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THOMAS A.

PASQUALINI
330 Sunset Court ? Northbrook, IL 60062 ? H: 847-412-0554 / C: 224-520-0110 ?
http://webprofile.info/tpasqualini/
SENIOR OPERATIONS EXECUTIVE:
SUPPLY CHAIN / LOGISTICS / PROCUREMENT
Highly qualified senior executive with extensive experience leading global suppl
y chain operations, to include global procurement, planning, manufacturing, IT,
logistics, process improvements, and performance initiatives supporting manufact
uring organizations-generating millions of dollars in profitability. Successful
directing cross-functional, cross-cultural teams to achieve aggressive business
goals. Highly effective at leveraging key relationships, resources, and strategi
es to streamline and enhance supply chain operations, creating profitable win-wi
n solutions. Well-versed in integrating technologies and processes within supply
chain and manufacturing operations to drive efficiencies and reduce costs. Coll
aborative leader with strong track record managing billion dollar budgets, large
-scale projects, and M&As/integrations supporting all aspects of the supply chai
n within challenging, dynamic business environments.
CORE LEADERSHIP COMPETENCIES
Global Procurement & Vendor Relations
Continuous Process Improvements
Budget / ROI Accountability
Acquisition Analysis & Integration
Program & Project Management
Leveraging Client Relationships
Supply Chain &Logistics Management
Cross-Functional Team Leadership
Strategic Planning & Tactical Execution
PROFESSIONAL EXPERIENCE
SOLO CUP COMPANY - Lake Forest, IL
2004-2010
Global $2 billion manufacturing leader in foodservice single-use disposable and
food packaging containers.
EVP - Global Supply Chain Operations (2006- 2010)
Led manufacturing operations through 2006, then shifted focus to global supply c
hain operations. Oversaw 19 manufacturing plants with nine million sq. ft. of wa
rehouse space and seven distribution centers. Accountable for corporate wide pro
curement, capacity/inventory planning, customer service, logistics planning, tra
nsportation, and graphics technical/packaging engineering groups. Responsible fo
r $1.2 billion procurement budget; capital spending for plant and equipment; $25
0 million of finished goods, materials, and spare part inventories; and 350 sala
ried and 4,300 hourly personnel. Coordinated supply chain integration for merger
and acquisition.
* 32% reduction in vendor base for all indirect and MRO materials by building a
nd maintaining strong working relationships with junior- and senior-level contac
ts resulting in $21 million in savings
* Reengineered key raw material procurement strategies resulting in exceeding a
nnual savings targets.
* $77 million reduction in inventories with 11%+ overall decrease in SKUs accom
plished by applying process analysis across production cycle to identify and sec
ure opportunities for lowering inventory levels.
* $40 million saved in costs and fixed overhead generated by overseeing complet
ion of major plant consolidation that reduced number plants from 32 to 20.
* $36 million reduction in overhead expenses and $28 million decrease in debt a
ttained by leading efforts to consolidate and integrate operating units.
* $31 million in logistics savings captured by designing and building two milli
on sq. ft. distribution facility as well as implementing paperless warehouse man
agement system and new transportation process.
* $5 million in cost savings generated through offshoring and merging of data c
enters, playing key role in improving connection between operations and IT suppo
rt systems for North America.
* 97%+ in reporting consistency achieved by consolidating and unifying global r
eporting processes to track and manage supplier and logistics performance.
* Successfully turned around failed $29 million manufacturing consolidation by
directing manufacturing and engineering functions.
* Led relocation and setup of logistics center with customer service, transport
ation, and warehouse functions that also included insourcing of former legacy lo
gistics function controlling $900 million in revenue.
SVP Integration, Supply Chain Operations (2004 - 2006)
Provided enterprise-wide leadership for merger and supply chain integration of S
weetheart Cup and Solo Cup. Oversaw operations of 19 manufacturing plants with 1
0 million sq. ft. of warehouse space, 10 distribution centers, and annual revenu
e in excess of $2.3 billion. Leveraged relationships with key accounts; Starbuck
s, Perseco/McDonalds, Sysco, Bunzl, and Network Services. Led SAP ERP implementa
tion project. Identified and implemented $100 million in cost savings projects a
cross supply chain.
* Spearheaded large-scale initiative to consolidate 21 warehouses into newly-co
nfigured network of seven distribution hubs, insourcing former Solo legacy logis
tics function from 3PL supporting more than $900 million in revenue.
* $29 million in logistics savings via settlement of 3PL lawsuit vital to facil
itating integration of warehousing and transportation functions.
SWEETHEART CUP COMPANY - Owings, Mills, MD
1995-2004
Largest producer of disposable foodservice and food packaging products in North
America with net sales of $1.3+ billion.
SVP - Manufacturing & Logistics Operations (1999 - 2004)
Promoted to lead supply chain operations with accountability for 11 manufacturin
g plants generating $1+ billion annually. Managed 5.5 million sq. ft. of warehou
se space in six distribution centers. Oversaw corporate wide planning requiremen
ts supporting production capacity, inventory, logistics, and transportation func
tions. Directed graphics, technical, and plastics engineering groups. Controlled
$600 million operating budget, capital spending, $180 million in finished goods
, materials, and spare part inventories. Led 400+ salaried and more than 5,000 h
ourly personnel.
* $21+ million in annual labor and overhead costs slashed by consolidating plan
ts and implementing process improvements to maximize performance across network.
* $3+ million saved annually by initiating energy reduction projects in three l
arge plants that led to energy cost reductions and revenues in excess of $100 mi
llion.
* 15% to 25% efficiency gains achieved by initiating and launching productivity
tracking and shop floor control system across all manufacturing operations.
* Managed team responsible for acquisition and installation of $20+ million in
plastic sheet thermoforming equipment and plastic container printing presses.
* $5 million reduction in spare parts inventory with 35% improvement in materia
l turnover rates garnered by directing vendor and materials consolidation effort
s.
VP of Logistics (1995 - 1999)
Oversaw all distribution center and warehouse operations including customer serv
ice and transportation department and private fleet operations. Managed $100 mil
lion budget, 980 hourly/salary personnel, and 6.5+ million sq. ft. of warehouse
space. Reengineered all traditional warehouse operations, transportation, custom
er service, production planning, capacity planning, forecasting, and inventory m
anagement functions into seamless supply chain management process. Decreased fiv
e pallet systems, eliminating need to manually re-stack cases. Implemented ERP s
ystem across 12 plants, 8 warehouses, and 5 large distribution centers.
* $1.2+ million in annual cost savings generated by re-engineering transportati
on and warehouse administration functions to maximize logistics performance acro
ss supply chain.
* Cut $1.1 million in costs by leading initiative to outsource various logistic
s functions covering private fleet and logistics software requirements.
* $4.2+ million annual costs slashed by rolling out various process improvement
s to streamline and enhance productivity, resulting in 20% reduction in staff re
sources and 7% increase in velocity.
* Improved fill rates 5%, inventory turnover 23%, and accuracy 24% by leading t
eam in implementing logistics and supply chain strategies to address customer re
quirements across each business unit-positioning firm as industry leader.
* Directed $130 million operating budget, $160 million of finished goods and ma
terials inventories, and more than 900 salary and hourly personnel.
* $6.2 million in costs cut per year representing 32% decrease in headcount acc
omplished by launching paperless system to track and manage warehouse functions,
reducing required warehouse space one million sq. ft.
* Led team in executing supply chain management system to centrally control all
production planning and distribution planning activities.
* Planned and coordinated development, site selection, and construction of thre
e state-of-the-art distribution centers that totaled 2.4 million sq. ft. of spac
e with construction budget of $65 million.
EDUCATION
TOWSON UNIVERSITY - Towson, MD
B.S. in Business Administration

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