JOE EZARD

** ******** ********, ** #* Lindsay, ON K9V 4R6 705-***-**** Email: gfpsg8@r.postjobfree.com

CAREER SUMMARY

Proactive, results oriented Logistics/Warehouse/Transportation Manager with extensive experience in 4PL “Lean” automotive OEM, 3PL operations, Tier 1/ 2 suppliers, packaged consumer goods, packaged/bulk lubricants/coatings/chemicals and food manufacturing sectors. Demonstrated track record in developing, implementing, and managing change initiatives & processes to increase profitability, decrease costs, improve service levels, and build strong vendor relationships to achieve company goals and objectives. Resourceful, flexible, adaptable, energetic with a continuous improvement passion about business.

PROFESSIONAL EXPERIENCE

RYDER INTEGRATED LOGISTICS (Lead Logistics Provider for GM of Canada) Jan 2/96 – Jan 3/09

Logistics Manager, General Motors Canada account (2004 – 2009)

Tier II Manager, General Motors Canada account (1999 – 2004)

Plant Liaison Manager, General Motors Canada account (1996 – 1999)

J.I.T. Dedicated Contract Carriage (3/4PL) with annual Canadian sales of $350 million. Operational management communications link between GM & Ryder regarding major supplier/carrier/customer/warehouse issues. Supervised salaried staff of 41. Developed & managed annual GM budget of up to $130,000,000. Administered the JIT based automotive parts material flow process for 4 automotive assembly plants. Assisted GM/RIL in reducing the financial impact of unplanned problems created by their network of 400+ suppliers and carriers. Coordinated the implementation & management of RIL/GM Canada ISO programs/processes as an ISO 9001 Certified Internal Auditor. Ongoing common carrier (all modes) management regarding performance criteria (supplier pickups, customer deliveries, communications, routing issues, etc.). Negotiate 600 truckload per day rate agreements/contracts/spot buys. Track supplier, carrier & warehouse compliance to established operational and KPI’s. Administration of the traffic (i.e. claims, tracing, customs, expediting, etc.) material/parts tracking and CMR functions. Ongoing re-evaluation of entire process for continuous improvement efficiencies and cost reduction opportunities. Manage the entire vendor/supplier network that includes 7,500 individual parts/materials for the daily production of 3,650 automobiles. Hire/train Ryder GM in-plant staff.

• Senior management team participant that redesigned then implemented total new 4PL automotive parts and container return transportation matrix/process at 4 GM Canada plants reducing transportation expenses by $20 million, pre-production inventory from average of 18-36 hours to 3-8 hours (or $15 million) and $8 million in receiving labour expenses.

• Trained/managed GM Canada’s total network of domestic & international road, rail, air, freight forwarder, courier and ocean carriers.

• Created SOP’s/WI’s for new 3 & 4PL processes at 4 Canadian GM Plants and then trained Ryder in plant staff (41) meeting customer specified project timeframes.

• Assisted GM Canada in meeting annual inventory reduction targets as the on-site Ryder senior LLP manager.

• Managed/supervised Ryder plant staff at 4 locations that included 4 managers, 27 coordinators/supervisors/lead-hands & 9 clerical.

• Designed, implemented and trained Ryder & GM staff on new visual monitoring system to track the inbound flow of material’s, identify supplier/carrier/warehouse issues & assign contingency plans to lessen/eliminate impact to GM plant production schedules.

• Established and trained Ryder/GM staff on new carrier driver call-in process to advise Ryder in house teams of warehouse/supplier/carrier issues within 15 min. of occurrences that may affect production to initiate contingency plans and permanent corrective action procedures.

• Lean Manufacturing team member that successfully converted all GM supply chain processes (containerization, workstations, production, 3 PL transportation network, warehouse, etc.) both on time and on budget.

• Reduced supplier/vendor non-conformance performance by 6% re adoption of a GM mainframe corrective action program.

• Coordinated Ryder & GM ISO 9001 Canadian certification processes at 5 facilities and managed the documentation of processes, procedures, and training of Ryder GM account staff resulting in achievement of certification within specified timeframes.

• Reduced GM Canada’s transportation costs by $3 million annually through implementation of multi-modal carrier competitive bid process re all changes to transportation supply network. Also introduced annual competitive bid process for entire network.

• Increased GM Canada’s supplier/warehouse/carrier on time delivery performance rating from 93-99% by designing then modifying a new Delivery Performance PC based program to track all daily non-conformances. Participants are required to submit and implement immediate corrective action plans.

JOE EZARD Page 2

UNION GAS LTD. May/94 – Dec/95

Central Warehouse Project Consultant – Transportation, DC/Warehouse Design, Material Handling Systems

Bulk Commodities, Packaged Goods, Small Parts, and Appliance Distributor with annual sales of $1.1 billion. Responsible for: private truck fleet management and supervision; Common Carrier transportation negotiations for inbound & outbound materials; facilities management; mobile equipment specification; sourcing and purchasing; warehouse materials handling storage and retrieval systems; management of union and non-union distribution centre staff; budget development/administration of $4 million/year; employee training.

• Redesigned daily transportation matrix for 300 service vehicles through one new centralized distribution centre versus 6 regional facilities resulting in $300,000 in annualized freight savings.

• Reduced inventory values by 15% by establishing scheduled service routes for internal/external customers to reduce transit times.

• Designed and implemented new centralized distribution facility to replace 6 regional DC’s achieving $600,000 in savings.

• Realized savings of $260,000 in transportation expenses with implementation of new annual carrier tender/bid process.

• Wrote new policies and procedures for the operation of the new D.C. and coordinated/assisted in training of all personnel.

• Initiated new vender to end user transportation matrix that decreased transportation and warehouse handling costs by $250,000.

• Designed new RF carousel storage, handling & picking system for 2000 small parts that increased picking productivity by 400%.

• Adopted computerized Warehouse Management & Information System to increase manpower productivity and efficiency by 20-40%.

• Increased inventory accuracy by 200% with the introduction of a RF (radio frequency) based bar code warehouse stock location, parts picking and inventory control system.

• Planned and coordinated the consolidation of 6 regional warehouse inventories into one new centralized DC over a 3 day weekend with no impact to the normal service operations.

• Reduced average order cycle process times from order entry through assembly to shipping from 2 days to 6 hrs.

CASTROL CANADA INC. Jan/89 – Mar/94

Manager, Central Distribution (1992 – 1994)

Manager, Traffic & Warehousing (1989 – 1992)

Consumer/Packaged Goods & Bulk Manufacturing & Distribution with annual sales of $75 million. Responsibilities included: development and management of $5 million annual traffic, transportation and distribution budget; private packaged goods and tanker truck fleets; management of 2 unionized distribution centres including non-clerical personnel; all truck, rail, ocean and air transportation rate, route and contract negotiations; supervision of international import/export customs activities; regulatory compliance for all Federal and Provincial regulations (CVOR, TDG, WHMIS, Health & Safety, etc.); Materials Handling Systems.

• Reduced annual transportation expenses by $500,000 by implementing new tender process for domestic and Canada/US shipments

• Saved $100,000 annually in manpower and freight expenses with the design of a computer based freight audit, traffic management and accounting mainframe program.

• Revised the freight claim procedure and achieved 100% in freight claim settlements.

• Saved $150,000 annually in labour costs by developing detailed SOP’s/WI’s for a new D.C. enabling the elimination of line supervisors and lead hands.

• Managed startup of a new high-rise racked storage facility including developing procedures and training staff on time and budget.

• Reduced finished goods inventory audit process labour costs by 40% (eliminating 1 day) with new detailed procedures.

• Generate new Routing/Rate/Carrier Process Guide for use by Sales, Marketing, Warehouse and Finance Departments.

JOE EZARD Page 3

PPG CANADA INC. Jan/82 – Feb/89

Manager, Distribution & Transportation (1988 – 1989)

Manager, Distribution Services & Warehousing (1986 – 1988)

Manager, Distribution Services (1982 – 1986)

Consumer/Packaged Goods and Bulk Manufacturing & Distribution with annual sales of $190 million. Responsibilities included: Management & supervision of Traffic, Customs and Purchasing Departments; management of 70 vehicle inter/intra provincial & international truck fleet; truck, rail, ocean and air common carrier transportation requirements; management of private rail tank car fleet; management of three 3 D.C.’s staffed with union & non-union personnel; Development/administration of $14 million distribution budget for 10 plants, D.C.’s & Service Centres; materials handling storage and retrieval systems; Inventory, stock control and pre-assembly processes; regulatory compliance including CVOR, TDG, WHMIS, DOT, ICC, CTC, etc.; and the Emergency Response program.

• Expanded private truck fleet to 70 vehicles replacing common carriers for domestic and international shipping saving $200,000/yr.

• Saved $600,000 annually by eliminating a centralized D.C. and adopting a new direct from plant to customer shipment process.

• Union contract negotiations as a member of the management bargaining team.

• Assisted in development/implementation of new employee performance review/accountability program to improve performance and morale.

• Increased production efficiency by 15% by reducing down time due to stock outs with design of a PC based pre-assembly batch system.

• Devised emergency spill response, WHMIS & TDG/HAZMAT programs and conducted employee training sessions to meet new government regulations.

THOMAS J. LIPTON COMPANY Mar/77 – Apr/82

Distribution Manager (1980 – 1982)

Assistant Traffic Manager (1977 – 1980)

Packaged Goods Manufacturing & Distribution with annual sales of $90 million. Responsible for: rail, ocean and air transportation; management of 40 vehicle inter/intra provincial private truck fleet; formulation and administration of $10 million distribution budget for 8 plants; supervision of Traffic Department (claims, rate auditing, customs, international freight forwarding); management of 4 D.C. warehouses with union & non-union personnel; and design and installation of warehouse handling systems.

• Established new 40 vehicle inter-provincial private truck fleet servicing 10 warehouses across Canada saving $600,000 annually.

• Saved $200,000 annually by reducing warehouse labour and inventory with introduction of inter-provincial private truck fleet.

• Consolidated 14 provincial warehouses into a lean network of 10 regional D.C.’s saving $450,000 annually.

• Reduced annual distribution budget by $650,000 with the design & construction of a 40’ high-rise narrow aisle racked distribution centre for both pallet & non-pallet unit loads.

• Saved $400,000 in warehouse operating costs by installing new rack storage and handling systems in 3 facilities.

EDUCATION & PROFESSIONAL DEVELOPMENT

• Philip B. Crosby Quality College (Pittsburgh) – TQM (Total Quality Management) certificate

• Canadian Industrial Traffic & Transportation – 2 years

• Wilfred Laurier University (Waterloo) – Distribution Cost Analysis certificate

• Transportation of Dangerous Goods (TDG) – trainer

• ISO 9000 – Registered Internal Quality Auditing certificate

• Lean Manufacturing, 5S and 5Y training

• Workplace Hazardous Materials Information Systems (WHMIS) & HAZMAT training

• Management Skills - multiple courses

• Interpersonal/People Skills - multiple courses

• Material Handling Equipment & System Design – multiple courses

• Software Programs (Lotus Notes, Windows, Excel, Word, WP, PP, etc.)

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