1. DEANNA M. RAINWATER
Telephone: (870) 867-3546 - Cellular: (501) 258-3585
Email: info@rainh2oresources.com
SUMMARY
Diversified SENIOR SUPPLY CHAIN EXECUTIVE providing 20+ years of business knowledge and rich supply chain
management experience and strategic planning related to retail stores, direct-to-consumer channels, consumer products
distribution, small parcel logistics, and third party operations. Proven expertise in Profit & Loss management, operational
turnarounds, change management, process improvements, operational synergy attainment and team development and leadership.
Instrumental in avoiding $95 million in expenses during career. Successful in turning around operations despite challenging and
unpredictable business environments. Credited with building high-performance teams and management organizations by
mentoring employees. Extensive knowledge and hands-on experience with labor-union avoidance, interaction and negotiation.
PROFESSIONAL EXPERIENCE
APPLICA CONSUMER PRODUCTS, INC. – Miramar, FL 2001 to 2009
Over $1 billion worldwide designer, marketer and distributor of a broad range of branded small appliances, such as George
Foreman grills, Black and Decker, Toastmaster and Farberware.
Senior Director – North America Distribution
Reporting to the Vice President of Worldwide Supply Chain. Staff: 7 Direct Reports – Distribution Center Director-Canada,
Operations Manager-Little Rock, 3rd Party Distribution Providers, Inventory Control Manager, Distribution Analyst, and
Administrative Assistant; 150 to 300 Indirect Reports. Annual Budget responsibility: $22 million
Key leadership role involves operations management, Profit & Loss management, supply chain management, continuous process
improvements, project management, third party logistics, network strategy and development, strategic planning, contract
negotiations, WMS implementations, and mergers and integrations. Key customers include Wal-Mart, Target, K-Mart, Kohl’s,
Sears, and others.
• Created turnaround strategies to reverse unacceptable operational performance levels, drive customer service, improve
employee communications, strengthen relationships with facility leaders, decrease operational costs, and improve performance
accountability and performance metrics. Successful turnaround led to Senior Director promotion.
• Reduced expenses for the North American distribution organization from $22.9 million to $15.3 million per year, realizing
$15.9 million in SG&A cost savings over the previous five years.
• Added to the bottom line by lowering shipper load and count claims from $2+ million to less than $150,000 per year, and
slashing internal distribution center damages from $500,000 to $72,000.
• Introduced inventory best practices and new operational methodologies to drive inventory location accuracy from 56% to
98%.
• Created cost saving opportunities, improved service, operations, and contract terms, and produced a 10% decrease in annual
SG&A by accelerating the management of key third party business relationships.
• Boosted the competencies of distribution systems and DC staff, and established a paperless, SOP driven environment that
emulates industry best practices.
• Delivered a $3.6 million annual cost saving by downsizing North American employee base 60% after establishing new
process improvement and labor productivity increase strategies.
• Prevailed in union election (Teamsters) 88% in the USA, and, also prevailed in Canadian union election 100%.
• Propelled company’s reputation with Wal-Mart (#1 customer) through savvy operational leadership style. Efforts enabled
company to be named “Vendor of the Year” in the small household appliance category.
HANOVER DIRECT / KEYSTONE INTERNET SERVICES – Roanoke, VA 2000 to 2001
A direct-to-consumer provider of merchandise (catalog, internet) and 3PL logistics services though ecommerce platforms and
fulfillment operations.
Director of Operations, Maumelle, AR
Reporting to Vice President of 3PL Operations. Staff: 8 Direct Reports – Inventory Control Manager, Outbound Manager,
Inbound Manager, Returns Manager, Engineering Manager, Facilities Manager, Human Resource Manager, and Transportation
Manager; 150 Indirect Reports. Responsible for client contract negotiation activities as well as logistics service pricing and
development of service levels agreements. Full operational accountability for facility profitability and overall business
management. Diverse full service 3PL order fulfillment operation to include piece picking, kitting, product customization,
targeted marketing promotions and returns processing.
• Developed business project plan to transition retail distribution center to third party direct marketing fulfillment organization
(former Champs Sports facility). Third-Party start-up activities included developing building layout, process flow design,
customer profile analysis, identification of service offerings and pricing strategies, promoting customer relationships,
conducting new employee hiring, formulating new policies and procedures, and WMS implementation and training.
2. • Designed new process flow methodologies and standard operating procedures to meet new customer service requirements.
• Analyzed and executed necessary actions to ensure customer profit, and cost control strategies (prior to CEO’s decision) to
dissolve the Keystone Internet Division thus shutting down the site after $30 million was invested in the facility.
Deanna M. Rainwater
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FOOT LOCKER, INC. (CHAMPS SPORTS DIVISION) – New York, NY 1995 to 2000
World’s leading retailer of athletic footwear and apparel; annual sales reached $850 million at the time.
General Manager, Maumelle, AR
Reporting to Worldwide Vice President of Logistics. .Staff: 8 Direct Reports – Inventory Control Manager, Outbound Manager,
Inbound Manager, 2nd Shift Manager, Engineering Manager, Facilities Manager, Human Resource Manager, and Transportation
Manager; 400 Indirect Reports
Brought on board to spearhead distribution and logistics of a 734,000 sq. ft. facility that met the needs of 626 Champs Sports retail
stores. Held accountable for Profit & Loss management of an $850 million business, and managed cost saving strategies, facility
services, transportation, industrial engineering, workplace health and safety, purchasing, inventory control, information services,
and human resources.
• Directed reduction in annual costs from $14.3 million to $9.9 million, while lowering distribution cost as percentage of sales
by 31%.
• Took aggressive steps to lower labor hours paid 52%, drop overall cost per unit 21.8%, improve total units per hour 84%, cut
annual inventory shrink rates from 7% to .2%, and push on-time carrier performance from 94% to 98%.
• Downsized 100+ employees through attrition and process improvements which saved $3.1 million per year.
• Member of a Logistics Network Consolidation and Site Selection Team charged with eliminating 9 distribution facilities.
Initiative eliminated excess warehouse space and reduced North America distribution footprint from 5.6 million sq. ft to 2.7
million sq. ft, and saved $36 million per year.
UNITED PARCEL SERVICE – Mid-South District 1983 to 1995
The world’s largest package delivery provider of specialized transportation and logistics services.
Distribution Center Manager, West Little Rock, AR (1994 to 1995)
Reporting to Central Division Manager. Staff: 200 employees
• Credited with turning around one of the most poorly performing facilities in the Arkansas district.
• Pushed operations efficiency 25% and boosted customer service levels from 62% to 88%.
• Won a “Most Improved Delivery Operations” Award for the Mid-South District.
Arkansas District Employment Services Manager, Little Rock, AR (1992 to 1994)
Reporting to Arkansas District Human Resource Manager. Supported an employee population of over 2,000 employees.
• Provided HR services to 2,000 employees working at 22 operation centers.
• Handled HR activities that included employee recruitment and training, employee relations, Affirmative Action, governmental
compliance, EEOC complaint responses, internal communications, safety compliance, and more.
Distribution Center Manager, Batesville & Pocahontas, AR. (1991 to 1992)
Reporting to Northeast Division Manger. Staff: 78 employees
• Promoted to manage 2 delivery centers, and supervised 78 employees charged with preload, package delivery, customer
pickup, and reload activities.
• Inducted into the Region Service Club for exceptional service and operational performance.
• Improved service levels from a target of one service failure per 1,500 packages to one per 2,599 packages.
OPERATIONS SUPERVISOR, Forrest City, AR (1990 to 1991)
HR SUPERVISOR / INTERNAL COMMUNICATIONS SUPERVISOR, Northwest Arkansas (1987 to 1990)
PRE-LOADER / PACKAGE CAR DRIVER, Conway, AR (1983 to 1987)
EDUCATION: Master of Science, Operations Management. University of Arkansas, Fayetteville, AR
BBA, Business Management. University of Central Arkansas, Conway, AR
Zinger Miller Leadership Training – Phases I-V. University of Arkansas.
PROFESSIONAL Logistics-Supply Chain Management Seminar. Michigan State University
DEVELOPMENT Leadership Development Programs (UPS). Labor Relations Training (UPS).
AFFILIATIONS: Council of Supply Chain Management Professionals
