager 2016-2018

• Developed and executed strategic and operational goals of a high volume, refrigerated, Direct Store Delivery (DSD) distribution facility with accountability for an operating budget of $25M and successful warehousing and distribution of dairy products to over 500 stores covering a nine-state territory in the Northeast.

• Supervised and coached a team of 4 Managers and 120 indirect union and non-union employees, including drivers and plant employees, developing monthly key performance indicators and training to increase overall productivity and exceed metrics expectations.

• Responsible for in-house and contracted 3rd party drivers, and maintained a fleet of 75 tractors, and 250 refrigerated trailers, delivering to 500 shop-rite/price-rite stores through 65 daily routes.

• Led collaborative negotiations with brokers, suppliers, retailers, and key functional department heads to enhance cost savings with fuel, equipment maintenance, and overall delivery goals.

• Responsible for Inbound scheduling and coordination of common carrier deliveries, drops, backhauls, and third-party pickups for the distribution center.

• Wrote, reviewed, and approved Standard Operating Procedures to ensure compliance with all DOT and FMCA rules and regulations.

• Spearheaded the development and implementation of a new Electronic Logs system, which allowed for paperless invoicing and real-time inventory controls at the site level.

JERSEY PAPER PLUS Distributor of paper, packaging, plastics, disposables and janitorial supplies Director of Operations 2014-2016

• Championed by the company to help a struggling $50M janitorial supplies company overseeing the overall supervision and performance of directing the 200K sq feet warehouse and distribution operation's daily activities, leading to a significant turnaround and increasing revenue to over $70M.

• Directed the efforts of 7 direct managerial reports and indirectly 95 operations, transportation, and driver employees work closely with inventory control, operations, and distribution personnel to train and optimize tracking systems to monitor and exceed performance metrics.

• Monitored the day-to-day computerized routing of trucks for local distribution averaging 18-20 stops per truck to ensure on-time delivery and exceeded customer relationship/service expectations.

• Streamlined warehousing processes and implemented GPS across the fleet and for its 100 drivers. Key Achievements

Reduced LTL spend $1.7M by

consolidating shipments to the fleet

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Contracted with Intermodal/rail carriers

saving $750K annually

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Drive automated initiatives to optimize

trailer loads to 90% plus

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Deployed initiatives improving on-time

delivery (OTIF) by 10%

Key Achievements

Increased employee retention and

decreased turnover by 25%

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Improved and optimized trailer load rate

from 65% to 90% within 6 months

Key Achievement

Improved cases per hour by 150 through

an upgrade of obsolete reporting

and control systems

PNY TECHNOLOGIES Memory and graphics technology company and manufacturer of computer peripherals Warehouse Operations Manager 2009-2014

• Led the start-up warehouse and distribution operations for a 500K sq. ft. ISO9000 certified automated facility with 4 direct reports and 55 indirect reports distributing for a $1B manufacturer and distributor of electronic products.

• Managed all shipping and receiving functions to ensure efficient operations that effectively addressed sales, warehouse, distribution center sales orders, and inventory goals.

• Coordinated all inbound and outbound logistics to ensure proper routing, adequate service levels, and cost-effective rates.

• Ensured facility complies with DOT, OSHA, and company policies and procedures.

• Designed and managed pick-to-light direct-to-store pick module, full case scans and sort system to support LTL Distribution pick module, multi-level wave picking and 18 sorting lanes.

• Established the routing process of the picked product through conveyors and checked accuracy using an in-motion check weigh scale.

• Set order levels for the MRP system and forecast for incoming inventory supply levels.

• Developed relationships with vendors, customers, and carriers to ensure efficient inbound and outbound product movement.

• Directed the development of relationships with inventory analysts at our National Retail partners, Best Buy, Wal-Mart, Circuit City, Staples, Fry's, Sears, and Kmart. Solidified the forecasting process. LASAR LOGISTICS 3PL logistic firm that provides warehousing, distribution and storage services Director of Operations 2008-2009

• Managed three 3PL warehouse/distribution facilities encompassing 900K sq. ft. to efficiently process same-day all orders (40-150 FTL outbound per day), handling 24-hour dock stock (up to 65 20' and 40' containers daily) and leading a team of 2 direct managers and 135 indirect employees.

• Accountable for inventory control, cycle counting, and reconciliation in a multiproduct environment requiring lot control and strict FIFO disciplines.

• Facilitated acquisition of a new 250K sq. ft. distribution center. Built pick line processes and vendor network and oversaw start-up operations.

• Provided third-party logistics to over 35 customers from the food, garment, and automotive industries, including working with customers including Preston, Red Gold, Real Coco, Libby's, Port Royal, Wakefern, and Metro Wholesale. CHURCH & DWIGHT INC Manufacturer and distributor of personal care, household and specialty consumer products Operations Manager 1996-2008

• Directed a team of 250 culturally diverse employees in several facilities for all East Coast warehouse and distribution operations, including all traffic coordination, transportation methods, and finished goods inventory.

• Developed and managed a $16M budget and full P&L and analyzed expenditure, financial, and operations reports to determine requirements for increasing profits.

• Implemented cycle count procedures of finished goods enabling 7 facilities across the US to discontinue yearly physical inventory with new processes.

• Supervised investigations into causes of customer and shipper complaints relating to the operations department increasing service level order fill rate by 23% to attain a 99% fill rate, and received awards and mentions from customers such as Bed Bath and Beyond

(case ASN customer), Wal-Mart, Target, and others due to outstanding improvements.

• Spearheaded implementation of WMS system in 1.2M square foot facility, lowering costs over $500k. EDUCATION / CERTIFICATIONS / TRAINING

Landscape Degree Program Temple University

Liberal Arts – Business Degree Program Bucks County Community College Zenger Miller– Certified Facilitator • ISO 6000 Certification • Rutgers Management Leadership Program • Lean / Six Sigma Formal Training TECHNICAL COMPETENCIES

Adobe Acrobat & Photoshop ADP AS/400 ASN Concur Cornerstone Crystal Reports Data Warehouse DSI /Orbcomm EDI ELDs Epicor GoToMeeting Kronos Macola Manugistics McCleod Microsoft Dynamics MS Office Suite MS Teams Oasis Omnitracs Oracle Ortec Paychex PC Miler PeopleNet PeopleSoft Qualcomm RFID Roadnet SAP SharePoint Smart Fleet Swiss Log TWS Truck Stops Wave Management WMS Zoom

Key Achievements

Slashed disposable storage product

expenses by $500K and generated

additional monthly savings of $100K for

high-volume shipments

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Aggressively pursued and renegotiated over

$20K in monthly savings on pallet costs

Key Achievement

Customized CMS and developed SKU

management training modules decreasing

order inaccuracies by 45%

Key Achievements

Instrumental in redesigning case pick lines

of over 800 SKU's resulting in a 35% case

pick increase per employee

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Maintained an inventory accuracy rate of

99.8% of 70K pallets valued at $45M+

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