ROGER D.

LEKBERG
(717) 571-1025 Mechanicsburg, PA 17050 PROFILE A pragmatic, problem-solving Supply Chain Executive, who has delivered strong leadership, disciplined planning and execution, and innovative thinking to develop and re-engineer systems and processes that have generated significant revenue increases, reduced costs, improved quality, and enhanced service. Has the tenacity and ability to operate successfully under pressure and in unstructured environments. Grew cold chain daily delivery business with an existing retail client by over 50% by improving service, reducing costs, and implementing best practices processes. Reduced vendor non compliance costs by $3 million annually by implementing key account cross functional teams that also increased on time deliveries to 99%. Reduced procurement costs by $38 million through reverse auctions, store ready pallet modules, formalized spend analysis, RFPs/RFIs, and a contract management process. Reduced pharmaceutical inventory by $90 million by consolidating DCs and implementing net landed cost value model. Experienced in manufacturing, 3PL, and retail markets in the consumer goods, pharmaceuticals, electronics, and printing/publishing industries. Managed B2B and B2C relationships. rdlekberg@comcast.net

EXPERIENCE The Alternative Board, Mechanicsburg, PA Providing facilitation and coaching to owners of privately held businesses. Owner 2009-present

Provide business assessments, strategic planning, and overall business operation recommendations resulting in improved operations, increased sales, and profitability. EXEL SUPPLY CHAIN SERVICES (Division of Deutsche Post World Net), Westerville, OH 2007-2009 Worlds largest third party logistics company with domestic revenues of $4.5 billion and worldwide revenues of $80 billion. Vice President Operations, Retail Americas Recruited from LG Led distribution centers supporting over 3,600 multiple company retail stores. Worked with Business Development group to attract and sell new clients. Grew business with existing client by over 50% by improving service, reducing costs, and implementing Best Practice processes. Operations made daily fresh food refrigerated deliveries to over 3,000 stores. Revenue grew from $50 million to over $80 million. Sold new business expedited delivery process to food retailer of daily fresh refrigerated food to 570 stores. Annual revenue potential is $35 million with profit potential of $4.9 million. Completed global end to end supply chain solution for Brazilian company entering the US market and implemented national distribution network. Business revenue of $2 million. LG ELECTRONICS, Englewood Cliffs, NJ Recruited from Safeway Korean manufacturer of consumer electronics, appliances, cell phones with revenues of $60 billion. Vice President - Logistics and Supply Chain Management Managed Logistics group supporting growth of over 40% per year. 2006-2007

Reduced operational costs by $25 million through scheduled distribution and converting from third party logistics management to internal operational support. Reduced vendor non compliance costs by $3 million annually by implementing Key Account cross functional teams that also increased on time delivery to 99%. Implemented company's first end to end supply chain integration process. SAFEWAY, INC., Pleasanton, CA The second largest pure grocery store chain with $36 billion in revenues with 1700 stores. Senior Vice President Supply Chain 2004-2005

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Managed $1 billion operating budget, $200 million capital budget, 4 VP direct reports, 9,000 associates, 15 Distribution Centers totaling over 17 million square feet in the US and Canada. Reduced cost of goods sold by over $38 million through reverse auctions, store ready pallet modules, formalized spend analysis, RFP/RFIs, and contract management process. Developed supply chain vision which included net landed cost/profitability, dynamic replenishment, full supply chain visibility, information sharing, and supplier collaboration. Reduced out of stocks from 12% to less than 4% which amounted to increased sales of $47 million Implemented KPI score card and dash board for all aspects of the supply chain. Established first Supplier Advisory Board to develop innovative ways to improve sales, reduce costs, and improve communication. Implemented multiple technologies including voice recognition order selection, automated appointment scheduling, data synchronization, and carrier activity management system. RITE AID CORPORATION, Camp Hill, PA 1997-2003 The nations third largest drug store chain with $26 billion in revenues 4,800 stores. Senior Vice President- Distribution & Logistics Managed $300 million operating budget, $110 million capital budget, 8 direct reports, 5,000 associates, eight distribution centers and two manufacturing plants totaling over 4 million square feet. Reduced $300 million pharmaceutical inventory by 30% by consolidating 8 distribution centers into 3 facilities and developed net landed value model to optimize purchasing and inventory. Led the design and construction of two $100 million distribution centers totaling 1 million sq. ft. that featured state of the art A-frames, carrousels, pick-to-light and high speed sortation systems. Rationalized 4 under performing distribution centers. Reduced total cost as a percent of sales from 2.1% to 1.6% over 4 years despite dramatic increase in volume driven by several acquisitions that doubled size of the company. Developed and implemented a vendor compliance program that established delivery and information standards and generated $2 million in non-compliance payments. GOLDEN BOOKS FAMILY ENTERTAINMENT, INC., New York, NY 1994-1996 A $750 million publisher focused on childrens books. Sold to Random House Publishing in 2000. Vice President- Distribution - Golden Books Publishing Co., Racine, WI Managed $75 million operating budget, 6 direct reports, customer service, order entry, closed loop replenishment, credit and accounts receivable, distribution, transportation and industrial engineering functions shipping over 300 million units annually. Reduced cost as percent of sales from 13% to 8% through automation, software upgrades, facility consolidation, and incorporating proofs of delivery with bills of lading. Worked with largest customer to manage the closed loop replenishment process and the total category. Met with key customers such as Wal-Mart, Target, ToysRUs, and K-Mart to negotiate consistent price labeling and product flow processes. JOHNSON & JOHNSON, New Brunswick, NJ 1983-1994 A $65 billion worldwide healthcare manufacturer supplying hospitals, pharmacies, and consumer outlets. Director - Key Accounts, Logistics, Distribution Established cross-functional teams of top performers to address the needs of clients that comprised 50% of revenues. Reduced costs and improved responsiveness by providing a single point of contact.

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Saved $28 million annually by leading a sector-wide supply chain re-engineering project from conception to implementation. Implemented supplier quality management process with largest suppliers reducing non-value added costs from the procurement and delivery system. Designed customer consulting program for hospitals and surgical supply distributors providing layout and material flow analysis and recommendations, resulting in a new profit center for J&J. EDUCATION Continued Executive Education at Northwestern, Michigan State and Duke Universities Master of Business Administration in Finance, Northern Illinois University Bachelor of Science in Management, Northern Illinois University CERTIFICATIONS HACCP (Hazard Analysis Critical Control Point) CTPAT Import Process and Controls Quality Control Process and Trainer at J&J Quality College