Resume of Rich Marshall a multi-lingual, strategic global supply chain and operations leader with a proven record of success leading teams and mentoring potential leaders, to deliver high levels of customer satisfaction and bottom line results in customer centric organizations. I have a solid track record of success conducting operations turnarounds in manufacturing and distribution business units to alleviate business crisis and customer service failures, as well as accelerating value creation through the reduction of working capital. An extensive international background that includes multi-country expatriate experience provides me with a unique global business perspective. Highly skilled at working within diverse cultures and across multiple functions to build relationships and influence my business partners to embrace changes that benefit the customer as well as the organization, I simplify the complex to deliver operational excellence. Along with experience leading multi-site manufacturing and distribution operations, I have an MBA, speak German, Spanish, French and Italian, live in the Indianapolis metro area and I am available for extensive travel.

1. Richard C, Marshall Jr. | Page 1 of 3
 +1.317.427.8586 |  rich@richmarshall.us
www.richmarshall.us | www.linkedin.com/in/iamrichmarshall/en
S T R AT E G I C G L O B AL S U P P L Y C H AI N AN D O P E R AT I O N S L E AD E R
simplifying the complex to deliver operational excellence
e x e c u t i v e s u m m a r y
Results driven supply chain and operations leader with demonstrated expertise leading complex operations, in mid-
market and Fortune 500 companies, to exceptional levels of performance. Progressively responsible experience in
high volume, high SKU count operations across diverse industries. A solid track record of success conducting
operational performance turnarounds in distribution and manufacturing business units to alleviate business crisis and
customer service failures, as well as accelerating value creation through the reduction of working capital. Key
executive positions reporting to CEOs, CFOs, Managing Directors and VPs. Accomplished in the establishment and
leadership of cross-functional teams in matrix and traditionally structured organizations, developing and implementing
synergistic solutions. Extensive international background including multi-country expatriate experience and foreign
language skills. A motivational, lead-by-example change agent and advocate of empowerment and accountability
providing diplomatic and participatory leadership ensuring efficiencies in process, control, compliance, profitability
and shareholder value.
c r i t i c a l s k i l l s e t
p r o f e s s i o n a l e m p l o y m e n t h i s t o r y
DIRECTOR, SUPPLY CHAIN MANAGEMENT 2012 – 2016 Highlights for Children, Inc.
Designed and built global supply chain infrastructure utilizing an outsourcing model,
supporting multi-channel market initiatives, transforming Highlights into global family
media brand. Spearheaded Retail Operations Team, institutionalizing speedy, high
volume new product development process, incorporating strategic low cost sourcing,
rapid prototyping, quality checks and vendor compliance, meeting big 3 mass retailers
requirements. Negotiated outsourcing contracts with strategic suppliers and 3rd party
service providers.
 Developed and implemented same day order processing and shipping for Welcome
Issues and Continuity Intros which reduced fulfillment costs 40% and cut total order
cycle time 64%.
 Negotiated contracts for small parcel and domestic ground transportation services
which included waived fuel surcharges, 35% savings.
 Developed a BCC (Best Cost Country) sourcing strategy that capitalizes on cost
advantages of regional suppliers for cross border trade, supporting international
market development initiatives.
 Implemented Project Management processes, structuring new product development
and initial buys.
 Supply Chain Management  Global Operations  Strategic Leadership
 Continuous Improvement  Strategic Planning  Acquisition Integration
 Multi-Site Management
 Logistics Network Design
 Lean Six Sigma
 Cross-Cultural Teams
 Mentorship
 Change Management
 Supply Chain Systems  Operations Management  S&OP Leadership

2. Richard C. Marshall Jr. | Page 2 of 3
SUPPLY CHAIN AND OPERATIONS CONSULTANT 2009 – 2012
Consulted with organizations, improving "bottom line" performance and increasing
efficiency and eliminating process waste.
 Designed a materials planning process, reducing raw and WIP working capital
commitments.
 Facilitated the carrier selection process for ocean transport.
 Structured the finished goods inventory planning process incorporating feedback
loops between the sales and planning teams, and establishing product availability
targets.
DIRECTOR OF SUPPLY CHAIN & LOGISTICS 2007 – 2009 SVP Worldwide, LLC.
Head of Supply Chain reporting to the CFO of a private equity portfolio company
manufacturing and distributing the world’s leading sewing machine brands for household
use. Tasked with ensuring the uninterrupted supply of finished product flowing from
company owned factories in Brazil, China and Sweden, as well as low cost country
sources to support annual global sales of $600 million. Established, staffed and
centralized demand planning and logistics management functions to develop supply
capacity, inventory and distribution strategies to meet the needs of a multi-channel
marketplace experiencing seasonal demand fluctuations. Designed, rolled out and
directed a global S&OP (Sales & Operations Planning) process including key
performance metrics.
 Designed and implemented a global S&OP process resulting in a first year inventory
reduction of 11% worth $14.6 million and improving customer service rates.
 Lowered North American freight expense as percent of sales by 38% year over year
through mode diversion, fuel surcharge caps and negotiated rate reductions.
 Negotiated a consolidation of small package shipments to a single carrier resulting in
a 20% cost reduction for shipments globally.
 Designed a distribution network for Europe reducing the number of facilities from 4 to
1 with a projected annual savings of €3.8 million.
VICE PRESIDENT OF OPERATIONS 2005 – 2006 Spy Optic
Corporate Officer and senior operations member of the executive team reporting to the
CEO of a market leader in the eyewear segment of the action sports industry. Charged
with developing the supply chain and operations infrastructure to facilitate aggressive
organic and acquisition growth. Reorganized the operations staff, upgraded personnel in
key positions and redefined responsibilities and accountabilities. Introduced best practices
and standardized operating procedures to improve information and product flow
throughout the organization. Simplified the supply chain by identifying and eliminating
waste utilizing continuous improvement methodologies.
 Developed and staffed a supply chain infrastructure to support the global business.
 Initiated action to recover $1.4 million of duties paid in Canada under the duty draw
back provision of the NAFTA agreement.
 Directed the sourcing of metal framed eyewear, previously purchased from a supplier
in Japan, to a lower cost producer in Romania which delivered a more consistent
supply of product meeting the quality standards resulting in a 65% total cost
reduction.
 Closed the European distribution operation in Italy and relocated it to a 3PL in the
Netherlands with an annual cost savings of €1.2 million in freight, labor and facilities
overhead.
 Performed the operations due diligence on an Italian manufacturing target.
 Developed and implemented the integration plan to absorb the acquisition and
improve customer service levels.

3. Richard C. Marshall Jr. | Page 3 of 3
SR. DIRECTOR OF OPERATIONS 2003 – 2004 Advanced Marketing Services, Inc.
Reported to the Vice President of Operations and was responsible for leading the
rebuilding, retraining and expansion of management staff to effect the centralization of
reverse logistics operations, centralization of piece pick operations and the consolidation
of the 3rd party distribution services into the Indianapolis location.
 Efficiently directed the project to close an acquired operation in Reno, NV and
successfully integrate it into the Indianapolis operation in less than 90 days.
 Redesigned the reverse logistics processes resulting in a 35% reduction of
processing cost.
 Opened a 140,000 sq. ft. automated reverse logistics facility increasing throughput
capacity 65%.
DIRECTOR OF OPERATIONS 1993 – 2002 Newell Rubbermaid
Advanced through a series of progressively responsible distribution and logistics
leadership positions in the U.S., Mexico, and Belgium culminating as the senior operations
leader reporting to the Managing Director of a U.K. business unit and responsible for the
operation of two factories and a global supply chain staffed by 900 associates.
Reorganized the operations staff and departmental structure creating a New Product
Development department to work closely with Marketing and Sales as well as a
Production and Purchase Planning department which implemented MRP and demand
forecasting software packages. Selected notable highlights from these roles are listed
below.
 Brought in during a customer service crisis with the largest customer, successfully
turned around the operational performance to pull out of the crisis in less than 90
days, recognized by the customer as having progressed from the status of worst
supplier to best supplier within six months.
 Reduced headcount by 12% realizing an annual savings of £2.16 million.
 Directed the implementation of Lean Manufacturing and 5S principles resulting in a
£3 million cost avoidance.
 Closed three warehouses resulting in a £750,000 annual savings.
 Designed and implemented a consolidation program of goods shipped from Asian
suppliers to the European business units.
 Improved distribution service to the best within Newell Rubbermaid with fill and on
time rates exceeding 99%.
 Simultaneously implemented a warehouse management system, pick to light system
and new sortation control system while maintaining customer service rates in excess
of 99%.
e d u c a t i o n , c e r t i f i c a t i o n s , a f f i l i a t i o n s a n d l a n g u a g e s
MBA – University of Arkansas
BA – Northwest Missouri State University
Lean Six Sigma Green Belt
Council of Supply Chain Management Professionals (CSCMP) and APICS
German, Spanish, French, Italian
c o n t a c t
 +1.317.427.8586 |  rich@richmarshall.us | www.richmarshall.us
Note: Currently resides in Indianapolis, IN and open to domestic and international relocation