Mark Stadler

Mark Stadler

Executive Summary

Over 15 years leadership experience in logistics and supply chain with four leading retail, supply chain management and transportation companies. I inspire, innovate and focus on results, which create competitive advantages. Inspire teams to achieve historic highs in customer service results (improved by over 50%). Innovate to achieve best in class customer delivery (99.8%). Focus team to exceed financial goals (by 16 bp). Project management experience consistently exceeding plan. Start-up operation leader involving transportation network, warehouse operations and WMS (AGILE, Oracle, Manhattan). Proven resultsin lean processes involving constraint elimination, quality improvement and improved margins by 22%.Working knowledge of ISO9000 & Six Sigma. Experience in manufacturing and retail logistics and supply chain. Provided consultation to retail, manufacturing and public entities in logistics and supply chain management.


Seeking challenging leadership opportunities in supply chain and logistic management with a retail, e-commerce, manufacturing or third party supply chain management company.



Key Qualifications

• Operations & Project Management (Network Optimization, Conversion Implementation) • Budgeting, Forecasting & Cost Control • Lean Processes (Experience with ISO, TQM, Theory of Constraints, Toyota Lean Manufacturing) • Global Supply Chain Management (Asia, EU, Eastern Europe, South Africa, Brazil, Argentina, Venezuela, Costa Rica) • National & International Logistics • Vendor & Customer Negotiations (Contract & Schedule A for LTL, TL and 3PL) • Multi-location Management (managed up to 12 sites and satellites) • Business Turnarounds (operational and financial) • Team Development/Leadership • Innovation (create new process flows, logistic networks and supply chain programs) • Warehouse/Distribution Management/WMS • Route Optimization/TMS

Work experience

Work experience
Mar 2007 - Aug 2008

Transportation Director

Full Transportation P&L accountability for four Distribution Centers in the Mountain/Northwest. 30,000 parcels shipped daily in the region providing best in class service. 140 routes and linehaul operation. Cross-functional focus on stakeholder requirements. Private fleet, 3PL, parcel carrier and TL/LTL management. Knowledge of Oracle and Manhattan WMS. Delivery of office supplies, furniture and retail food products.

§Reduced customer issues from .83% to .35% and led country in on-time delivery of 99.8%.

§Project management conversion from private operations to 3PL managed operations.

§Developed “flex routes” resulting in improved customer service while decreasing cost.

§Led regional team in reducing costs by 17% during 2008 downturn after identifying changing market trends. Final P&L expense to sales ratio of 5.97% for region.

§Provided consultation to customers to overcome delivery constraints resulting in additional business.

§Operated leanest regional transportation organization in the country.

§Participate in business development to secure high profile accounts and/or additional sales.

Utilized Six Sigma concepts to measure & identify operational and customer focus improvements.

Mar 2005 - Mar 2007

Senior Transportation Manager

Senior Transportation Manager

Accountable for next day delivery of 10,000 parcels to customers with specific delivery requirements within the Pacific Northwest via private fleet, third party providers, LTL and parcel delivery. Project management of office furniture installations for private and public entities.

§Provided leadership in other regions of the country during conversions, acquisitions and turnarounds.

§Increased next day on-time delivery from 99.05% to 99.75% through route optimization.

§Partnered with sales in business development & reviews to secure additional business with key accounts.

§Team participant in MobileCast launch and IT enhancements.

§Renegotiated LTL carrier contracts creating a 20% savings.

Reduced overall expenses from 8.9% to 6.9% of sales by reducing cost per carton & improving efficiency

Mar 2004 - Mar 2005

General Manager

UPS-Supply Chain Solutions

General Manager

Full P&L responsibility for three locations involving warehousing and distribution, transportation, and U.S. customs brokerage operations. Total Foreign Trade Zone warehouse operations include over 150,000 square feet. Managed over 100 personnel. Turn around of poor performing warehouse operations and customer service.

§Halted flow of lost business by engaging clients on a weekly basis and providing solutions to issues.

§Improved inventory accuracy to 99.8%, implemented FDA requirements, aligned for U.S. Customs compliance.

§Controlled costs by reducing expenses by 10% and controlling overtime through utilizing concepts of Theory of Constraints & adapting Toyota Lean Manufacturing concepts.

§Improved safety resulting in over 375 work days without incident versus less than 100 safe days in 2003.

§Led Southern Border facilities in United Way commitments to the community.

Nov 2003 - Mar 2004

Business Analyst

UPS-Supply Chain Solutions

Business Analyst

Manage and develop warehousing initiatives involving WMS and bar-coding. Created data for understanding client trends and needs.

§Improved warehouse and distribution operation flows of over 1,500 SKUs & 7,500 units daily.

§Improved efficiencies by re-aligning process flows. Resulted in 30% improvement in cash flow.

§Developed metrics providing feedback and feed-forward data on competition, workflow, and efficiencies.

Aug 1998 - Oct 2003

Program Manager

Program Logistic Management

Developed and managed expedited supply chain for auto industry within North America to/from Europe, Asia and South America. Key indicator involved plant shutdown avoidance and improved cost structure.

§Successfully managed aspects of the auto industry supply chain requirements in Mexico while maintaining cost constraint goals and improving transit during a 50% increase in business levels.

§Created routing and negotiated transportation contracts within Mexico for land, air and ocean freight reducing costs (17.3%) and transit time (one day) for the customer.

§Managed three locations – one U.S. site and two Mexican sites involving client interaction within Mexico.

§Avoided route disruption post September 11, 2001.

§Handled engine and electronic components distribution and logistics for T1 suppliers.

Program Operations Management

Initiated start-up third party supply chain management for Coughlin Logistic client, which entailed transportation negotiations, routing and reverse logistics for raw materials and finished goods, warehouse and distribution management (AGILE), and metric development and monitoring. Maintained high inventory accuracy for over 1,000 SKUs.

§Improved vendor & customer relations through continual contact, feedback & understanding of customer requirements.

§Improved economies of scale & reliability of product delivery via JIT - avoiding production line shutdown.

§Developed ISO processes for start-up program.

§Improved inventory accuracy from 73.2% to 99.6% through lean processes on 1,000 SKUs.

§Developed facility safety program. Obtained zero safety citations and no lost work days.

§Launched new warehouse under extreme time constraints. Fully operational within 48 hours.

§Negotiated contracts and reduced expenses 7% under budget.

§Developed metrics providing feedback on specific KPIs for client and executive management.

Jan 1989 - May 1998

Branch Manager, Asst Manager, Operations Manager

Facility Manager (San Ysidro, CA)

Assistant Facility Manager (San Bernardino, CA)

Terminal Operations Manager (Adelanto, CA)

Supervisor (Adelanto, CA)

Maintained inbound/outbound customer shipments while attaining on-time commitments. Listen, negotiate and deliver upon customer requirements. Develop processes for improved efficiencies.

§Achieved Manager of the year for all of Central and Southern California.

§Increased route production by 23%, analyzed routes and implemented new procedures.

§Increased growth through customer satisfaction by developing consultative approach to customers.

§Launched border crossing service based on customer input increasing business by 21%.

§Improved safety performance communicating safety topics and holding individuals accountable. The facility had the best safety performance in the region.