RONALD PETERS

• US multi-site 3PL supply chain responsibility, $4.5M to P&L.
• Collaborated with executive leadership on strategic planning initiatives to drive business growth by 21% YOY.
• Implemented data-driven decision-making processes, leveraging SOP's and analytics to optimize operations.
• Saved $120k of Amazon labor and materials by eliminating reworks.
• Improved overall productivity by 19% YOY through negotiating activity based billing vs cost plus.

• Community Development Block Grant (CDBG) oversite and overall responsibility for the Houston Academy Training Program
• Accountable for implementation, management, supervision, and evaluation of all assigned Workforce Training & Employment programs in accordance with HBI and contract requirements
• Multi-site responsibility, with operating P&L worth $3.25M
• Empowered employees to take ownership of their responsibilities, leading to increased accountability and improved performance outcomes.
• Managed inventory and supply chain operations to achieve timely and accurate delivery of goods and services.

• Owner / Self-employed, annual revenue $350,000, with focus on taking care of the customer
• Partnered with Lowes, Home Depot, and Best Buy as the last mile delivery provider for multiple sites in South Texas
• Responsible for5 direct reports and15 owner operators, operating in Southern US

Built a team of high performing leaders within the last mile organization

• Sustained a productive relationship with the client (Lowes), which helped to improve overall satisfaction KPI's by33%
• Successfully added more than35 owner operators to beat peak season volume
• Added over $100K in revenue to the P&L by obtaining a liquidations partner
• Helped direct reports achieve quarterly bonus plan through the reduction of mileage, which increased revenue by17%
• Improved market ranking from20 to2 within the first6 months

• Reduced parcel shipping cost by $225K by adding weekend delivery days within the internal fleet
• Introduced strategy to add vendor back-hauls to internal delivery fleet which increased annual revenue by $800K
• Negotiated last mile delivery package with stores which included new GREEN fuel-efficient transit vehicles for local customer delivery; increased annual revenue by $575K

• Used Procurify software to control and manage spend
• Worked with a procurement team of3 to eliminate unnecessary spend
• Used RFP to reduce sourcing vendors and improve annual spend by17% within the first90 days
• Implemented RFID that cut internal pilferage by95%
• Added2 inventory control specialists which helped improve physical stock by33% vs LY
• Procured new diesel delivery vehicles, which decreased fuel costs by41% to LY

• Improved inventory accuracy by22% to LY, through implementing weekly cycle count
• Helped receiving team to meet daily unload goal with speed, while keeping accuracy part
• The unload goal was20 containers per night, the team operated at a rate of 110% to goal, through relationship management with3PL
• Coached shipping team to reduced load defects by25% to LY, by creating a Training position

• Grew drayage business by200% by negotiating added lanes and volume from the steamship lines
• The growth in drayage business resulted in $1.25M in increased annualized revenue
• Utilized RFP to find the best sourced rate for chassis provider; saved $175K annually
• Direct hired75 additional drivers / owner operators to match market growth; operated with100 total drivers
• Cultivated a safety culture which led to zero accidents in3 years
• Responsible for a1.25 million square foot3PL warehouse

• Used lean six sigma (LSS) to evaluate the entire operation which resulted in the savings of $3.17M
• Implemented and led project management and kaizen teams to transition each operational silo to meet cost reduction goal of30% within36 months
• Through LSS and kaizen synergies, reduced transportation costs by50%, by retiring the company owned fleet in favor of3PL