Peningo Systems, Inc.
Resume of Candidate: PEN158
Rate: email us at firstname.lastname@example.org for rate information or call (914) 921-3102
Oracle Transportation Management Consultant
Over 20 years of experience in logistics operations management, strategy formulation and the use and implementation of Transportation Management
Systems (TMS). An accomplished supply chain and logistics practitioner with excellent consulting, operations, distribution, project management and P&L
accountability experience. Possesses a strong, diverse background in the design/implementation of processes and systems solutions to achieve
desired logistics results, along with excellent client management, product management and relationship marketing skills.
July 2008 - Present
Oracle OTM Solution Architect, Functional/Technical and Logistics Strategy Consultant
April 2012 – Present
OTM implementation focusing on the initial installation and implementation of OTM version 6.2.4. Engagement focused on the third party logistics arm of
Swift Transportation where Swift Logistics is establishing a repeatable framework to onboard existing and new clients to the Swift OTM platform. Efforts
to date encompass planning and optimization of North American freight movements, coupled with significant use of Fusion Transportation Intelligence
(FTI) for customer dashboards and metrics. Providing knowledge transfer and best practice recommendations for newly established team to manage
OTM client onboarding, solution design and operational stability.
October 2011 – April 2012
OTM engagement focusing on implementation of complex modes utilizing version 6.2.1. Modes being implemented include Ocean Vessel (Container,
Charter, Break Bulk), all service levels of Air shipping including expedited and heavy air freight, rail including rule 11 and barge. Global geographies are
being implemented including the Americas, Europe and Asia for both inbound and outbound movements of wind energy components. Also tasked with
providing knowledge transfer and best practices to existing client and consulting team members with an emphasis on container optimization and 3-D
Load Configuration as well as workflow and planning parameter improvements. Engagement includes the implementation of Oracle FTI and GTM
January 2011 – September 2011
Techno-Functional consulting engagement focusing on upgrade of OTM version from 6.0.5 to 6.2.1, with accompanying go-live activities. Specific areas
of focus include 3-D Load Configuration results improvement, bulk plan improvement, integration testing between EBS R12 and OTM as well as
integration and user acceptance testing, along with knowledge transfer to client SMEs. Scope of activities encompasses outbound freight from Mexico
and USA via TL, LTL, intermodal and parcel modes.
May 2010 – January 2011
Project Manager and functional lead for OTM 6.1 implementation at a frozen dairy products manufacturer and distributor. Replacing a competitor’s TMS,
the implementation focused on operational planning of both inbound and outbound movements of raw materials and finished products spanning TL, LTL
and liquid bulk modes. Multiple integration points in/out of Oracle EBS were designed including order bases/order releases in to OTM, planned
shipments out of OTM, shipment actual back to OTM and finally shipment financials out to Oracle A/P systems. Key configuration efforts included 3-D load
configuration, continuous move functionality, Fusion Transportation Intelligence for reporting metrics, OTM freight settlement, EDI carrier connectivity
and performance tuning. Configured over 20 custom automation agents of varied complexity. Project went live on OTM version 6.1.2 on January 10, 2011.
March 2010 – May 2010
Functional and technical lead for an engagement that was a focused stabilization effort of a live instance of OTM version 5.5. Effort included existing
configuration review, related recommendations and application configuration to deploy recommended improvements/enhancements, as well as a rollout
plan to expand solution footprint to include additional domestic locations and international expansion. Integration and bulk planning tuning, agent
rework, and tender stylesheet modifications were just a few of the tasks performed during this short engagement.
September 2009 – May 2010
Project Manager and functional lead for OTM 6.0 implementation at a global lighting manufacturer and distributor based near Atlanta, GA. Client
integrated OTM with SAP Order Management and Red Prairie Warehouse Management modules to manage the planning, execution and visibility of
outbound finished lighting products. Scope included TL, LTL, parcel and air shipments. Implementation included business requirements gathering,
proof of concept, conference room pilot, go-live and post implementation support. Significant application configuration and automation is took place
within a very compressed timeline. Go-live occurred on schedule and on budget on February 15, 2010.
February 2009 – July 2009
Project Manager and functional lead for OTM 5.5 implementation at a global paper mill manufacturer in Canada. Client is integrating OTM with Oracle eBS
Order Management and Procurement modules to manage the planning, execution and visibility of inbound raw materials and outbound finished paper
products. User/carrier entry of appointment management and dock door scheduling was implemented and modal scope included TL, LTL, Rail and
containers for outbound vessel shipments.
September 2008 – December 2008
Functional lead for OTM 5.5 implementation at third party logistics automotive industry vendor. Client is implementing OTM functionality to manage SAW
insertion, rating, event management and settlement for buy side and sell side transactions for finished vehicles delivery.
July 2008 – September 2008
Dawn Foods – Jackson, MI
Project Manager and functional lead for OTM 5.5 implementation at a major bakery products manufacturer. Client centralized logistics operations,
bringing tasks in-house from an operation spanning 13 U.S. distribution centers and manufacturing facilities. Scope included outbound transportation
management of finished products, including integration with JBA Order Management, Warehouse Management and Accounts Payable modules. Modes
included TL, LTL, Intermodal and Parcel.
September 2005 – July 2008, IBM Global Business Services, Atlanta, GA
Managing Consultant – Supply Chain Management practice
Managing Consultant in the Supply Chain Logistics Strategy Practice. The practice is responsible for providing thought leadership, best practices and
optimization and modeling recommendations to entities that are looking for a competitive edge in their logistics activities.
June 2007 – July 2008
Teknion Furniture Systems – Toronto, ON, Canada
Workstream Lead for Oracle Transportation Management version 5.5 implementation at modular furniture manufacturer/distributor, Toronto, Ontario,
Implementation is a full Oracle ERP 11i implementation and utilizes Oracle BPEL middleware to integrate between Oracle eBS modules including Order
Management, Warehouse Management and Accounts Payable. Scope includes planning, execution, SCEM and settlement, as well as carrier integration.
February 2007 – April 2007
Team Lead for Business Process Redesign at xpedx (subsidiary of International Paper)
Effort focused on Logistics Network Optimization Strategy for TL, LTL, Air Freight and Parcel modes
July 2006 – December 2006
Agriliance – Minneapolis, MN
Project Manager for Oracle Transportation Management implementation at a leading national distributor of crop pesticides, nutrients and fertilizers.
Implementation encompassed multiple integration points between JD Edwards order management systems and OTM through IBM Websphere
middleware. Scope of work included TL, LTL, Barge and Rail modes. Managed extensive activities around as-is process analysis and future state to-be
design, as well as future state organizational composition.
June 2006 – July 2006
SME for a TMS selection cycle requested by national paper-producing entity. Extensive study of pros/cons relative to three leading TMS offerings in the
marketplace today. Thorough analysis of business requirements cross-matched against each TMS solution’s features. Resulted in company choosing
the IBM-recommended solution, and moving forward with the implementation.
January 2006 – May 2006
Team Lead for a reverse logistics process redesign effort at a national leader in cellular equipment sales and service. Workstream encompassed
thorough as-is analysis, interviews and site visits to third party contractors currently performing warranty exchange program activities. Also analyzed
call center activities for handling these transactions. Resulted in cost-saving, time-saving, customer-friendly process changes that were implemented at
conclusion of redesign activities.
March 2005 – September 2005, Descartes Systems Group, Atlanta, GA
Director of Professional Services – North America
Departmental oversight for North American implementations of company’s suite of supply chain, routing and scheduling, transportation management and
visibility modules. Produced services proposals, statements of work and created online knowledge base for Professional Services information
requests. Key account management duties for transportation management and visibility clients. P&L accountability for $1.6 million annual Professional
Services revenue target, with a target margin of 50%. Managed 10-person staff of project managers and implementation consultants, attaining high
utilization and billability targets. Departmental subject matter expert for Transportation Management Systems solutions.
Feb. 2001 – March 2005, Oracle Transportation Management (formerly G-Log), Atlanta, GA
October 2001 – March 2005
Senior Project Manager
Senior Project Manager for web-native transportation product implementations. Implemented product at leading 3PL’s, Fortune 100 entities,
international transportation concerns and fulfillment services arm of multi-national catalog company. Set up an instance of product at leading
international consulting firm to facilitate world-wide demonstration functionality for consulting firm’s sales opportunities. Managed all facets of project
including client engagement, solution specification, product configuration, product testing, production migration and ultimate handoff to company’s
production support team. Projects included multiple integrations with systems that included OMS, WMS, ERP, carrier connectivity and AP/AR
functionality, and which integrated into product via XML layer. Company’s subject matter expert on freight settlement and payment functionality.
February 2001 – October 2001
Pre-Sales Business Consultant
Designed and presented customer-specific software demonstrations in sales cycles. Demonstrations were 100% customized to each sales prospect’s
business needs. Developed internal training materials for evolving versions of software. Leveraged comprehensive knowledge of the logistics and
transportation industry to craft targeted solutions for clients.
• Coca-Cola North America / Coca-Cola Enterprises
• Exel Logistics
• Kuehne & Nagel (formerly USCO Logistics)
• Stonepath Logistics
• XPL (DHL)
• G.E. Polymerland
• DFS (Spiegel Retail)
June 1999 – February 2001, PricewaterhouseCoopers, Atlanta, GA
December 2000 – February 2001
Project Manager for SAP TP/VS (Transportation Planner/Vehicle Scheduling) Design and Implementation for nationwide bulk gas chemical concern.
Worked closely with teams implementing related SAP modules including Demand Planning and Supply Network Planning. Subject Matter Expert for all
August 2000 – October 2000
Team Lead for Product Development Assimilation for e-commerce b2b exchange focusing on global retail industry. Created all product fact sheets and
related deliverables for five product offerings. Served as Subject Matter Expert in areas of Supply Chain and Logistics Importation
November 1999 – June 2000
Performed consulting and project management activities at an athletic footwear/apparel firm in the form of a strategic sourcing procurement project.
Developed RFI’s, RFP’s and orchestrated negotiations on vendor contracts. Recommendations resulted in annual savings of $8 million on a spend of
October 1997 – June 1999, Exel Logistics, Fairburn, GA
July 1998 – June 1999
Customer Support Manager
Project manager on four i2 Technologies transportation software implementations. Performed sales presentations and i2 Technologies product
demonstrations to Fortune 500 companies in the automotive, chemical, consumer products and electronics sectors. Lead analyst for RFP/RFQ analysis
producing accurate response within desired timelines. Ongoing creation of all department marketing collateral, i2 Technologies software
demonstrations and training materials for national business development team and new client rollouts.
October 1997 – July 1998, Exel Logistics, Fairburn, GA
Customer Service Manager
Staffed and trained 10 person customer service team to include EDI order management, track and trace functions, freight planning & scheduling, carrier
payment and claims resolution. Orchestrated division start up to revenue growth of $32 million within first year while simultaneously managing three P&L’
s. Executed setup and implementation of InterTrans Logistics Software to facilitate transportation management for corporate clients. Maintained
division focus on truckload, LTL, cross-docking and hostling freight management services for automotive, chemical, consumer, electronics and retail
October 1995 – October 1997, Burnham Service Corporation, Columbus, GA
October 1996 – October 1997
Key Account Manager
Attained success through solid relationship marketing, account startup process documentation and deployment, followed by the use of key performance
indicators to enact continuous process improvement. Generated record breaking revenue for 12 consecutive months, period-over-period, for ABF
Turnkey account, focusing on inside delivery and setup of a myriad of products. Monthly revenue increases ranged from 25 to 100% with average
monthly increase equating to 61%. Managed relationships with over 50 external and 40 internal customers. Managed a relationship with Vantage/IKON,
whereby Burnham performed reverse logistics functions for the nation’s largest copier re-manufacturer.
October 1995 – October 1996, Burnham Service Corporation, Louisville, KY
Controlled P&L, marketing and management activities of facility with 35 person staff performing warehousing and delivery services for companies in the
copier, telecommunications and computer industries. Recorded 12 consecutive profitable months of activity including three straight months where
actual results were within 1% of forecast for revenue and contribution on average monthly revenue of $150,000. Facility achieved a 5.0 out of 6.0 rating
on Xerox D/R Carrier Assessment; At the time, the highest rating of all of the company’s Xerox D/R Carrier facilities.
Education and Background
• MBA, Georgia State University, Atlanta, GA
• BSBA, Creighton University, Omaha, NE
OTM Project Experience:
• Coca-Cola North America (Headquarters)
• Coca-Cola Enterprises (U.S. and Canada bottling org.)
• Cooper Lighting (SAP, Red Prairie, OTM Implementation)
• Dawn Foods
• DFS (Spiegel Retail)
• Exel Logistics
• G.E. Energy
• G.E. Polymerland
• Kuehne & Nagel (formerly USCO Logistics)
• Rheem Heating & Air Conditioning (OTM imp. w/ Oracle eBS R12)
• Stonepath Logistics
• Swift Logistics
• Teknion Furniture Systems (OTM imp. w/ Oracle eBS)
• Valspar Paints
• Wells Dairies, Inc. (OTM imp. w/ Oracle eBS R11.5)
• White Birch Paper (OTM imp. w/ Oracle eBS)
• XPL (DHL)
• 3-D Load Configuration
• Automation Agent Design, Configuration and Testing
• Freight Settlement Configuration and Testing
• Fusion Transportation Intelligence (FTI)
• Logic Configuration Configuration and Tuning
• Network Optimization
• Oracle eBS integration with BPEL
• OTM Integration Mapping
• OTM log troubleshooting
• OTM sql command configuration
• Packaged Solution Implementation
• Parameter Set Configuration and Tuning
• Process Design/Analysis
• Sourcing Module
• Third Party Logistics Operations
• TMS Planning and Optimization
• Yard and dock door management