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Doug Dobbs

SENIOR EXECUTIVE COO-General Manager-Vice President

Profile

C Level Operations Executive

... Instrumental in generating $175+ million in revenue and $20+ million in cost savings...

Expertise:  Supply Chain Management / Distribution Management / High Growth Business Development

Senior Supply Chain Executive qualified by 20+ years of accomplishments across supply chain infrastructures from procurement to distribution.  Drive value through innovation, process management, and organizational development. Conceptual thinker who grasps new concepts, overcomes business challenges, positions teams and groups for long-term success, and delivers significant cost savings and business improvements. Areas of expertise include:

  • Executive leadership
  • Business Turnarounds   
  • Vendor Relations
  • Contract Negotiations
  • Co-Pack Relationship Management
  • Warehouse Management
  • Process Mapping and Improvements
  • Cross-Functional Team Leadership
  • Strategic Network Development
  • Customer Relationships
  • Revenue Generation

Employers at a Glance

Work experience

2013present

Vice President of Supply Chain

Mastronardi Produce

North America’s largest greenhouse grower and distributor of tomatoes, peppers and cucumbers.

Reporting to the COO and owner of this privately held company of revenues of over 1.2 billion. Led the supply chain strategy, development, and execution of the various operating functions; including production, warehousing, new product development, procurement, planning, and forecasting. Directed a team of 20 supply chain and procurement leaders in an organization of 250 employees, Budgets; $700M procurement, $9.6M warehouse operations.

 

20122013

Vice President of Supply Chain

Truco LLC–

Nations number two branded tortilla chip.

Reporting to the CEO for this business that is a portfolio company of a private equity firm. Lead the strategy, development, and execution of the various operating functions; including Copack operations, 3pl warehousing, new product development, procurement, planning, and forecasting. Directed a team of 8 supply chain leaders in and organization of 30 employees, Budgets; $52M procurement, $3M warehouse operations, and $11M transportation.

 

20112012

Vice President of Operations

River Point Farms – 

Nation’s largest onion grower and producer providing both value added processed and fresh market onions.

Reporting to the CFO for this business that is a portfolio company of a private equity firm. Led the strategy, development, and execution of the various operating functions; including production, warehousing, new product development, procurement, planning, and forecasting. Directed a team of 6 operations leaders in an organization of 400 employees, Budgets; $30M plant operations, $3.5M warehouse operations.

  • Restructured workforce reducing per pound by 30%
  • Improved equipment utilization by 15% 
  • Improved plant recoveries by 20%
  • 300% improvement in results vs budget and 500% vs prior year
 20092011

Chief Operating Officer

Combs Produce

Reporting directly to the CEO and board of directors for this organization that moved from family run to being a portfolio company of a private equity firm. Led the strategy, development, and execution of the various operating functions; including production, warehousing, new product development, procurement, transportation, planning, forecasting and field operations. Directed a team of 10 operations leaders (Director Procurement, Fleet Director, 3 Vice Presidents, Director, Food Safety, Warehouse Managers, and Office Managers), 130 indirect reports, Budgets; $58M procurement, $2.5M warehouse operations, and $4.2M trucking. 

  •  Reduced OPEX by 15% contributing to $400,000 EBITDA improvement
  • Restructured workforce reducing per unit cost from 1.25 to .44
  • Implemented new routing structure improving on time deliveries to 99+%
  • Established grower direct programs enabling tactical change in go to market strategy
  • Top line growth of 10% as a result of driving new sales and supply channel offerings
20072009

Vice President of Supply Chain

Wild Rocket Foods

Exclusive produce supplier to the US Tesco venture supplying produce, juice and other value added products to the Fresh and Easy stores. Business has developed from one store and no revenue to a $70 million and 120 stores in the Southwest US.

Vice President of Supply Chain

Member of the board of directors with policy steering and responsibilities that reported directly into the CEO and president of this start up. Responsible for strategy development and execution of the businesses supply chain functions; including procurement, transportation, planning, forecasting and field operations.

  • Key member of board of directors for start up food manufacturing business that grew to $70 million in sales in one year
  • Responsible for $46 million in spend across all raw materials, services, packaging, MRO and consumables and an additional $2 million in S, G, &A.
  • Successfully built a supply chain capable of delivering 100% service level on day one of operations
  • Changed strategy with the economic downturn and was able to deliver significant gross margin (negative 20% to positive 35%) improvements in the face of eroding revenue and declining volume
  • Salvaged failed ERP implementation post launch of business.
  • Implemented systems to deliver cutting edge food safety requirements
  • Company spokesperson for industry and trade groups.
20052007

Acquisition Director/VP Supply Chain

The Morning Star Company

The world's leading tomato processor meeting the needs of global food processing companies. 36 year old company earns more than $350 million per year and manages 30+% of California's processing tomato production activities.

Acquisition Director / Vice President of Supply Chain

Responsible for a team of 17 Acquisition Professionals (Transportation Professionals, Fleet Manager, Harvesting Coordinators, Greenhouse Transplant Manager, Warehouse Managers, and Office Managers), 930 indirect reports, Budgets; $320 million procurement, $26.5 million harvesting operations, $22.5 million warehouse operations, and $52.2 million trucking.

Led a turnaround that raised declining profits and productivity levels. Challenged to spearhead supply chain infrastructure, direct revenue growth, preside over R&D, lead logistics and procurement strategies, manage a large fleet valued at $52 million, lower operational costs, develop sales and marketing strategies, supervise organizational development initiatives, and train staff.

Direct three business units (Cal Sun Harvesting, Lucero Farms, and Morning Star Trucking) valued at $170 million, and provide supply chain and logistics services to California canneries and farmers.

  • Positioned harvesting operation for profit following a loss of $581,000 in 2005; delivered $590,000 in profit by launching an aggressive cost reduction initiative and contributing to an 11% revenue growth $1.5 million.
  • Boosted transplant business to profitability by lowering cost of transplanting operations 11% ($67,000) and driving revenue 9% ($362,000).
  • Saved $300,000 per year by overseeing the implementation of GPS technology across the trucking organization.
  • Streamlined staff 30% which saved $273,000 per year and reorganized back office activities related to the trucking, harvesting, and receiving operations.
  • Boosted capacity improvement by 40% by developing cutting-edge harvesting equipment.
  • Warehouse operations re-label, case, pick, pack and ship over 8 million cases annually through three warehouses totaling over 500,000 square feet.
  • Established and led team charged with implementing a best practices and continuous improvement program.
  • Spearhead supply chain infrastructure, directed revenue growth, presided over R&D, lead logistics and procurement strategies, managed a large fleet valued at $52M, lowered operational costs, developed sales and marketing strategies, supervised organizational development initiatives, and trained staff.
  • Directed three business units (Cal Sun Harvesting, Lucero Farms, and Morning Star Trucking) valued at $170M, and provided supply chain and logistics services to California canneries and farmers.
19972005

Director, Customer Service & Logistics

Dole Food - Fresh Vegetables Division

Division of Dole Food Company, the largest shipper of fresh fruits and vegetables in the USA; boasts $1.1 billion in annual sales.

Director, Customer Service and Logistics - 2001 to 2005

Managed a team of five staff members consisting of Master Schedulers, Customer Service Manager, Transportation Supervisor, Customer Service Supervisor, and 10 indirect reports. Budgets: $73 million freight, $1.5 million administrative, $500,000 fresh product disposal.  Restored tight cost controls, improved customer service levels, and implemented business processes to support the growth of existing businesses. Key activities included supply chain management, logistics operations, co-pack management, organizational development, cost reductions and savings, vendor relationships, and Wal-Mart program management.

  • Delivered a $1 million annual savings in freight costs by creating a "heavy light" loading program.
  • Realized $450,000 per annum savings by formulating a lowest cost-of-goods procurement strategy.
  • Achieved a $350,000 savings in two years by renegotiating contracts with several carriers.
  • Contributed to a 30% increase in sales ($8.4 million) by strengthening a relationship with Wal-Mart executives.
  • Restructured logistics operations allowing company to ship products to Canada's largest retailer, netting $3.7 million in sales.
  • Implemented an i2 APS system that positioned the company for future business growth, and created a delivery networks planning system.

Manager, Customer Service and Logistics - 1998 to 2001; Master Scheduler - 1997 to 1998

Early Experience: Odwalla, Inc., Plant Scheduler, 1995 to 1997; United Parcel Service, Supervisor, 1992 to 1995; Strategies, Consultant, 1991 to 1993.

Education And Certifications

  • Master of Business Administration, National University, San Diego, CA 1998
  • Bachelor of Arts in Political Science, California State University, Fresno, CA 1993
  • Certified Director, UCLA Anderson School for Director Education
  • Production and Inventory Management (CPIM), APICS

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