THOMAS R. BOBBITT tb1ae3e3c@westpost.

net SUMMARY A highly accomplished, enterprising TOP OPERATIONS EXECUTIVE with extensive expe rience in sales, strategic planning, purchasing, operations analysis, inventory control, regulatory compliance, transportation, warehouse management, logistics, and training and development. Directs strong teams to achieve one common goal. Continually broadens the knowledge base of staff members to create a team of w ell-rounded contributors. An integral leader who secures the lasting success an d profitability of an organization. EXPERIENCE GLAZER(tm)S DISTRIBUTION, Dallas, Texas Vice President, Operations, Texas 2008-2011 Oversaw day-to-day operations of 17 warehouse facilities in State of Texas. Wor ked daily with branch management on state and corporate direction and ensured co mpliance with policies and procedures. Held responsibility for preparing capita l expenditure spends each year for Texas branches. Collaborated with branch man agement to submit individual financial budgets for each year and submitted Texas branches(tm) financial budgets for each year. Reviewed with branch managers(tm) monthly individual P&L statements to ensure Te xas branches remained on budget. Authorized major spends in Texas on repairs an d asset purchases. Oversaw buildings, property, $180,000,000 of inventory, ship ping, receiving, inter-company, inventory control, assets, delivery fleet, emplo yees(tm) safety and well being, and maintenance of facilities. Achieved record sales of $1,500,000,000 and sold 25,000,000 cases. Lowered operating cost by $3,000,000, cross-docking customers(tm) product in Am arillo, Lubbock, Abilene, Odessa, and Midland markets from central warehouse in San Angelo. Cross-docked Corpus market from Houston branch. Placed inventory control teams in all Texas branches and ensured reception of p roper training from corporate office. Worked closely with branch management to better understand ways each adjustment code affected inventory count and dollars. Covered policies and procedures concerning inventory movement and alignment, en suring proper following of procedures. Cycle-counted inventories and tracked di screpancies daily, addressing issues immediately. Finished $1,000,000 under goa l, moving directly to bottom-line profit. Reduced total Texas inventory on hand by decreasing direct loads from vendors a nd shipping needed product from other Texas branches. Increased inter-company v olume by 25% and reduced heavy on-hand inventory significantly in State of Texas . Finished year at 112% of operating goal, adding millions of dollars to bottom l ine. Promoted better working relationship between operations teams and sales teams a t branch level, facilitating smoother deliveries, month-end close of business, s atisfied customers, and happier work environment. Transitioned MillerCoors distributor in Odessa into company facility with limit ed disruption to customers. Purchased fine wine distributor with $3,000,000 of inventory and warehouses in three major cities. Took over delivery of product and moved inventory to compan y facility. Designed designated branch-specific delivery schedules to reduce delivery cost

and run time. Initiated new drive pay plan, which benefited drivers and resulted in faster de livery of customers(tm) orders and return of trucks to warehouse ahead of schedu le. Held monthly staff meetings at branches for heads of each department, updating them on current happenings around branch and enabling input for departments. Held statewide meetings twice per year for senior managers in Texas. Presented operations portion of meetings. Held monthly senior manager meetings for state vice presidents, conducted by pr esident of Texas. Presented monthly updates for operations. Communicated daily with branches, verbally and in writing. Worked closely with sales support people to prepare them for sales roles; sales people to prepare them for management roles; and managers to prepare them for n ext level in sales management, state office, and general office positions. Dallas Branch Manager 2005-2008 Coordinated day-to-day operations of Dallas branch. Held responsibility for ope rations, transportation, warehouse, administration, sales, and sales support. M anaged budgeting and monthly tracking of sales and expenses to ensure meeting of company goals. Worked closely with Dallas branch employees to ensure following of state and corporate policies and procedures. Followed up on local satisfact ion with timely deliveries and order accuracy. Held accountability for $70,000, 000 of inventory and 730 team members and managers. Increased sales and profit all three years at Dallas branch. Improved sales $5 ,000,000 and profit $1,400,000 in final year. Decreased inventory shrink all three years at branch. Realized $400,000 under projection in final year, which contributed directly to bottom line. Through daily monitoring of returns and communications with sales team, reduced returns by 60% throughout tenure. Worked closely with sales people, sales managers, and vendors on sales support, POS, menu needs, and on-premises promotions to ensure meeting of needs in timel y manner. Kept well-maintained Dallas branch and clean work environment for all employees , ready at all times for VIP tours from state and general offices. Initiated sales associate commission reversal program to help reduce operating cost. Odessa Branch Manager, Odessa, Texas 2002-2005

Oversaw operations, transportation, warehouse, sales, support, administration, b uildings, assets, inventory, and profitability. Held responsibility for sales and profitability; increased sales substantially, resulting in profits over $500,000 annually. Monitored market conditions and reacted appropriately and in a timely manner. Trained and mentored team members. Held responsibility for all state compliance requirements. Worked with customers on service and sales issues. Supported state and corporate offices to ensure following of all policies and p rocedures. General Sales Manager, Wine, San Antonio, Texas 2001-2002 Held responsibility for wine department sales goals and margins at San Antonio f acility, market conditions, and floor execution. Worked closely with vendors an d sales people to obtain goals given to San Antonio from state office. Trained

and motivated sales teams, sales managers, and stockers. ADDITIONAL EXPERIENCE Division Manager, 1998-2001. Held responsibility for sales team and individual goals. Tracked goals versus sales daily and worked closely with sales teams to achieve branch sales goals and margins. BLOCK DISTRIBUTING, San Antonio, Texas, Chain Account Manager, 1995-1998. Overs aw retail execution, floor displays, schematics, cold box placements, pricing, a nd new-item proposals represented in Albertsons, Sam(tm)s Club, Super S Foods, a nd Diamond Shamrock. Retail Grocery Salesman, 1992-1995. Managed shelf conditi ons, cold box placements, floor displays, and back stock. ALBERTSONS, San Antonio, Texas, Store Director, 1986-1992. Managed total store operations, which generated weekly sales revenue of up to $500,000. Directed 17 5 employees in all departments located in store. KROGER, Shreveport, Louisiana, Co-Manager, 1976-1986. Held joint responsibility for total store operations, which generated weekly sales revenue of up to $200, 000. Directed 75 employees. COMPUTER SKILLS Microsoft Excel, PowerPoint, Diver, AS400, Microstrategy