ROBERT W.

RAPP
13291 Malena Drive * Santa Ana, California 92705 * 714-247-9709 * rrae5dfa
@westpost.net

GENERAL MANAGEMENT/OPERATIONS EXECUTIVE

Senior-level executive with proven success optimizing company growth and profita
bility.
Key competencies include:
* Team Building * IT Support & Services
* Sales Forecasting & Budgeting * Strategic Planning
* Logistics & Warehouses * Business Development
* Supply Chain Management * Human Resources
EXPERIENCE
PAYLESS FOODS (A $120 million corporation) 2007-Present
Hawthorne, CA
Director of Produce Operations & Supply Chain
Manage daily produce & floral operations for 10 stores with $26 million in annua
l sales. Responsible for operations and budgeting, marketing, procurement, and s
tore supervision. Oversee all supply chain operations (Warehousing & Transportat
ion). Manage all aspects of marketing and advertising strategies and implementat
ion of weekly promotions.

CARDINAL LOGISTICS (A $350 million corporation)

2005-2007
Fullerton, CA
V.P. of Operations & Business Development
Oversaw daily operations of 22 distribution, warehouse, Transportation in the we
stern region of the U.S. Led team on new WMS system development and rollout. Neg
otiated with leading retailers on leasing warehouse footage and services, 3rd pa
rty logistics. Responsible for service matrix to customer.
* Improved distribution cycle times and carrier sourcing, which led to decreased
cost and increased profitability.
* Initiated a subleasing program to help offset high leasing costs associated wi
th empty space of primary tenants through the sublease of unused footage at dist
ribution centers to secondary tenants, which led to decreasing cost for primary
tenant and increasing revenue for Cardinal.
SAFEWAY.COM (A $30 million online grocery company)
2002-2005
Anaheim, CA
Regional Director of Operations
Responsible for the rollout of 32 individual stores in 3 states. Oversaw all asp
ects of daily operations, including the hiring and developing of management pers
onnel, customer service levels. Responsible for sales budget of $10 million per
year and P & L. Introduced new IT services, which greatly enhanced customer sati
sfaction. Defined requirements for IT projects for both in-store and distributio
n. Accountable for daily operational issues between the warehouse and stores, de
livery, and IT services, and customer fulfillment of dot.com business.
* Increased sales by 300%, or $2.5 million, by improving customer service level.
* Decreased operational costs by 85%, or $1 million, by improving store and driv
er productivity.
SAFEWAY/VONS (A $43 billion grocery chain)
1973-2002
Arcadia, CA
V.P. of Produce Operations (1998-2002)
Managed daily produce operations for 326 stores with $700 million in sales. Resp
onsible for operating and budgeting expenses, marketing, procurement, and superv
ision. Oversaw all aspects of supply chain management with detailed knowledge of
market conditions on supply and demand. Handled contract management, including
contract negotiations. Responsible for developing IT system for wholesale produc
e and floral products out of the distribution center. Managed all aspects of adv
ertising strategies and implementation of weekly promotions.
* Increased sales 16.2%, or $110 million, through regional marketing and conveni
ence food.
* Decreased operational costs by 6.1%, or $125,000, by improving store effective
ness and marketing changes.
* Reduced shrink from 8.3% to 4.2%, or $3 million, by developing store reports t
o measure inventory turns at store and warehouse levels.
Director of Floral Operations (1989-1998)
Managed daily operations for 240 full-service and 70 self-service floral departm
ents. Responsible for operating and budgeting expenses, marketing, procurement,
and supervision. Oversaw all aspects of supply chain management. Handled contrac
t management, including contract negotiations. Responsible for hiring and traini
ng all staff consisting of merchandisers, buyers, and floral managers. Helped de
velop WMS system for distribution facility.
* Developed the Quality Circle and the Full-Service floral programs, which resul
ted in improved communications between store level and management.
* Increased sales from $8 million to $83 million by adding 240 full-service flor
al departments.
* Increased gross margin from 28% to 49%, or $38 million, by improving product m
ix and adding fresh arrangements, single-stem flowers, and wire service.
* Reduced operational costs by 26%, or $9 million, by increasing sales without a
dding additional staff and improving store efficiencies.
Floral Buyer Merchandiser (1986-1989)
Produce Category Manager (1983-1986)
Produce Warehouse Manager, Produce Relief Buyer (1980-1983)
Store Operations (1973-1980)
EDUCATION & TRAINING
* B.S. (Bus. Admin.), Cal. State Northridge, CA * Chain of Life (PMA), New Orlea
ns, LA
* PMA Leadership Symposium, Denver, CO * Management Training, Arcadia, CA
* Supermarket Marketing (FMI), Miami, FL * Future Customer (FMI), Salt Lake Cit
y, UT
PROFESSIONAL AFFILIATIONS
* Group Vice President, City of Hope * Board of Directors, Produce M
arketing Assoc.
* Vice President, Fresh Produce and Floral Council * Board of Directors, Society
of Amer. Florists
REFERENCES: Available on request