DON STANTON

VICE PRESIDENT-EXECUTIVE MANUFACTURING -SUPPLY CHAINPURCHASING- LOGISTICS- INTEGRATION- ENTERPRISE WIDE -OPERATIONS -DEVELOPMENT- COST MANAGEMENT-CPG
513-432-6651 http://www.linkedin.com/in/donstantonii Cincinnati, OH 45245 donald.m.stanton@gmail.com

SUMMARY Don has been described as a visionary, unusually resourceful, and as a multidimensional thinker. Once he was asked if he could think outside of The Box. His response was, What box? He genuinely likes people and is as comfortable on the shop floor as he is in the boardroom. He is process driven and has the ability to conduct substantive discussions with engineers, architects, accountants, C level down to floor machine operators and in two languages. In his career, he has developed a tremendous amount of business acumen. CORE COMPETENCIES, ATTRIBUTES, and TRAITS
Fluent in Spanish Enterprise Wide Management and Integration Practices, Policies and Processes Including SAP (PTS, WMS & QM) Modules Senior Management, Enterprise Wide Full Manufacturing Operations Multi-Site Operations; /Supply Chain/ Turnaround/Change Management; Labor Relations/Negotiations Excellent Analysis InterpretationPerformance/ Efficiency Improvement; Cost Reduction/ Process design and improvements Customer oriented Works to create a solid working relationship with each customer from dockworker to the CEO, like giants like Wal-Mart to the small independent owner operator. The Customer is King.

Enterprise Wide Technical Management and Integration RF Applications, Scanning, Bar-coding &RFID Defining IT Technical Needs Finance Strong Management of Operating Budgets, (P&L); Capital Assets/ Facilities Management Personal Attributes Process Oriented; Tenacious; Bold; Extrovert; Genuine; Approachable and People Oriented Highly Successful in Safety Improvements Strong communicator for all C level positions Negotiating and Purchasing Performance/ Efficiency Improvements ; Cost Reduction Factory Management and Control Significant experience in Material Management and Process Control Experienced in working with federal agencies USDA & FDA Strong Experience Dealing with Federal Regulatory agencies; Both on a Federal and local basis.

Transportation Management TL/LTL/TOFC/Rail/Ocean freight Compliance- Federal/ State Laws Manufacturing Management Successfully ran Manufacturing to meet the needs of customer Demand across many different types of products, food to pharmaceuticals Fed OHSA, State OSHA Built an extremely good relationship with all entities, in fact, Fed OSHA was very interested to use one of my facilities as a Fed Benchmark

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PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS

Stanton Confidential Consultation KLM Consultation Firm

2009-Current

Executive Management Supply Chain Consultant Pharmaceuticals $1B The assignment was to assess the delivery end from each Distribution Point to their customers and present o Validate or invalidate common practices at a sampling of their Supply Chain Distribution points o Analogize all the delivery costs and look for areas of opportunities for improvement. o Review in detail all courier contracts , meet with the courier management to ascertain capacities and capabilities I presented the factual elements of all of their freight expense and demonstrated that they had no Idea how 45% of their delivery dollars are spent in Supply Chain. o I introduced the possibility that instead of trying to run each courier company themselves they ought to talk to several 3PO providers to carry that burden and not to spend a dime on developing an in-house solution, as transportation was not a core competency. Potential Savings Estimated $5M/Year I also presented the fact that there is such a lack of Supply Chain uniformity, policies and practices between distribution each of their distribution points and that $15M could be saved by implementation uniformity and same practices throughout the organization. o Moreover, this would mitigate a tremendous liability should a federal agency step in to evaluate and audit practices, policies and validate or invalidate their process of doing business. Value of mitigation easily could exceed $50M. Chiquita Brands Inc. Executive LOGISTICS CONSULTANT Designed, implemented, and maintained the communication and execution processes for Chiquitas Great White Fleet, and a start up dedicated fleet by Ryder. o Inserted transportation brokerages into the dedicated program, filling critical gaps by better utilizing empty equipment to reduce cost. o Reduced internal communication issues, thereby improving the time necessary to resolve spot transportation issues. o Added spot carriers to the operating carrier base, substantially easing capacity issues, resulting in better service, while not adding premium costs, while broadening carrier choice. Brought a globally qualified 3PL/4PL operator to table to examine the possibility of partnering in North and Central America, for both domestic and international supply chain opportunities. Had they implemented the, the savings minimally would have exceed $50M annually.

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Bumble Bee Foods, Inc. $3B

2005 - 2009 Vice President, Supply Chain, Operations Integration and Development o Successfully led the enterprise wide, multi layered, implementation of the full SAP Manufacturing Modules of PTS, WMS & QM of the companys global manufacturing sites (Los Angeles, New Jersey, Maine and Puerto Rico) and key corporate departments. (E.g. Data Management, Accounting, Purchasing, Production Planning, etc.) o Entailed green field baseline Process Analysis, Negotiating for Company Wide Standards, while coupling the configuration of SAP to New Standards and Execution. o Developed all of Manufacturing Training materials (inclusive of writing, testing and validating of all pertinent SAP Transactions) for Rank and File in two languages. o Led the installation of all RF hardware and software for each location manufacturing location. o Delivered all on Schedule and under Budget was $1.5M retuned $400K Lead Change Management from floor through Senior Factory Management. o Educated and reoriented operations management and labor to the SAP logic processes. Exceeded all expectations and led the campaign to resize all of the companys core brands, which provided + 80% of all revenue. Competently eliminated risk of at least $500M o Created an Enterprise Wide Senior/ Executive project team, crossing all major functions, namely, Marketing, Sales, Purchasing, Manufacturing, Finance, Customer Service, Logistics, Master Data, Production Planning and all Customers o Resulted in cost savings, reduced conversion expense, continued with no service interruptions, and increased customer satisfaction. A product destruction reserve was set at $700K was established was to cover the cost excess old product destruction. The amount used $0$
(Note: These initiatives were concurrent with the Manufacturing Product resizing was executed during the cut over to SAP).

Vice President, Distribution o Successfully Restructured and Rejuvenated a completely dysfunctional and poorly managed distribution and manufacturing segments of an accusation. o Reorganized large transportation segments which resulted in substantial service improvements and cost reductions. o Reorganized factory production practices to customer needs. (ERP) Reduced operating cost by more $1.2 Million, in one year. o Reduced Labor by nearly 50% o Redesigned all regional transportation resulting in significantly improved efficiencies leading to transportation savings in excess of $250 thousand. (Not included above) o Consolidated five smaller Distribution Warehouses to one. Created a Safety Program that resulted in a zero Lost Time injury record

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o Eliminated multiple WMS/INV/ Systems to one common platform. Established Credibility and respectability not only to the Sales organization, and also the entire customer base. Identified and corrected several severe variances in Federal documentation and updated all legal federal records.

Specialty Foods Group Inc.

($500M)

2000 2003

Director (Vice President) of Logistics Strong hands on with all manufacturing locations Mentored and Developed 8 senior managers Successfully managed all Supply Chain Functions: including all Transportation and Fleet Operations, which provided substantial. Reduced original budget $335M to $225M Reduced Six distribution centers to Five Effectively centralized inventory control, and Customer service effectively eliminating a tremendous amount communication issues Effectively transitioned two company run distribution centers to 3PO/ 4POs While working via the unions with no disruptions in service of services. Effectively negotiated all associated 3rd party contracts, vendor contracts, union agreements, technology, forecasting and control, inventory audits, customer issue resolution, order processes, billing, and purchasing of raw materials, capital equipment and services. Modernized all supply chain processes. Initialized the company wide Safety program for all locations. No cohesive plan previously existed Correctly Restructured all transportation management and equipment.

Star-Kist Foods, Inc. ($3.8B)

1985 - 2000

General Manager (Distribution, Transportation, Customer Service, Inventory Control) Manufacturing. Successfully managed all enterprise wide Global Supply Chain functions. My division came in under budget every year for 7 straight years. Ably managed P & L Budgets, Forecasting, and Cost Management with annual budgets of over $1B. I was responsible for o All Customer service o Inventory control & audits and auditing firms o Purchasing of raw materials, supplies and services o Capital spending Technology development (RF) (IT) Imports and exports, Global Safety programs, Customer relationships, I excelled at customer relations and had honest and credible contacts, some remain friends even to day .They had my private number and I was always available to them. o I participated in Cross-affiliate development of best practices, mostly to help raise them to our performance levels.

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o I was heavily involved with Coordination with manufacturing, co-packers, and production planners. Successfully negotiated contracts and agreements between unions and 3rd party providers Literally wrote the book on all Safety programs The program I wrote and instituted at was implemented in all SKF DCs, resulting in 18 combined years when zero recordable injuries. Saved $231,000 by restructuring and consolidating the entire customer service department (five different offices to two), reducing staff, and training and team building for improved service. We also reduced customer claims by $80,000 annually by taking the lead in manufacturing tracking damage and identifying root cause, plus coordinated with sales to train customers to control handling practices. Worked with manufacturing to change and improve processes. Created initial savings of $250,000 and annual savings of 6% ($10,600,000) by leading the executing the outsourcing all transportation functions to 3rd parties, while leveraging the 3POs technology. Successfully chaired the conversion of all Order to Cash operating systems, from Legacy to ESS.

Star-Kist Foods, Inc.

Senior Manager (Field Operations), Bloomsburg, Pennsylvania (1996-1997) Lowered annual operating costs by 8% ($3,600,000) while volume increased by 14%. Consolidated 12 distribution centers to 8 over three years. Completed a 250,000 square foot, $10,000,000 distribution center addition; on time and under budget. Reduced the number of Distribution Centers Managed to 6 stand-alone distribution centers. (2.20 Million Sq ft,) o Companys spokesperson in Bloomsburg Pennsylvania; o Point person with local leaders; Regional Manager, Bloomsburg, Pennsylvania We were the first to fully Initiate Technology development (RF) in the world of H.J. Heinz o Improved operating efficiencies by $1,200,000 o Reduced inventory by $2,700,000; o Cut inventory audit process from 4 months to 4 weeks; o Improved inventory accuracy to historic high of 99.98% on a 2,000 SKU inventory, o Improved annual order fill rate from 96% to 99.1% Regional Manager, Long Beach, California Reduced worker's compensation by $500,000 per year by restructuring and reorganizing the safety program. o Eliminated 20% of job classifications, o Improved morale, o Improved work efficiency by 11%, by Built strong relationships with local and national labor leaders Successfully Renegotiated union contract limiting rate increases to only 2%.

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Production Manager, El Paso, Texas Successfully managed 5 Spanish-speaking supervisors and 130 Spanish-speaking factory workers. Organized, trained and motivated workers to maximize output in a highly labor intensive jobs Set new standards of production volume. EDUCATION

BBA University of Texas, El Paso TQM-Director Level Six Sigma Black Belts in both: Logistics & Manufacturing Lean Manufacturing Alumni Association University of Texas, El Paso SAP North America SAP Community General Manufacturers Association Council of Supply

AFFILIATIONS

Chain Management Professionals - GVRT Freight & Logistics Professionals Supply Chain Network International CEO/ CIO/COE/COO/CFO/Head/VP/ Director/President Level - Senior Leadership Group