1. JEREMY B. TRAYWICK
501 HOLLY AVE. POOLER, GA 31322
CELL: (912) 660 7470
JEREMYTRAYWICK@MSN.COM
PROFILE
Analytical and solution-oriented professional with over 5 years’ experience in logistics and supply chain management that includes a
tier 1 consumer electronics firm. Skilled in collaborating with suppliers, buyers and planners to refine supply chain dynamics reducing
overall costs in the areas of lead time, inventory and transportation. Offer expertise ranging from domestic to international
transportation encompassing all common modes of transportation.Employs tactical management to resolve daily operational issu es
and perform strategic analysis of fright expense and transit time to identify opportunities for improvement.
o Import/Export
o Lead time reduction
o Supply chain optimization
o Total cost
o 3pl management
o KPI reporting and
development
o RFP experience
o LTL/FTL/LCL/FCL/Air
Freight/Rail
o Top Tier Accounts:
o General Motors
o Audi
o Nissan
o Porsche
o NFL
o Olympics
o Bose
o Sam’s
o Costco’s
o BJ’s
o Best Buy
o Target
o International B2B/B2C
EXPERIENCE
BOSE CORPORATION, FRAMINGHAM, MA
LOGISTICS ANALYST (July 2012-
 Certified Six Sigma Green Belt
o DMIAC initiatives implemented for cost reductions and improved performance across several functions
 Recouped $100,000 billing error by implementing standards around invoice automation audit program
 Automated domestic shipment tracking across LTL, parcel and TL carriers for all customers; a savings of
over $90,000 and improved the domestics service levels (exception management)
 PDCA projects that exceed $500,000 in savings redesigning portions of the North American network
 Direct international shipping (Dc bypass)
 Total cost vendor alignment project (Logistics lead)
o Responsible for analyzing historical payment/volume/frequency data to determine vendorcompliance with current
corporate standards.(logistics plan for every supplier)
 Developed individual routing instructions utilizing lowest cost carriers within required lead-time.
o Project savings currently exceeding $1M; a 5% reduction in total freight expense.
 Responsible for triaging and managing the day to day operations of the corporate logistics operations center
o Oversee three junior analyst and interact with onsite representatives from LTL, Truck Load, Ocean freight,
international air freight/brokerage firms.
o Initiate and manage the domestic wholesale network by working with contracted carriers, sales groups and
distribution to meet the needs of the external wholesalers, resellers and end consumers.
o Maintain overall 98% on time delivery and correlating KPIs
 Develop and implement KPIs to evaluate the service level of an international 100 million dollar transportation network.
o KPIs include carrier delivery performance to wholesalers, DC performance related to shipment processing and
shipment execution using an SAP interface. Container importation/Port service level to mitigate manufacturing
interruptions during the 2014 ILWU contract negotiations.
 Logistics Contact point for critical to the business shipments and highly visible projects including but not excluded to
o 2014 new product display team and again in 2015
o Awarded presidential “VAULT” award for 2013 transportation expense control during the ILA contract negotiations
o Also nominated for the “Divisional Directors Award” for related activities and again in 2015
o Awarded and recognized by the “Bose Ride” team for new network implementation
o Scouted and hired 3pl to manage “Pro Division” inventory stationed in zoned territories for rapid deployment.
o Authored the SOP for both the “Capital equipment transportation and Shipping procedures” as well as the
“Corporate Quality Returns shipping and tracking procedure”
o IATA certification in regulated magnetized materials and lithiumion materials

2.  RFP experience :domestic and international freight quoting and benchmarking and costing for carrier selection and utilization
 Corporate Logistics project selection and review team
o Annual project proposal, valuation ranking and scoping
o Monthly status reporting and metric implementation
 Large data analysis
o Aggregate shipment information for parcel and LTL review
o Vendor shipping methodologies for frequency adjustment to increase value and lower costs
o Container import/export utilization and milestone KPI
o SKU level transportation costing for international and domestic cost analysis across all modes of transportation
G&P TRUCKING, INC., POOLER, GA Aug 2009-Jan 2012
FLEET MANAGER
 Responsible for managing the Savannah Terminal’s transportation of imports and exports to and from customer’s location to the
Georgia Port Authority,CSX, Norfolk Southern as well as local container yards
o Managed on average 34 employees; 33 fleet drivers and a Customer Service Representative
o Organized and prioritized daily array of imports and exports for daily dispatch
 Added revenue to orders by combining multiple orders that were regionally located and profitable for back-
haul(Value Added Move)
 80/20 used to maintain and expand our business with our most loyal customers
o Authored the current training manual used at the Savannah terminal for new drivers unfamiliar with the software.
 Conducted driver training programs on QUALCOMM in-truck computers
 Operated the Savannah Fleet consistently between .82 and .84 ratio
o Recognized as the lowest in the Intermodal division
 Developed close relationships with internal and external customers, maximizing efficiency and reducing costs while satisfying the
needs of all customers
o Worked with the Risk and Cargo Loss Director to implement procedures for the protection of customer goods during
times of theft i.e. holiday weekends.
o Worked alongside the IT Director to help develop the guidelines for a software systemthat communicates between the
Georgia Port Authority and AS400 to create more time for employees that use this site to obtain vital cargo information
o Responsible for daily communication with the safety department to keep Drivers legal and safe
 Identified and implemented various programs to manage variable costs resulting in increased revenue
o Worked with customer service rep to set up a channel of communication between the driver and the customer service
rep, to begin billing the customer when driver detention begins
o Worked closely with the equipment manager at anotherterminal to reduce cost associated with non asset equipment
 Worked the last free day report to ensure that all equipment was returned before cost accrued or that
documentation was in place if the customer was willing to accept the charges for their own needs
 Kept detailed, daily records of containers on site for the Equipment manager should he need to contest charges
from equipment providers
EDUCATION
GEORGIA SOUTHERN UNIVERSITY, STATESBORO, GA August 2009
 Bachelors of Business Administration in Logistics and Intermodal Transportation
 Major GPA of 3.1 (4.0 scale)
ARMSTRONG ATLANTIC STATE UNIVERSITY, SAVANNAH, GA May, 2006
 Bachelors of General Studies with an area of concentration in Psychology
AIR ACADEMY(through BOSE)
 Six Sigma Green Belt Certification 2013
HONORS
 Awarded the Best and Brightest by the Georgia Southern Accounting department
 Received theHOPE Scholarship for academic achievement from theState of Georgia
COMPUTER SKILLS
 Working knowledge of: Microsoft Word, Excel, Vizio, SAP, AS400 (ICC), Trinium
EXTRACURRICULAR ACTIVITIES
 Delta Nu Alpha(the Georgia Southern Logistics Association)
 Council for Supply Chain Management Professionals