1. Patrick J. Curran
On Demand, Food Industry Executive / Strategy Consultant
Combining distinctive food industry competencies with
leadership and passion to deliver continuous business
improvement and results

2. Food Industry Credentials and Expertise
Breadth and Depth of Experience
4 Industry Segments
1. Self-distributing Chain Supermarket s
2. The Specialty Food Industry- 38,000 plus skus
across multiple distribution centers
3. Store Brand Management logistics support for a
dedicated multi-format supermarket chain
4. GroceryWholesale Distribution to independent
grocers, drug stores and convenience stores

3. As a food procurement, marketing and supply chain specialist, I will provide my
customers, suppliers, shareholders and associates with the highest level of service
at the lowest possible overall operating expense and cost-of-goods.
I will deliver economic value from procurement and supply chain initiatives that can
be measured and is visible on the P & L and balance sheet.
My contribution will be in helping organizations develop and accelerate winning
strategies and tactics that creates a differentiated competitive advantage.
My Mission Statement

4. With unparalleled “hands-on know how” combined with a broad canvas of
senior level experiences, I will bring both revitalization and a bigger and
better level of business performance.
My passion and energy is focused on establishing new processes and
disciplines that drive costs out, increases service levels, reduces unwanted
inventory, decreases the level of shrink losses from damage and out-of-
codes and shortens cycle times throughout the entire supply chain.
Leveraging intuitive and organizational skills, I love discovering and
implementing more efficient and economical methods in managing lean
inventories and moving freight completely and accurately according to a
specific project plan and timetable.
As a self-directed individual, I thrive on being a part of an organization that
is faced with many challenges and leading the people to solve problems,
bring economic scale and value to the business and build for the future.
MyValue Proposition

5. My direct exposure to supply chain, logistics and procurement disciplines in the
food industry is distinctive.
Note these relevant competencies:
1. Global and domestic sourcing
2. Purchasing and inventory management
3. New customer on-boarding
4. Forward buying
5. Warehouse slot layout and assignment
6. Cold chain management
7. In-bound freight lane and hub network mapping and consolidation
8. Carrier negotiations
As a strategic thinker and business partner, I possess the leadership ability to
organize all the cross-functional departments around initiatives, i.e., Marketing,
Procurement, Distribution,Transportation, Sales, Accounting and Finance.
Wide-Ranging ExposureTo
Procurement and Logistics

6. From fresh fruits and vegetables, meat, dairy, deli, seafood, frozen food and ice cream to
center store grocery, I have many formative years of hands-on experience as a purchasing
and inventory manager at a prominent and reputable regional supermarket chain.
My experience has allowed me to see procurement, inventory management, supply chain
and the cold chain from practically every perspective.
As a “big picture thinker” I retain a keen grasp of important concepts and pieces of the
business such as these:
• working capital
• cash flow
• terms
• days / weeks supply
• lead times and safety stock
• JIT, reorder points and economic order quantity
• CPFR
• cube utilization
• freshness and shrink
• service level
My knowledge extends to the entire business process. I know how the numbers add up.
Having a high level of engagement, I am very familiar with and comfortable working in
distribution centers walking the docks, the aisles, slots, the freezers, coolers and reserve
areas.
Hands-On Practical Experience

7. In order to demonstrate my qualifications, please allow me to describe some
practical hands-on and senior leadership experiences and skills learned and
acquired during my career:
 Jewel Food Stores
o Produce inventory specialist
o Grocery buyer: baking, coffee, spices, breakfast, household, paper, international
and ethnic food
 Kehe Food Distributors
o Department Director. Specialty perishable food buying agent, dairy, deli, meat,
seafood, frozen and ice cream
o Vice-President of Supply Chain and Logistics. Scope: 38,000 skus, 3,500
manufacturer suppliers, multiple distribution centers and multiple temperature
zones
 SeniorVice-President of Sales & Marketing of various supermarket chains
o Leading procurement and purchasing departments for all food departments
Senior Level Supply Chain Leadership

8. Passionate focus on customer satisfaction
and delivering benefits that clearly
cements the relationship with customers.
Some of those important benefits to my
customers are:
1. Full assortments and the right product
mix
2. Frequent and on-time deliveries
3. High everyday in-stock fill rates
4. 100% in-stock on sales promotions
5. Fresh product with long shelf life
6. Rapid response on adding new items
7. Small case packs
Extreme focus on results that provides my
company with a comparative cost and
service advantage.
Those accomplishments are:
1. Lean inventory levels that reduce
interest costs on borrowing
2. Optimizing distribution center
expenses through the efficient flow of
in-bound freight
3. Reducing the overall case costs
through the reduction fuel expenses
within the in-bound freight function
4. Winning favorable freight rates with
carriers
5. Delivering high service levels
Delivering Results For Customers and
Supplier Partners

9. • More skillfully managed the trade-offs
between carrying higher inventory in order
to reduce / avoid incremental fuel
consumption on multi-stop pick-ups across
the lower 48 states.
• Rationalized the pick-up programs and pick-
up locations and shed un-economic pick-up
lanes.
• Alternatively, re-negotiated pick-up
allowances with product manufacturers.
• Leveraged the lower cost of the rail mode.
• Improved the data synchronization process
with product manufacturers and 3PL’s.
• Built a home-made excel in-bound freight
pricing model tied to the daily price of diesel
in order to manage total freight expenses.
• Reduced empty miles and expense dollars.
As Vice-President of Supply Chain and Logistics
for Kehe Food Distributors I helped develop
practices and methods that drove efficiencies in
(1) inventory management and (2) fuel
consumption / expense.
• Worked on bigger and better infrastructure.
• Strategically used the company fleet in the
expansion of an internal pick-up program.
• Utilized when possible the customers’ fleet
for freight pick-ups.
• Expanded the network of dedicated
common, independent and inter-modal
carriers and at the same time forged healthy
relationships with them.
• Formalized a new process around strategic
geographic pick-up hubs and lanes, i.e.,
west coast, east coast, Texas, British
Columbia, Mexico and Chesapeake Bay
area, for example.
An More Effective and Efficient
In-Bound Logistics Function

10. As Vice-President of Supply Chain and Logistics for Kehe Food Distributors, my
approach in building organizational capability and leading the teams followed
these steps:
1. Design an organization structure that best serves the customer and supplier
base. Positioning people in the right roles.
2. Provide vision, direction and motivation to associates.
3. Clarify roles, responsibilities and measures of success.
4. Create the environment for success and enjoyable quality of work life.
5. Provide the tools necessary to complete the work satisfactorily.
6. Carefully integrate new customers’ business.
7. Add to staff as needed.
8. Provide education and advancement opportunities.
9. Prepare for training in new systems implementation.
10. Measure performance and reward high performers.
Building SuccessfulTeams

11. • Create a customized infrastructure for
each customer.
• Establish people, processes and plans
to completely and successfully on-
board new stores and retail customer
groups to the distribution centers in
order they enjoy the highest levels of
fill rates.
• Communicate and coordinate supply
chain plans with all stakeholders.
• Monitor inflow of freight to verify (a)
quality specifications; (b) on time
arrival and (c) quantity ordered.
• Establish measures that reveal
customer profitability
Understand the customer’s needs and
requirements with respect to assortment,
sales promotion, new products, seasonal
programs, CAO and delivery frequency.
• Lead, develop and manage project
plans and milestones.
• Determine the assortment required.
• Establish demand forecast for all skus.
• Source and procure all skus.
• Negotiate cost, delivery date and
method of in-bound logistics.
• Establish accurate freight rates for
new lanes of freight pick-ups.
On-Boarding New Customers and Stores

12. As a perishable marketing executive, I possess a wonderful set of experiences
building brands and merchandising “fresh food” products.
I enjoy sharing my abundant level of knowledge and competencies regarding
procurement, inventory management, distribution and product handling.
My know-how extends to compliance with food handling, safety guidelines and
best practices.
I understand the need for strict temperature controls and maintaining an
unbroken cold chain throughout the entire supply chain.
My perishable category competence covers these categories:
 Produce
 Refrigerated Meat, Deli, Specialty Cheese and Seafood
 Refrigerated Prepared Foods
 Dairy
 Frozen Food and Ice Cream
 Chocolate
 Floral
Managing the Cold Chain

13. My food industry experience has allowed me to view the purchasing and
inventory management business process from two viewpoints.That is, I have
seen two forms of organizational structure, one being a centralized function
and the second being decentralized.
Some of the vital issues I have faced and strived to achieve include these:
1. Lower the cost-of-goods through maximizing purchases on deal.
2. Improve cash flow by maintaining lean inventories.
3. Achieve working capital goals.
4. Improve and extend shelf life to the customer.
5. Rationalize the assortment and inventory carried.
6. Smooth out the lumps in in-bound freight through more accurate.
planning and demand forecasting.
7. Implement processes that reduces damage goods.
Purchasing and Inventory Management
Disciplines

14. Planning is essential. The establishment and integration of short and long term planning is
critical to achieving efficiencies, driving down costs and providing high service levels.
Demand Planning and Forecasting
Time and Date
• Daily
• Weekly
By Event
1. Special Bookings
2. Forward buys
3. Seasonal requirements
4. New products
By Method
1. Manual intervention
2. Automated re-order points
3. Lead time and safety stock
4. Retailer CAO
PlanningTheVolume Inflows and
Outflows

15. I understand and believe in the process of “keeping score” by measuring the
business value of procurement and logistics.
Working Capital Focus– product inventory dollar levels are measured according
targets established. The measurements support various objectives: (1) to
optimize cash flow; (2) to maximize freshness; (3) to optimize distribution center
expenses and (4) to balance and control the cost of fuel for inbound freight.
Service Level and Inventory Productivity measures or KPI’s:
 Total service level score: 94%-99%
 Service level score on featured / promoted products: 97%-100%
 Service level score on active available products (ex. unavailable): 95%-98%
 Inventory velocity turns
 Inventory dollars versus target
 Days and weeks supply especially products with short expiry dates
Key Performance Measurements

16. My experience is extensive having worked for retailers, distributors and wholesalers my entire
life.
I have a keen understanding of the importance and impact the “order fill rate” has on customer
satisfaction and sales results. Having been a store operator and merchant I am a fanatic about
providing our stores and customers with high fill rates, especially on sale items.
One of the keys to success in improving service levels is to build a process around demand
forecasting. This is accomplished by creating more information highways to capture and
integrate customer demand from all sources and during all seasons.
My leadership style is one where I would communicate to the various associates and partners
the importance of playing a successful role in achieving the service level objectives.
As the team leader and owner of service level, I have instituted accountability and motivation
for teams to achieve a higher level of consistent service. I have developed key performance
measures that described targeted fill rates for each individual and team.
Service level targets are developed on the basis of the type and nature of the categories,
products, customers, suppliers, crop and market conditions.
My approach has been to work collaboratively with stakeholders, i.e., purchasing team
members, suppliers, carriers and manufacturers in establishing plans and goals. Then I
established the monitoring and measurement reporting process which tracked the
performance of the collective results.
Service Level Performance

17. In the context of supply chain management, I see and value the importance
of having healthy relationships with a variety of partners including product
manufacturers, carriers, 3PL’s and auditors.
Some philosophies I believe in are forging and nurturing “win-win”
relationships.
And collaborating openly with partners to expose the issues and resolve
problems. I am a big believer in joint planning and identifying successful
logistics solutions to drives out waste and system costs and to improve
customer service.
Aligning and communicating the customers’ sales plans with procurement
and in-bound freight logistics
A natural monetary benefit of enhanced supplier partner relations is taking
advantage of the special terms and deals as they arise above and beyond the
normal trade promotion offerings.
Supplier Partner Relations

18. As a business user I possess some familiarity with supply chain software
companies and the role of warehouse management and related purchasing
systems play. The technology is rapidly evolving and thus it is vitally
important to stay abreast of the marketplace’s offerings, solutions, level of
differentiation and the cost to operate.
I am familiar with these names as a result of being a part of an RFP process
at Kehe Foods, yet I am clearly not the technical expert with regards to the
performance of these WMS and purchasing products.
• Red Prairie
• Oracle Demantra
• SAP
• Manhattan
• OMI
• JDA
Technology Solutions and Integration

19. 1. Improved service levels in all distribution centers and departments.
2. Completed the organization design, training, development and staffing-up of the procurement and
logistics team.
3. Successfully planned and managed the demand forecasting and inbound logistics for the extremely
high volume seasonal periods.
4. Increased inventory turnover ratios by reducing excess inventory and therefore improved cash flow.
5. Opened the Salt Lake City distribution center for expansion into the western states and determined
the assortments carried in this “mother-baby” configuration..
6. On-boarded a significant new national supermarket chain to all distribution centers.
7. Completed the build-out of the freezer and expanded available product assortment.
8. On-boarded a new customer in a new business channel, convenience stores.
9. Reduced the cost-of-goods by improving the cube and weight utilization on inbound freight.
10. Created a new business model for managing the national network of inbound freight logistics which
resulted in lower costs of fuel consumption and cost-of-goods.
11. Reduced carrier rates through negotiation and adding new modes of transportation and carriers.
12. Increased gross profit by expanding the forward buy program.
13. Provided and supported technical and business advice on purchasing and logistics systems during
the period I.T was undertaking an initiative of revamping all internal systems with an ERP solution.
14. Established various business processes and internal measurement systems in order to provide for
checks and balances and performance management.
Major Achievements and Successes

20. Contact Information
Patrick J. Curran Consulting, LLC
2860 Melrose Ln
Naperville, IL
60564-6008
pat@patrickjcurran.com
www.patrickjcurran.com
630.210.5668