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Customer Service Supply Chain

United States
August 24, 2012

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**** ****** **., ********, ** ****9

H 209-***-****, C 209-***-****;

-Results-proven leader with outstanding achievement managing multi-sited supply chain operations, GM, sales and marketing, customer service (call center), DCs, logistics & 3PLs, transportation, direct-store-delivery, warehousing and procurement, manufacturing plants & contract manufacturing, in the US, Central and South America, Asia and European markets.

-Impacted the bottom line by demonstrating success delivering cost savings, efficiency and continuous improvements, lean principle, and profitability enhancements through strategic methodologies

-BBA in General Operations Management. Fluent in English and Spanish, and Open to travel and relocate. I am currently working on my APICS’s Certified Supply Chain Professional Certification

As a Senior Logistics Operations Manager, at Ryder, a 3PL, 08/’09 – 07’/11. Hired to design, optimize the network’s overall routing system, delivery and transportation operations of our client’s 8 distribution centers and 3 warehouses locations. I was also accountable for the management of $28M P&L, leadership and development of five direct reports with a total staff of 110.

• Reduced delivery complaints by 98%.

• Improved and sustain delivery rate, to 99%.

• Increased productivity from production to DCs, by 73%.

• Connected delivery route to inbound (continuous movement of inventory), to 85%.

As a Facility/Branch Manager at Ashland Chemicals, Inc, 06/’08 –08/‘09, the organization’s second largest plant and distribution center. I joined the company when the facility was in financial crisis after four years of operating losses. I directed the production, sales, distribution and operational activities; responsible for developing and managing 6 direct reports, with a total of 96 (union and non- union, exempt & non-exempt) employees, with an operation budget of $87M.

• $3.7M in cost reductions by taken immediate actions to reduce change-over and back flush waste.

• $276K monthly savings labor overtime cost (75% in’08 and 50% in ‘09) since taking over.

• 19.5k lbs to 31.2k lbs increased in monthly average throughput in ’08.

• 28 hours lead time improvement from 48 hours (for 95% of most orders) result in great customers satisfaction.

• $735 reduction cost of dispatch from $1,256.

• Successfully negotiated a 5 years bargaining agreement with our union labor force.

At PARMALAT Corporation, I invested over 10 years in Europe, Central and South America, and I held various visible positions.

PROMOTION: Director, Supply Chain Operations LATAM –Procurement, Logistics, Distribution, Customer Service, Import/Export and Transportation in Managua, Nicaragua 08/’04 – 06/’08.

Promoted to reorganize and streamline fast-pace multi-regional supply chain operations, including ownership for Demand Forecast & Planning to support 5 fluid milk and cheese manufacturing plants, 5 DC’s; 4 ingredients warehouses; six produce fields, Transportation (private fleet, common carriers & 3PLs); Inventory Management; Customer Service (call center); Lean methodologies and continuous improvements; Supply Chain Technology implementation (WMS, TMS, ERP, DRP, YMS and CRM); Ensure to meet local/foreign regulatory compliance.

Leadership and Management:

• Actively led, managed and developed 15 direct reports in logistics, freight and 3PL management

• Provided focus, coaching, motivation and encouragement to Logistics personnel (Corporate and Field)

• Built capabilities, evaluated performance and resolve personnel issues of direct reports.

• Drove and facilitated the division’s programs related to employee engagement, safety, quality and sustainability.

W/DCs Management

• Five DCs -700, 000 sq ft.; 650, 000 sq ft.; 480, 000 sq ft.; 300,000 sq ft.; 120,000 sq ft.; 4 ingredient and cheese aging warehouses totaling 150, 000 sq ft.

• Provided leadership support to other company business functions in the development of strategic initiatives and customer solutions.

Transportation Management:

• 2,200 private fleet management and built logistics and Transportation network to integrate new acquired operations. Utilized either ocean and/or rail transport to reduce cost.

• 18% maintenance costs reduction by establishing strong policies regarding PMs and dynamic routing schedules.

• 15% reduction in fuel cost by negotiating and ensuring all drivers filled at established prefer vendors.

• Obtained 37% backhaul by reaching out to independent brokers.

3PL (warehouse) Management:

• Drove strategies for 3PL utilization and maintain effective and high performing 3PL relationships at the executive and operational level; ensure continuous process improvement and gained sharing on cost savings initiatives.

• Own strategic 3PL contract negotiations and addendums.

Global Sourcing and Purchasing Management:

• $9 million in annual cost savings in sourcing, procuring and purchasing of dairy based-ingredients, fresh produce, raw materials, transportation services(carriers & 3PLs) and purchase of assets equipments.

• Reduced suppliers/vendor partners from 150 plus to 65 core resulting in administrative/quantity price brake.

• $9 million in annual cost savings in purchasing of dairy based-ingredients, fresh produce, raw materials, services and equipments.

• $2.7 million reduction in packaging cost.

• Saved $5.2 million in small package/premium shipments negotiations with USPS, FedEx, DHL and UPS.

• Reduced 38% of new equipment purchases by managing all assets of the region’s and redeployed where needed.

Customer Service Focus:

• Implemented in-house Call Center to improve, meet and exceed customers’ service expectations.

• 98% delivery complaints reduction.

• Improved on-time delivery, to 99.5% from 91%.

• 73% productivity increased from production to DCs.

Quality Control, Continuous Improvement and KPI’s:

• Introduced CI methodologies realizing production capacity of 96% in most plants – a boost of over 10%.

• Cut rework material by 60% and increased throughput productivity by 32%.

• Reduced troubleshooting time by 35%; implemented policies and procedures to support organization.

• Developed KPI’s improved fill rate to a sustained 99.5%, up from 83% average

• Increased truckload capacity (COWO) to 97% up from 85%.

Multimillion-dollar international export market Creation:

• Headed the QA & Cheese production projects initiative, which led to the approval by USFDA & FSIS to export various types of cheese, butter, and sour cream into the US markets –Florida, New Jersey, Texas and California.

• Part of the International export market (Retail –Sales & Marketing) creation team in driving the sales growth (distribution fill rate) from $64 million to record-setting $139 million in 5 years.

• Worked with sales and marketing groups that penetrated and established dominance in Central American markets and grew channel sales in North America by 217%.

PROMOTION: Director of Logistics Operations LATAM, Managua, Nicaragua 01/’01 – 08/‘04

Responsible for the leadership, direction and oversight of all manufacturing and logistical operations, including forecasting and budgeting, planning for (production, inventory levels & distribution centers); vendor relations, routing, contract negotiations for freight, financial management, cost containment, safety, quality control and customer service.

Multi-Production Distribution Plants, Co-Packers, Warehousing and Distribution Centers Management:

• Developed operating budget for production plants, distribution centers and warehouses based on detailed forecasts and managed transportation and logistics to operate effectively within the operating budget.

• Introduced CI methodologies realizing production capacity of 96% in most plants – a boost of over 10%; cutting rework by 60%, troubleshooting time by 35% and realized 20% reduction in maintenance costs.

• Designed methodologies (KANBAN, QRM and CONWIP) that increase productivity by 32%.

• Throughput annual Milk Production 1.38 billion Lbs.; averaging 276 million Lbs. per plant.

• Reduced distribution centers and production plants shrinkage by more than $2.5 million, a 30% reduction

• Successfully reduced $8 million in inventory and inventory-carrying costs in 8 months by analyzing and recommending better EOQ and EPQ parameters.

As a General Manager –Logistics Operations, Transportation, Warehousing and Distribution at Parmalat; Parma, Italy. 11/’98 – 01/‘01

Overall responsibility to develop and implement logistics strategies and processes in support of a global business unit including production planning, customer service, distribution, inventory and order management functions with the objective to manage, execute and develop the logistics group and processes.

• Managed and directed intensive transloading/consolidation/deconsolidation/store delivery operation which included a management team of 8 direct reports and up to 720 associates; 80 dock doors, and a W/DC 800,000 sq. ft.; directed the most efficient routing system for $47M operating budget supported by a private fleet of 1,000-vehicles. Import deconsolidation, transloading, and store delivery – 180 drivers.

• Reduced transportation costs $3.4 million annually; obtaining brokerage authority to enable a backhaul program

• Reduced troubleshooting time by 35%; implemented policies and procedures to support organization.

• Responsible for maintaining a high level of accuracy (99.5%) on all outbound shipments in order to avoid claims. KPI’s improved fill rate to a sustained 98%, up from 83% average

• Successfully reduced order fulfillment time to 48 hours from 72 hours for international orders.

• Increased truckload capacity (COWO) to 97% up from 85%.

• Managed accounts receivables and avoid invoices going behind 60 days or overdue.

• Tracked productivity data and implement programs for improvement

• Ensured that customer update reports are distributed on time daily, as scheduled.

• Produced performance reports and executive summary reports monthly.

• Reviewed twice daily departmental goals, accomplishments, and potential problems.

UNITED STATES ARMY (various locations) - (1993-1998)

Logistics Manager –stationed in various US and Abroad locations. Honorably discharged.


• BBA- General Operations Management, with a minor in Marketing

Marshall University, Huntington, WV

• Advanced Logistics Operations Management

United States Army, FT. Lee, VA

• Certificate –Supply Chain Professional

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