Turner Haddock

Led all aspects of enterprise Export and Warehousing strategy, spend, contracting and operations with $260M+ in annual transportation and warehousing spend. Including continued oversight of $175M in Ocean, Dray and Freight Forwarding spend, as well as adding scope for 2.4M sqft. of warehousing operations across the network with $85M annually in spend.

• Lead enterprise export transportation and warehousing strategy supporting one of the top three U.S. containerized exporters by TEU volume, overseeing approximately $260M in annual transportation and warehousing spend.
• Successfully lead the organization in transition from SAP to Blue Yonder for transportation planning and sourcing functions
• Worked cross functionally with both commercial and quality organizations to revamp DC quality processes, resulting in 20% reduction in quality related claims from key global customer accounts
• Successfully launched container loading project at large southeast paper mill resulting in $2M in annual savings and decreased damages from excessive handling
• Effectively executed business working capital strategic initiative to reduce 3rd party inventory by 30% in Q4 2025

Managed team of sourcing professionals and analysts while responsible for $175M in annual spend across Ocean, Dray and Freight Forwarding category segments. Led bi-annual sourcing events for enterprise ocean freight while closely collaborating with internal stakeholders and external customers to effectively implement value added sourcing strategy.

Directly managed sourcing, capacity planning and operations to support one of the largest containerized export supply chains in the United States, moving more than 220,000 TEU and 120k tons of breakbulk volume annually.

• Led multi-year post COVID rate optimization strategy that resulted in a 51% reduction in ocean rates from 2022 to 2024 (over $80M annually in savings).
• Successfully led cross functional team in chassis optimization strategy across the enterprise that resulted in $6M annually in operational savings via ocean carrier direct negotiation
• Led enterprise through ocean carrier alliance changes in 2024/2025. Navigated key supplier changes in service offerings and capability resulting in increased service matching with customers and leveraged rate savings of $5M annually

Led, developed and motivated the PS&D area of 45 hourly and salaried employees in a Union labor environment. Managed 275k sqft. of warehouse and manufacturing space as well as on site trailer storage of over 150 pieces of third party equipment. Safely developed and sustained a recordable injury and first aid free work environment throughout the course of employment. Created engaged teams across the department that became the first area within the mill to achieve 100% Safe Work Observation participation every month in 2020. Hired, trained and coached new team members throughout the COVID19 pandemic in order to provide operational continuity in a fast paced and non-stop manufacturing environment.

• Improved roll damage complaints through implementation of Q-Scope compliance. Measuring in 1st quartile for all mills in Containerboard
• Improved DLK consistency and usage in the paper machine furnishing. Leading to an improved fiber substitution variance of $834K over budgeted costs
• Through process refinement and capital improvement set mill record for average tons of production per day in 2021 at 334 tons per day

Responsible for maintaining and promoting a safe work culture throughout a constant manufacturing environment while focusing on efficient inventory management, total freight spend, effective machine cycling and pipeline management for all required transportation equipment. Led safe and efficient rail yard maintenance operations as the Contract Coordinator for the Prattville Mill's 3rd party rail maintenance provider. Served as project lead for deliberate improvement and cost saving initiatives.

• Reduced outbound secondary routing premium freight spend by $2,335,444 in 2019. Created the rail car forecasting tool to better predict rail car demand related to customer finished product demand and have since expanded this process as a Best Practice initiative across other facilities
• Improved truck unloading turn-around-time by 13% to an average unload time of 84 minutes per truck. Improved unloading times resulted in a $90,640 reduction in truck unloading detention costs in 2019
• Reduced outbound rail car demurrage costs by $968K in 2019 and have implemented new rail yard management processes which has led to FIFO rail car usage. Leveraged better information and communication with Export customer service group to drive more accurate rail car orders to better match known increases for heavy rail car demand over the course of each month
• Certified in Balmert Safety Leadership

Created paper machine run schedules for all grades to meet both manufacturing and customer requirements while focusing on minimizing disruption to production schedule to help create efficient warehouse loading practices and transportation planning continuity.

• Reduced trim loss waste to 0.3% and 0.17% on both paper machines at the Rome, GA paper mill. These metrics exceeded the 2018 target for manufacturing waste efficiencies
• Increased the cycle frequency for customer specific grade of paper from 2 times per month to 4 times per month. This created increased flexibility around customer demand changes
• Increased non-conforming product utilization to 103% in 2018 which resulted in over 4,200 tons of finished product being sold and shipped to a matching customer

Utilized SAP transportation management system to match available freight capacity to timely move finished product shipments to meet customer demand and delivery requirements. Optimized shipments to drive best mode and rail weight savings for the Containerboard organization.

• Presented with 2017 IP Way Forward Leadership Award for successful creation and implementation of “Rail Weight Dashboard” with planning team
• Achieved average rail weight per car of 81.98 tons in February, 2018. This was the highest average weight per car since 2015 which resulted in total freight savings of $175,484 for that month
• Led logistics Best Mode project which resulted in $32,000 per month in premium freight savings by moving customer volume from standard shipping mode of rail to truck
• Lean Six Sigma White Belt Certified in ME for Supply Chain

• Managed multiple recovered fiber supply points in order to provide mill operations adequate materials to support paper manufacturing processes
• Leveraged asset carrier base in order to better match inbound fiber volume with corresponding outbound roll stock volume
• Effectively communicated with fiber buyers and mill PS&D to proactively manage inbound pipeline of fiber to keep mill inventory levels at target