Gary Rice is a goal-driven manager with over 20 years of experience in supply chain management, production planning, and operations management. He is currently the Director of Supply Chain at Weaver Popcorn Co., where he manages a $2.9 million budget and team of 40 employees. In this role, he has reduced costs on raw materials and shipments while improving scheduling and inventory management. Previously, Rice held positions in production planning, operations supervision, and general management at Weaver Popcorn Co. and Aramark, where he consistently delivered results through strategic planning, process improvements, and team leadership.

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. 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.
Director of Supply Chain 2012-Present
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.
 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 which eliminates the need for handling and additional
transport.
Planner/Master Scheduler 2011- 2012
Weaver Popcorn Co.
Direct activities of multiple planners to achieve factory and material-feasible production plans in AS400
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.

2.  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 2008-2011
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.
 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 2006- 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.
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.
 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 2003-2006
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.
 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.

3. Front Line Manager 2001-2003
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.
 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