Rick A

Creative Supply Chain Leader and People Developer


Vice President


Arvada, CO

Education Level:


Will Relocate:



An accomplished executive with demonstrated success in all aspects of highly effective supply chain management and project management. Considered an excellent visionary, able to communicate and motivate teams to achieve organizational objectives with excellent problem solving and a collaborative style to drive positive relationships and strong internal/external strategic alliances. Key strengths include winning others over, integrity, development of strategy and vision, and understanding the overall connectedness and themes which have all repeatedly been leveraged to rapidly deliver results in departmentís supply chain management, with significant improvements in quality and productivity.


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Intrawest Shared Services (Confidential) 8/2006 - 11/2007
Masterfoods USA (Confidential) 11/1987 - 8/2006



Franklin University MBA General Business 2004 Master Degree
Ohio State University BS Business Production and Operations Management 1987 Bachelor Degree



INTRAWEST SHARED SERVICES August 2006 to November 2007 A business services support operation for Intrawest Resorts in the U.S. and Canada Director of Purchase to Pay Manage eight Purchasing and fifteen Accounts Payable professionals to drive all Purchase to Pay projects from requisition to check. In addition, manage office and facility operations for one hundred associates, and coordinate Purchasing projects with Canadian Strategic Sourcing Team to drive hard dollar savings and operational excellence across the organization. MASTERFOODS USA April 2004 to August 2006 Snack food, pet food, and main meal, marketer, manufacturer, and distributor. Strategic Sourcing Project Manager Managed two associates directly and collaboratively a team of fifteen IT and Procurement Professionals to deliver training, benchmarking, e-procurement suite, and systems across U.S. for $750 million spend. Technical Buying Manager November 2001 to April 2004 Manage one direct report and integrated supply relationship to manage the maintenance storeroom with eight associates and MRO spend of $100 million annually. In addition directed procurement for the .largest North American capital project with spend of $30 million per for three years. Managing supplier consolidation and strategic sourcing projects to deliver 10% savings. Regional Distribution Manager August 1997 to November 2001 Managed four facilities in Midwest and South Eastern US with responsibility for transportation and warehousing for $750 million sales annually. Included the management of two third party logistics providers, with 250 associates, and direct responsibilities for $50 million budget. Capital Buyer October 1992 to August 1997 Managed approximately 1,500 POs and spend of $60 million annually and drove Mars Vendor Assurance Program from the first capital building services supplier. Packaging and Material Scheduler September 1991 to October 1992 Scheduled and managed movement of 1 million pounds of raw material on a daily basis. Implemented Mars Vendor Assurance program from all corrugated suppliers. Master Production Scheduler February 1989 to September 1991 Drove all master production scheduling to the factory floor schedule and lead site in Sales and Operations Planning process utilizing linear programming model. Financial Information Coordinator November 1987 to February 1989 Created and implemented non-financial performance management system, performed monthly operations reporting, developed and implemented labor and utility forecasting models. THE LIMITED CORPORATION June 1987 to November 1997 A distribution services team to support retail operations world wide. Distribution Supervisor Implemented and drove department improvement plans for three departments with sixty associates from 30% of standards to 100% in 2 months.

Companies I like:

REI, Patagonia, or other firms with a sustainable model


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Orchestrated step change in performance for the Purchasing Departmentís savings. Through buyer education on negotiating strategies and strategic sourcing tools first overall competence was elevated. Then elevated targeted savings from 1/2 %/$200K annually to $1 million annually in less than 1 year. Overhauled Accounts Payable Department with only 60% of payments made within 60 days with accuracy below 90% and 100% staff turnover. Executed a six sigma project that leveraged a multi-functional team to deliver targeted performance. In 3 months delivered targets of 90% of all bills paid in 30 days or less with 99.5% accuracy and staff turnover reduced to 25%.