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Timothy J Riehl
          SNAPSHOT                 PROFESSIONAL EXPERIENCE SUMMARY
                                   Tim is a senior level operations management and supply chain professional with expertise in distribution,
OPERATIONS MANAGEMENT              inventory planning, fleet operations, manufacturing, and industrial engineering. His background includes
                                   multi-site leadership, budget development, P&L improvement, teambuilding, turnaround, service level
   AND SUPPLY CHAIN
                                   improvement, start-up, and international. Tim has both corporate office and field experience in multiple
                                   industries across large and small companies including privately held companies.
Expertise
                                   Executive Interface
Financial Improvement              Tim has held positions at senior levels of large companies interfacing with executives. At Safety-Kleen,
Operations Excellence              he was named as a member of the CEO’s chief executive council, and in this capacity, he challenged a
Turnaround and Change Mgmt         CEO decision to close a facility thereby saving the company a $5.8M one-time loss and $1.4M annual
Multi-site Leadership              loss. At McLane Company, Tim was selected by the CEO to manage an international distribution
Talent Development                 productivity consulting project for a Brazilian Fortune 50 client, and in this capacity, he presented the
Cross Functional Teaming           project results to the President of the client company. Tim has also served as COO reporting to the CEO.
Process Improvement                Budget Development and Performance to Budget
Execution to Commitment            Tim has developed operating budgets where no budgets previously existed, trained managers to read
Performance to Metrics             and manage to budgets, and performed favorably to budgets which included cost reduction initiatives.
                                   Tim joined Safety-Kleen Systems after the company filed for Chapter-11 and remained after Emergence.
Functional Experience              In the first post-Bankruptcy year, Tim’s P&L was $6.6M favorable (13%), and in the following year, he
Operations Management              achieved a P&L reduction of $1.0M (3%) while supporting 8% revenue increase. In the subsequent two
Distribution Operations            years, Tim’s performance was $3.1M (8%) favorable to budget and $1.0M (3%) favorable to budget.
Inventory Management               Organizational Development and Teambuilding
Refurbishing Operations            Tim joined Safety-Kleen after the company filed for Chapter-11. After assessment, initiatives were
Private Fleet & Transportation     quickly implemented to coach managers into higher performance, and changes were made to either
Industrial Engineering             reposition or replace managers leading to a significantly improved talent pool. At Guardian Industries,
                                   Tim identified manager interface issues that, when corrected, allowed the shift to break a ten year
Career Summary                     history of the worst productivity of four shifts to become the highest performing shift within one year.
COO, Hospice Source                Operating Facility Improvement and Cost Reduction
AGM, New Breed Logistics           At Safety-Kleen, after analyzing the distribution network, Tim closed three facilities reducing operating
Principal, Optricity Corporation   expense by $750,000 annually, and he relocated a distribution center reducing operating expense
Sr. Director, Safety-Kleen         another $550,000 over six years. Tim insourced a refurbishment operation saving $141,000 annually
Manager, Honeywell                 and implemented additional component salvage initiatives saving $384,000 annually. At Dell Computer,
Sr. Manager, Dell Computer         Tim scaled a volume increase of 62% with a corresponding 37% staffing increase (no new technologies)
Director, McLane Company           while improving service level from 96.9% to 99.1% and reducing the cost per part shipped by 34%.
Manager, Guardian Industries       Inventory Availability, Production, and Cost Reduction Efforts
Aviation Officer, US Army          At Safety-Kleen, Tim identified and dispositioned $41M of excess and obsolete inventory reducing
                                   overhead and storage expense. He also initiated programs to improve inventory accuracy from 60% to
Industry Background                99%+ while reducing physical inventory time from 10 days to 5 hours. At New Breed Logistics, Tim
                                   created a tool to drive capacity planning, throughput and staffing calculation, and production planning
Technology
                                   which facilitated initiatives improving service level, reducing cycle time 15%, increasing productivity
Industrial                         20%, reducing WIP 50%, and reducing DOH material 50%. At Honeywell Friction Materials, Tim reduced
Food                               inventory on-hand by $2.4M (22%) in three months while simultaneously improving service level 10%.
Environmental
Software Development
                                   Transportation and Private Fleet Efforts
                                   At Safety-Kleen, Tim partially outsourced freight to common carriers saving $900,000 annually, and as
SC Optimization Consulting
                                   the business evolved through Chapter-11 Emergence, he reorganized and transformed the private fleet
Military
                                   to insource routes saving $3.1M annually. At Honeywell Friction Materials, he worked with outsourced
                                   providers to renegotiate freight rates and leverage internal relationships saving $2.0M (15%) annually.
Education
                                   Engineering and Capital Projects
Tarleton State University          At New Breed Logistics, Tim designed a layout yielding a 73% increase in capacity with no increase in
MS, Management Science             footprint. At McLane Company, Tim initiated the layout design of a 500,000 square foot distribution
Killeen, Texas                     center that was constructed with a material handling equipment budget reduction of $2.0M and
                                   started-up with a 10% productivity increase (design served as prototype for future facilities).
United States Military Academy
BS, Engineering                    Start-up Operations
West Point, New York               Tim was a Founder and Principal of Optricity, a supply chain optimization software development and
                                   consulting company. Tim led clients to achieve results such as 16X operational ROI, 20% replenishment
Contact
                                   gain, 30% order selection gain, 51% retail labor gain, etc. leading to nationally published Case Studies
                                   which he presented at WERC Councils. At McLane Company, Tim was a primary team member leading
1407 Kingsley Drive                the company’s first overseas venture starting a 3PL moving $1.6B product value (Fortune 50 Client).
Allen, Texas 75013 (DFW area)
214.495.8516 (h)                   Scope of Operations Responsibilities
214.707.8516 (m)
                                   At Safety-Kleen, Tim managed a staff of 370 employees with an operating budget of $78M across 14
tjr@timriehl.com
                                   facilities (nine logistics, three processing, two manufacturing) and $32M inventory supporting 96 sales
                                   offices serving 240,000 customers. At Dell Computer, Tim managed a staff of 190 employees shipping
www.linkedin.com/in/timriehl
                                   48,000 parts per day filling 9,500 same-day orders with $425M annual shipments (CoGS).

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Tim Riehl - Bio

  • 1. Timothy J Riehl SNAPSHOT PROFESSIONAL EXPERIENCE SUMMARY Tim is a senior level operations management and supply chain professional with expertise in distribution, OPERATIONS MANAGEMENT inventory planning, fleet operations, manufacturing, and industrial engineering. His background includes multi-site leadership, budget development, P&L improvement, teambuilding, turnaround, service level AND SUPPLY CHAIN improvement, start-up, and international. Tim has both corporate office and field experience in multiple industries across large and small companies including privately held companies. Expertise Executive Interface Financial Improvement Tim has held positions at senior levels of large companies interfacing with executives. At Safety-Kleen, Operations Excellence he was named as a member of the CEO’s chief executive council, and in this capacity, he challenged a Turnaround and Change Mgmt CEO decision to close a facility thereby saving the company a $5.8M one-time loss and $1.4M annual Multi-site Leadership loss. At McLane Company, Tim was selected by the CEO to manage an international distribution Talent Development productivity consulting project for a Brazilian Fortune 50 client, and in this capacity, he presented the Cross Functional Teaming project results to the President of the client company. Tim has also served as COO reporting to the CEO. Process Improvement Budget Development and Performance to Budget Execution to Commitment Tim has developed operating budgets where no budgets previously existed, trained managers to read Performance to Metrics and manage to budgets, and performed favorably to budgets which included cost reduction initiatives. Tim joined Safety-Kleen Systems after the company filed for Chapter-11 and remained after Emergence. Functional Experience In the first post-Bankruptcy year, Tim’s P&L was $6.6M favorable (13%), and in the following year, he Operations Management achieved a P&L reduction of $1.0M (3%) while supporting 8% revenue increase. In the subsequent two Distribution Operations years, Tim’s performance was $3.1M (8%) favorable to budget and $1.0M (3%) favorable to budget. Inventory Management Organizational Development and Teambuilding Refurbishing Operations Tim joined Safety-Kleen after the company filed for Chapter-11. After assessment, initiatives were Private Fleet & Transportation quickly implemented to coach managers into higher performance, and changes were made to either Industrial Engineering reposition or replace managers leading to a significantly improved talent pool. At Guardian Industries, Tim identified manager interface issues that, when corrected, allowed the shift to break a ten year Career Summary history of the worst productivity of four shifts to become the highest performing shift within one year. COO, Hospice Source Operating Facility Improvement and Cost Reduction AGM, New Breed Logistics At Safety-Kleen, after analyzing the distribution network, Tim closed three facilities reducing operating Principal, Optricity Corporation expense by $750,000 annually, and he relocated a distribution center reducing operating expense Sr. Director, Safety-Kleen another $550,000 over six years. Tim insourced a refurbishment operation saving $141,000 annually Manager, Honeywell and implemented additional component salvage initiatives saving $384,000 annually. At Dell Computer, Sr. Manager, Dell Computer Tim scaled a volume increase of 62% with a corresponding 37% staffing increase (no new technologies) Director, McLane Company while improving service level from 96.9% to 99.1% and reducing the cost per part shipped by 34%. Manager, Guardian Industries Inventory Availability, Production, and Cost Reduction Efforts Aviation Officer, US Army At Safety-Kleen, Tim identified and dispositioned $41M of excess and obsolete inventory reducing overhead and storage expense. He also initiated programs to improve inventory accuracy from 60% to Industry Background 99%+ while reducing physical inventory time from 10 days to 5 hours. At New Breed Logistics, Tim created a tool to drive capacity planning, throughput and staffing calculation, and production planning Technology which facilitated initiatives improving service level, reducing cycle time 15%, increasing productivity Industrial 20%, reducing WIP 50%, and reducing DOH material 50%. At Honeywell Friction Materials, Tim reduced Food inventory on-hand by $2.4M (22%) in three months while simultaneously improving service level 10%. Environmental Software Development Transportation and Private Fleet Efforts At Safety-Kleen, Tim partially outsourced freight to common carriers saving $900,000 annually, and as SC Optimization Consulting the business evolved through Chapter-11 Emergence, he reorganized and transformed the private fleet Military to insource routes saving $3.1M annually. At Honeywell Friction Materials, he worked with outsourced providers to renegotiate freight rates and leverage internal relationships saving $2.0M (15%) annually. Education Engineering and Capital Projects Tarleton State University At New Breed Logistics, Tim designed a layout yielding a 73% increase in capacity with no increase in MS, Management Science footprint. At McLane Company, Tim initiated the layout design of a 500,000 square foot distribution Killeen, Texas center that was constructed with a material handling equipment budget reduction of $2.0M and started-up with a 10% productivity increase (design served as prototype for future facilities). United States Military Academy BS, Engineering Start-up Operations West Point, New York Tim was a Founder and Principal of Optricity, a supply chain optimization software development and consulting company. Tim led clients to achieve results such as 16X operational ROI, 20% replenishment Contact gain, 30% order selection gain, 51% retail labor gain, etc. leading to nationally published Case Studies which he presented at WERC Councils. At McLane Company, Tim was a primary team member leading 1407 Kingsley Drive the company’s first overseas venture starting a 3PL moving $1.6B product value (Fortune 50 Client). Allen, Texas 75013 (DFW area) 214.495.8516 (h) Scope of Operations Responsibilities 214.707.8516 (m) At Safety-Kleen, Tim managed a staff of 370 employees with an operating budget of $78M across 14 tjr@timriehl.com facilities (nine logistics, three processing, two manufacturing) and $32M inventory supporting 96 sales offices serving 240,000 customers. At Dell Computer, Tim managed a staff of 190 employees shipping www.linkedin.com/in/timriehl 48,000 parts per day filling 9,500 same-day orders with $425M annual shipments (CoGS).