Goal driven manager with a record of achievement. Adept at driving growth of company profits and improving team safety performance. Exceptional coach and leader. Strong Strategic planner, problem solver and persuasive leader. Committed to managing operations and projects flawlessly while consistently delivering desired results, and contributing to revenue producing activities.

1. GARY RICE
12868 Straightwood Lane
Fishers, In 46037
317.385.0560
egare1972@yahoo.com
Goal driven manager with a record of achievement. Adept at driving growth of company profits and
improving team safety performance. Exceptional coach and leader. Strong Strategic planner, problem
solver and persuasive leader. Committed to managing operations and projects flawlessly while consistently
delivering desired results, and contributing to revenue producing activities.
Cross-Functional team building, communication, and interpersonal skills. Keen ability to see the “big
picture” while staying abreast of business details and tight deadlines. Recognized for consistent success in
developing and implementing new ideas and processes.
Core Competencies
Strategic Planning, Compliance and Regulations, Logistics Management, Strategic Planning & Budgeting,
Production control and planning, Master Planning and scheduling, Purchasing, inside sales, Marketing,
Process improvements, Vendor Sourcing & Negotiation, Warehouse operations management.
Warehouse Operations Manager November 2015-Present
Caito Foods Co.
Responsible for planning, organizing and oversight of all supply chain operations. Direct all supervisors
in warehouse with regards to purchasing product, receiving product, rotation of inventory, selecting
product, and shipping product in a timely and accurate manner. Overall P & L accountability of 1.8
million annual.
 Reworked hours of receiving resulting in a reduction of 40 hours per day labor cost.
 Initiated an inventory control program that resulted in a decrease in expired product of 15%
 Ensure that productivity targets are met constantly achieved a 100% production run time.
 Ensure quality and quantity of received and shipped goods through cross audit program.
 Produce periodical reports on work processes and warehouse workers.
Supply Chain Manager March 2012- October 2015
Weaver Popcorn Co.
Responsible for $2.9 million dollar budget that includes scheduling, material procurement, inside sales,
capacity planning, logistics, warehousing, marketing and distribution. Manage third party logistic
companies to insure on time, accurate and damage free sellable product. Meet with CEO weekly to
strategize for customer growth in the RTE market. Manage a team of 40 associates with 7 direct reports.
 Reduced costs on raw material overhead $800,000 through competitive bidding and negotiation.

2.  Reduced shipments costs year over year by 7% by establishing a dedicated carrier program.
 Saved $1.5 million in 2015 on annual raw material carryover, through proper scheduling of run
outs.
 Slashed costs on finished good storage by $400,000 by establishing a direct shipment program and
reducing storage time at warehouses. Thus eliminating the need for handling and additional
transport.
Planner/Master Scheduler January 2011- March 2012
Weaver Popcorn Co.
Direct activities of multiple planers to achieve factory and material-feasible production plans in SAP work
environment. Implement strategies to “linearize” total factory output. Developed inventory strategy with
minimal and maximum order zones. Created master production schedule across two factories in alignment
with customer forecasts. Resolve shortages issues with purchasing staff. Promoted to Distribution Director
after one year.
 Optimized production efficiencies through run size and change over frequencies.
 Devised processes changes that increased MABD delivery times from 83% to 95%.
 Designed processes to analyze manufacturability, enabling production to become more agile and
responsive to last minute customer requests.
 Established a process that reduced changeover frequency by 15% reducing overall plant scrap costs
and downtime by 72 hours per quarter.
Supervisor/Team Leader Production November 2008- January 2011
Weaver Popcorn Co.
Profit and loss responsibility for Roll stock manufacturing within a food manufacturing facility. Achieved
3% year over year increase in production efficiencies. Key contributor to the planning and implementation
of a new structure of product that increased bottom line profit. Streamlined preventive maintenance
procedures to drive increased throughput numbers.
Selected Achievements:
 Reduction of bag size increased profit margin by 8%.
 Scrap reduction of 4%.Through a new preventive maintenance program.
 Increased output by 12% through equipment upgrades.
General Manager September 2006- October 2008
Aramark- Rolls-Royce
Profit and Loss responsibility for all janitorial, maintenance and machine shop areas. Provided
developmental plans to improve performance and results. Monitored operating budgets and inventories.

3. Participated both strategically and tactically in the development and implementation of policies and
procedures. Measured and communicated safety and regulatory compliance to all levels of the
organization.
Selected Achievements:
 Reduced injury rate to 5.3%, below the national average.
 Championed weekly web conference calls to communicate companywide safety initiatives.
 Reduced overtime by eliminating overlapping job tasks
General Manager February 2003- September 2006
Aramark- Visteon/Ford Glass Plant
Successfully led over sixty engineers, cleaners and hourly employees. Recruited, trained and motivated
employees in a fast paced environment. Maintained operating budgets and inventories.
Selected Achievements:
 Revised job descriptions which reduced facility overtime.
 3.3% injury rate during my tenure.
 Reduced costs by implementing lean principles for supplies.
 Met or exceeded budget goals during my tenure.
 Led the 5S requirements for the maintenance department.
Front Line Manager October 2002-February 2003
Aramark- GM Stamping Plant
Managed the daily operation and scheduling of the facility. Assisted in the successful achievement of ISO
certification for the plant. Successfully led and managed over sixty employees. Recruited, trained and
motivated employees in a fast paced environment.
Selected Achievements:
 Improved injury rate by 23% during my tenure.
 Improved front line contribution from 10% to 13.3% by controlling supply costs.
 Reduced Labor costs by 2.5 million by recognizing efficiencies.
Education:
Ball State University
Bachelor of Science