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Herbert (Herb) C. Jahn

Professional Summary

Supply Chain/Logistics leader who has consistently contributed to the success of large, complex organizations in diverse
industries by quickly evaluating current business operations and re-engineering the processes necessary to achieve short
and long term financial goals, designing and integrating appropriate technology to support key business processes; and,
providing change management/leadership to advance the organization to the new can be position in the marketplace-
all to the benefit of the customer, workforce, and the entire organization.

Areas of Strengths and Expertise
Supply Chain Management Logistics Operations Distribution Operations
Distribution Network Design P&L Management Process Re-engineering
Warehouse design/re-engineering New Construction/Retro-fits ROI Analysis
Change Management Performance Optimization Labor Standards Design
Multi-Site Distribution Management WMS Re-design /Implementation Labor Standards Implementation
Merger/Acquisition Integration Third Party Contracts (3PL) E-commerce Distribution
Continuous Improvement Business Re-engineering Reverse Logistics
Team Training/Development Vendor Management Business/Client Development
Union/Non-Union Workforces Automated/Non-Automated Systems Risk Management
Inventory Mgmt./optimization Customer Service Optimization Labor Maximization
Familiar w/SAP, ORACLE, IBM, JDA, Manhattan Assoc. and Videx software/interface

Professional Experience
Synergistics Group, Inc. 2006-Present
Signature Logistics, Inc. 1996-2013
Texas based consulting L.L.C organizations that provide services to Fortune 100 and other large, complex
organizations in the Distribution arena in a variety of industries including: Retail Food /Foodservice, Manufacturing
(food/beverage, equipment, textile, IS hardware), Telecommunications, E-Commerce Distribution (pharmaceutical
and hardware), Utilities (Power Plant, T&D), and third party logistics (3PL).

Provided re-engineered distribution network designs for transportation and warehouse operations to reduce
costs and improve customer service including new software designs needed to bridge operational gaps in in-
house mainframe systems (Oracle, SAP, and IBM) created by the new designs (including PC based bolt on
modules where necessary); plus, also supplied the change management resources to ensure the successful
adoption of all planned improvements by the workforce with minimal disruption to the business and customer.
Project Highlights
Implemented 15 major business re-engineering projects using proven process evaluation and
enhancement methodology and software to provide clients with an as is evaluation and an achievable
can be solution where all results had an ROI of less than 32 months and saving a total of $5.5 million
Created over 20 distribution network designs for transportation and warehousing operations resulting in
reduced operating costs to clients of over $23 million/year and achieved customer service levels
exceeding 99.0% while achieving ROI in less than 32 months in each situation.
Created shared central parts distribution (CDC) for a six-state nuclear consortium, which reduced the
individual customers on-hand inventories from $110MM to less than $30MM. Negotiated a tax-free
designation for the CDC within the respective state for up to five years saving an additional $6.0MM per

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Project Highlights-Continued
Retained by an Integrated Logistics client to design enterprise distribution networks for 3PL warehousing
and transportation operations for their client companies. Efficiencies and related benefits to the client
companies overall performance resulted in contracts totaling $180 million being awarded to our
Integrated Logistics client. All three contracts were renewed after the initial 3 and 5 year terms
Designed bolt-on E-commerce systems solution for a Hardware client that interfaced with new internet
web site and IBM mainframe for order fulfillment of Web sales which increased overall store sales by 5%
in the first 12 months while E-commerce items experienced a net profit increase of 10% resulting in
bottom-line profit increase of $525,000.
Provided PC based distribution module for a Retail Textile Manufacturing client, which improved
production performance by 14%, operations performance by 38% and reduced inventory shrinkage from
8% to 1%. Total annualized savings $325,000.
Created PC based electronic data interface (EDI) in order to conduct wall-to-wall physical inventory for a
pharmaceutical E-commerce client and created a data file needed for their Oracle implementation. This
project reduced FTE count by 15% and increased productivity by 20%.
Designed bolt on distribution module that interfaced with Oracle mainframe and performed receiving,
put-away, letdown, order refill, replenishment, and inventory control for a pharmaceutical E-commerce
distribution client reducing FTE count by 18%, improving inventory integrity from 64.8% to 99.2% and
order fill accuracy from 98.2% to 99.8%.
Kraft Foodservice 1988-1996
Windsor, CT
Kraft Foodservice is a division of Kraft Foods Group, Inc. (NASDAQ: KRFT), North America's fourth largest consumer
packaged food and beverage company. Kraft Foodservice provides a diverse portfolio of brands, marketing and sales
expertise and resources to the U.S. and Canadian foodservice industry.

Branch President 1994-1996
National Sales & Operations Manager 1991-1994
Regional Operations Manager-Southern Region 1988-1991
After consistently exceeding expectations in the National and Regional positions, was promoted to President for the New
England distribution facility with full P&L responsibilities for sales, marketing, purchasing and distribution.

Reversed 3 year loss of over $3 million to a $925k profit in less than 12 months and $2.8 million turn-
around in 24 months.
Increased sales by 15% in less than 24 months.
Increased gross profit per case by 13% and net profit by 22%.
Implemented preferred vendor programs, which reduced cost of goods by 6.3% in the first 12 months.
Decreased operational cost by 17% in the first 12 months.
Successfully implemented integration of $600 million foodservice acquisition into existing distribution
network in a 6 month period versus the Wall Street schedule of 2.5 years
Improved overall customer service levels from an average of 87% to 98.7% in 14 districts in a 24 month
Implemented the merger of 5 districts into the remaining 37 districts thus reducing annual fixed costs by
$2.5 million and annual variable costs by $1.5 million.
Successfully integrated more than $300 million of new chain account business into several districts with
no drop in customer service rating of 98.7%.
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H.E. B. Grocery Company 1980-1988
San Antonio, Texas
HEB Grocery Company, also known as H-E-B Grocery Stores, is a privately held supermarket chain based in San Antonio,
Texas, with more than 350 stores throughout the U.S. state of Texas, as well as in northern Mexico.

Director, Distribution Maintenance 1986-1988
Director, Frozen Food Distribution 1985-1986
Manager, MIS Distribution Operations 1983-1985
Manager, General Merchandise Distribution 1982-1983
Manager, Grocery Distribution 1980-1982
Held multiple manager and director level positions in distribution with responsibility for warehouse operations and
systems integration (including automated order systems and sort/pick/pack systems) at facilities that ranged in size
from 400 thousand square feet of warehouse space to 1.25 million square feet of warehouse space with sales volume of
$600 million to $1.2 billion.

Successfully managed the construction of 300,000 square feet of distribution space, completing the
respective projects on time and on budget with no disruption in service levels.
Designated General Manager of the first ever in-house, third party, Material Handling distributorship
ever granted by Barrett Industries with first year revenue exceeding projection by 28% and company
savings of 33% for equipment purchases that previously were retail cost.
Achieved a high level of workforce engagement, which allowed successful implementation of
Engineered Labor Standards at assigned facilities while maintaining non-union status and the highest
employee satisfaction rating of any department since tracking was instituted (83% vs. next closest at
Successfully implemented the reengineering and reset of over 1 million sq. ft. of warehousing (Dry and
Refrigerated) in an 24 month period, which not only facilitated the roll-out of ELS but also deferred a
projected $3.7MM in capital expenditures, and improved the overall cost of operations by a combined
25.5% (12% for layout and 13.5% for ELS - $1.6 MM labor savings).
Converted 300,000 sq. ft. of leased warehousing space into a Forward Buy warehouse environment with
projected annual savings of $500K after expenses.
Achieved aggressive budgeted goals for each assigned department. Selected to train supervisory personnel
for the division in the K/T problem solving techniques and also trained more than two dozen
intern/supervisory candidates of which six were trained and promoted to shift manager and later four were
eventually promoted to department heads.

Bachelor of Arts, Industrial Management/Engineering
Our Lady of the Lake University
San Antonio, Texas