Hunter Griffith

• Serving as an expatriate Vice President of Operations in the Bahamas on a three-year assignment to gain international supply chain leadership experience, with a focus on cross-border logistics, regulatory compliance, and managing long-term operational strategy throughout the Bahamas.
• Oversight over Operational functions including Brokerage, Safety, Security, FSQA, Import/Export, Receiving, Shipping, Transportation, Inventory Control, Fleet and Building maintenance operations.
• Recognized as 1 of 36 Pinnacle award nominees worldwide in Sysco for Transformational Leadership.
• Performance review ratings: FY22 - Exceptional, FY23 - Exceeds Expectations, FY24 - Exceeds Expectations
• Responsible for Distribution Operations across 30 Family Islands.
• Delivered a 51% reduction in Lost Time Incidents through strengthening safety culture.
• Developed an inclusive program for recognition focused on associates living up to our values and purpose.
• Converted local Merchandise/beverage vehicles to electric vehicles for CSR initiative.
• Proposed and secured Capital Improvement funding for 500 kWh Solar Installation to reduce utility expense by 20%.
• Proposed and Secured a $28 million investment in Fleet & MHE to replace aged equipment.
• Designed a new Fleet Wrap specific to the Bahamas for cultural branding.
• Developed and Designed the name and logo for Black Sail Wines & Spirits while launching a new subsidiary of Sysco Bahamas that distributes Alcohol.
• Supported Sales & Merchandising with Margin Management initiatives.
• P&L Management for $300+ mil Operation.
• Implementation of Data-Driven Mindset for Managers/Supervisors.
• Transitioned Selection from Double Pallet Jacks to Triple Pallet Jacks for increased selection capacity and efficiency.
• Led company initiatives for Donations & Community Outreach.
• Designed and planned the construction of facilities on the Islands of Exuma, Eleuthera, and Abaco to scale the operation throughout the country.
• Conducted meetings with Government officials including the Deputy Prime Minister, Minister of Works, and various Bahamian government entities.
• Implemented Pallet Expense cost-saving initiative to eliminate 500k+ annual expense.
• Eliminated third party trucking expense resulting in $1.2 Mil savings.
• Established comprehensive container tracking to mitigate demurrage expense resulting in $1.3 Mil savings year over year.
• Implemented routine fleet maintenance program and expense tracking resulting in $800k reduction in R&M expense year over year.
• Led team to successful KPI improvements including, Inbound Pieces Per Labor hour +14%, Outbound Pieces Per Labor hour +34%, Transportation Pieces Per Labor hour +16%, efficiencies delivered a 14% reduction in productive labor hours.
• Drove team engagement to achieve aggressive company targets.

• Shared P&L Management for the Charlotte Market (750+ mil Operation).
• Oversight of 450k sq. ft distribution facility, 17 remote domicile locations across 6 states, Building and Fleet Maintenance Shops.
• 3 direct reports 350+ indirect reports.
• Exceeded EBITDA targets for P1-P5 by beating PY20, PPY19 results.
• Complete Period review notes for regional P&L report out; increased financial acumen to drive performance-based results.
• Successfully implemented Front Line leader accountability pilot to improve Manager and Supervisor accountability regarding employee retention.
• Implementation of weekly Manager report outs regarding employee performance utilizing JDA/Red Prairie to drive continuous improvement.
• Successfully guided Warehouse and Transportation management through back to basics in the Charlotte Market.
• Achieved team goals through formalized training plans, coaching, and performance management.

• Managed day to day operation of the Transportation department consisting of 190+ Drivers, 6 Supervisors and 4 Clerks completing deliveries to over 5000 customers across 7 States.
• Oversight of 17 Remote Domicile Locations across 5 states.
• Oversight of Logistics department responsible for picking up over 100 loads per week to return to the Distribution Center.
• Direct management of P&L for Transportation Department.
• Drafted and implemented a written Truck Short Policy to improve accountability and reduce impact on Driver Wages.
• Designed and implemented coaching and discipline tracker that was adopted and implemented in all 60+ US Foods divisions throughout the US.
• Implemented a weekly team meeting to improve communication and discuss opportunities amongst the Transportation Leadership team.
• Designed and drafted a monthly newsletter to improve communication with Drivers.
• Complete weekly review and submission of regional notes and division highlights for the Charlotte market.
• Designed a 5E Training Center to promote social distancing during onboarding and training of associates.
• Led Driver meetings.
• Support Sales through weekly Sales/Routing Routine.
• Completed roll out of new Driver Pay Plan.
• Prepared and updated employees' daily work schedules and resolved delivery problems.

• Managed a workforce consisting of 120+ hourly associates and 6 Supervisors.
• Championed improvements in the Night Shipping culture that contributed to the highest EPS score improvement in the SE Region in 2019. Selector EPS score improved from a -7 in Q4 of 2018 to +32 in Q4 of 2019.
• 11 CPMH improvement over the course of 10 months.
• 19% improvement in percent to standard over 10 months.
• Implemented pre-shift meeting to build Team First Mentality and improve communication.
• Developed inclusive Selector recognition program to instill pride, improve recognition, and create competition.
• Successfully changed shift start time from 5 PM to 3:30 PM to improve dispatch times and provide a more desirable schedule for the workforce.
• Trained and Coach Supervisory staff on KPI's to promote better decision making. Held Nightly Supervisor team meeting. Utilized outside resources such as LinkedIn Learning and TED talks.
• Reviewed company goals and daily workload projections to assess manpower needs.
• Built motivated warehouse team to consistently accomplish operations goals and exceed performance targets.

• Supervised 52 Shuttle Drivers & 50 Local Delivery Drivers
• 'Responsible for assisting with the Supervision of the local Driver workforce.
• Kicked off Last Mile Initiative.
• Trained in completing the First Advantage compliance process.
• Trained extensively on a relay system.
• Skilled in POD troubleshooting, and Software installation.
• Conducted and organized Driver Orientation.
• Ensured maintenance of driver qualification files.
• Investigated all accidents, maintain an accident file, tracks cause and takes appropriate preventative action.
• Maintained compliance with DOT regulations and accurately documented driver qualifications, permits, and equipment information.

Supervise Day Warehouse operations and personnel.

• Achieved 70%+ Day replenishment as a department in the Freezer.
• Champion safety procedures to promote a SAFETY-FIRST environment.
• Named DSIO Implementation Lead for the Charlotte Division implementing and monitoring the Driver and Selector interview and onboarding process for the Warehouse and Transportation.
• Ensure efficient product flow from receiving to replenishment to shipping.
• Cross-trained for Shipping Manager role.
• Served as facility HACCP Coordinator.
• Ensure HACCP, GFSI, FSMA, and GMP standards are met daily.
• Review all Critical Control Point (CCP) monitoring and verification records to ensure compliance with HACCP critical limits and frequencies, as required by the HACCP plan.

• Assisted Day Warehouse Supervisor in his/her daily duties with the oversight of 9 Forklift Operators, 3 Receivers, and 10 contract unloaders.
• Duties included Supervising Day Warehouse operations and personnel.
• Championing safety procedures to promote a SAFETY-FIRST environment.
• Ensuring efficient product flow from receiving to replenishment.
• Maintaining HACCP, GFSI, and GMP standards.
• Communicating with procurement on product information, quality, and stock levels.
• Maintaining the physical condition and safety of the warehouse and equipment, as well as sanitation standards.
• Received and verified that all driver-returned items and invoices are accurate with correct accounting codes for the division P&L.
• Managed driver check-in employees to ensure the proper procedures are being followed during the check-in process.
• Trained driver check-in employees on new programs, and food safety procedures that were implemented.

• Averaged 127% to a 100% standard over the course of 32 months.
• Averaged a 0.16 Service Level over the course of 32 months (allotted 1 error per 4000 cases).
• Selected customer orders from pick slots using pick lists of assorted items to build orders according to driver stops at customer locations.
• Pulled orders quickly to maintain demanding productivity goals.