Erik Snyder

Led the global logistics function across Diageo. Focused on reducing our cost base by $100M, and developing our core logistics capabilities across the world.

Diageo NA is a $5.5B company in the drinks business. I lead a team of 550+ people through 8 direct reports. Director of Manufacturing, Director of Processing, Director of Planning, Director of Engineering, Director of Risk & Governance, Director of Innovation, Director of Finance, and Director of HR.

•On the board of directors and Executive team for Diageo Australia, a company with $520M in NSV. •Responsible for the end to end supply chain including Manufacturing, Distillation, Customer Service, Demand and Supply Planning, Technical, Innovation, Procurement, HR, finance, and Governance. •Lead a team of 242 people with 8 director reports.

Led the procurement function during maternity leave. Worked with the team to set the strategy for the business. Supported the development of a new MRO strategy, and completed RFP for temporary labor contract. Completed new strategy for Professional Services.

·Responsible for warehouse, transportation, inventory control and customs compliance for North America. Manage 11 third party distribution centers and 10 company owned facilities totaling 3.4 million square feet, products are held in inbond, tax paid, and customs bond statuses. Manage transportation services for all inbound/outbound deliveries via Ocean, Intermodal, OTR, LTL, dedicated, box car and bulk. Accountable for $190M transportation spend and $80M warehousing spend. Ensure inventory accuracy for $240M and manage $545M in customs transactions. Direct reports include, director warehousing, director of transportation, director of inventory control and customs, director of procurement, director of Canada DSD operations, and Director IT/SAP super user. Organization includes 33 people at HQ, and 137 warehouse associates, and 22 drivers.

Part of the network supply leadership team, responsible for spirits warehouse operations, transportation, and inventory control. Led the strategic prepaid freight program to covert customers from customer pickup to prepaid

Responsible for warehouse and transportation operations in the NE totaling $35M, 2.5M square feet Designed and executed DC rationalization plans, closed three DC’s and relocated one Led the integration of the Favorite Brands products into the Nabisco DC’s (3500 SKU’s)

Haagen-Dazs Led the startup of the regional DC Responsible for setting and maintaining inventory levels at the regional DC Managed construction projects for 6 different warehouses for Ben & Jerry’s integration (NY 7 mil)

Zone Operations Manager 1997-1998 Managed $23M budget, 85 technicians, 5 GM’s, 4 distribution centers, and 8 mini warehouses Directed ordering of 375 SKU's, and was responsible for reducing inventory levels by 5% Managed 24 hour/7 day per week garage operation that serviced 135 route vans Implemented “Bulk 24” delivery system for large format accounts minimizing cost and improving service Traffic Manager Williamsport, PA 1995-1997 Managed traffic center consisting of 38 drivers, $8M budget, 4 mechanics, 4 administrative assistants, and 1 supervisor Developed productivity enhancements for maximum cubing, delay control, and MPG increases Worked on three national 'Best Practice Teams; Direct To, Network Optimization, P&L Accounting Received "well-controlled" rating from independent auditor for DEP/OSHA, and best D.O.T. score in company, 94%