1. J A C Q U E L Y N D . H A L E
2 2 2 0 4 H A R D I N G S T . , O A K P A R K , M I 4 8 2 3 7
CELL (248) 850-6214 • E-MAIL: JDHD219@YAHOO. COM
SUMMARY
A forward-thinking and highly accomplished operations manager with 15 years of experience in Supply Chain, Logistics, Transportation
and Distribution, Cost Control, Manpower and Capacity Planning, Six-Sigma Lean manufacturing Operations, and Fulfillment.
Demonstrates analytical and technical strengths in process efficiency, continuous improvement, communications, and assessment.
Possesses strong leadership experience, with an intense focus on productivity, reporting, data review, team development and succession
planning. An active team liaison who collaborates with all levels of staff, establishes quality relationships, builds successful cross-
functional teams, and executes deliverables with excellence in fast paced, high intensity environments.
LOGISTICS AND TRANSPORTATION
PROJECT MANAGEMENT
OPERATIONAL EXCELLENCE
BUDGET PLANNING
SUPPLY CHAIN MANAGEMENT
6-SIGMA LEAN MANUFACTURING & OPERATIONS
TEAM BUILDING & PEOPLE DEVELOPMENT
ISO 9000, ISO 9001
PROFESSIONAL WORK HISTORY
ACTIVE AERO LOGISTICS GROUP, Belleville, MI
Logistics Analyst, February 2016 to Present (Contract)
Directly responsible for the development and implementation of logistics concepts, doctrine, plans and policies which involve
administration of perpetual databases to provide visibility of assets for Ford, General Motors and Tier 1 suppliers. Capacity planning,
robust shipment and execution tools to provide laser focused expedite solution tools for automobile manufacturing companies. Data
analysis and assessment of logistics market to determine freight values and competitiveness within U. S. A, Canadian and Mexican
markets.
 Procurement of carrier capacity by utilizing multiple carrier databases within operating system and web based applications.
Coordinate and evaluate specific logistic requirements; develop adjusted plans and schedules for actions needed to requirements
on time
 Identified specific requirements for funds, manpower, materials, facilities and services needed to support all logistic operations
by ocean, rail, air and ground.
 Drive KPI metrics and service requirements for Ford, Chrysler, GM, Honda and Tier Suppliers. Daily interface with PLM
Operations to facilitate manufacturing production requirements and coordinate transportation expedite of materials to ensure
schedule attainment.
 Drive, develop, and oversee implementation of the business plan for the air charter to achieve department goals (e.g., production,
quality, safety) and develop strategic improvements for complex operations.
WALMART LOGISTICS, Opelika, AL
Operations Manager, October 2014 – May 2015 (Contract)
 Held responsibility in managing financial aspects for the facility by approving and tracking expenses compared to budget;
monitoring asset utilization; and preparing, reviewing, and/or analyzing business reports.
 Ensures associate, customer and supplier concerns are resolved by thoroughly investigating and making decisions based on facts
of the situation or consulting with others.
 Lead and direct the facility's leadership by planning, communication and execution of goals, monitoring performance, and
providing feedback; identifying training and development needs to ensure opportunities for learning and growth. Support
Logistics, company policies and procedures while overseeing the hiring, promotion, coaching, teaching, and evaluation of
associates.
 Drive, develop, and oversee implementation of the business plan for the facility to achieve facility goals (e.g., production, quality,
safety) and develop strategic improvements for complex operations.
BLG LOGISTICS, Vance, AL
Operations Leader, (Contract Project-Mercedes Benz-MBUSI) December 2013-October 2014 (Contract)
Held responsibility in planning and execution of process improvement launch of New AGT- Automated Guided Tugger Business
Operation Project for Assembly Plant 2 of Mercedes Benz (MBUSI). 6 Sigma Lean Manufacturing principles and best practices in the
success Engine and Transmission Line Operation. Directly responsible for working with engineering, procurement to control costs for
managing the successful execution of Mercedes Benz C-Class product launch project.

2. JACQUELYN D. HALE, PAGE 2
 Planned and developed new process work flow design and cell layout utilizing lean manufacturing principles and best practices
for Engine Line operations, including new design modifications for engine and transmission racking, packaging and sequence
operations.
 Route planning and schedule development for AGT project including project management meetings to resolve procedural
discrepancies and resolution.
 Planned and executed training of AGT Business route and schedule for parts delivery and logistics support of Assembly Plant 2
for MBUSI.
 Analyzed data to understand where process improvements could be made to developed metrics to measure effectiveness of
solutions implement which reduced material delivery time and sustained an average on time delivery rate of 98%.
 Managed a team of 42 personnel. Responsible for manpower planning, work schedules, program workload and training for
MBUSI AGT Project, Engine Line Efficiency and Capacity planning.
JCPENNEY LOGISTICS, Forest Park, Georgia
Senior Operations Leader, Supply Chain, Salon/Sephora, February 2012-April 2013
Responsible for financial success of $68,500,000 business, managing 2 department managers, three area managers, 12 supervisors, and
350 associates while managing corporate-level assets in Salon/Sephora business unit dedicated to servicing the 950 Salon and 348
Sephora shops inside JC Penney stores. Oversaw all supply chain and direct fulfillment operations, planning, safety initiatives, shrinkage
(LP), P&L cost and budget reviews, order allocations, customer first audit, and service within 475,000-square-foot warehouse. Managed
average inventory of $40,000,000 of various signature brands of salon and cosmetics merchandise for salons and Sephora shops. Focused
on process efficiency, decreasing labor costs as well as improving accuracy, service, and cost effectiveness of overall pick-and-pack
operation.
PEPSICO, Atlanta, Georgia
Area Leader, Operations Resource Coach, 2006-2007
Allen Park, Michigan 2001-2002
Held responsibility for financial results of $3,900,000 business. Managed nine coaches and 100 team members. Balanced workflow
across manufacturing facility to improve efficiency in processing of beverages and convenience foods by utilizing 6-Sigma and Lean
Supply Chain activity functions. Managed labor scheduling, work teams, training/development, inventory, space utilization, and
equipment.
 Executed program objectives in daily production line operations that increased efficiency to consistent run rate of up to 90% total
efficiency. Received Team of the Year Award 2006.
 Held responsibility for success of capital projects within facility for Gatorade, Propel, and Tropicana lines. Served as project
management resource in planning and execution of new Kister packaging installation and bottle filler rebuild project.
DAIMLER CHRYSLER, Detroit, Michigan
Area Production Manager, 2002-2006
Managed supervisor and hourly workforce teams in a UAW/MOA assembly plant in the areas of body shop, trim, chassis, and
final/reprocess repair, with daily interface from engineering, materials, and logistics. Assessed production needs and identified problem
areas of equipment, materials, and assembly line operations to provide continuous improvement in final build, repairs, and quality
programs (MQAs, ISO, and SMART).
 Increased plant production schedule attainment to 95% utilizing TPM, error-mistake proofing, and practical problem-solving
techniques.
 Managed new product launch teams for two Jeep product models, addressing all phases of engineering, assembly, and production
operations. Applied project and capacity planning, change management, troubleshooting, and problem-solving techniques in
each phase of new vehicle launch programs for Jeep Grand Cherokee and Commander
GENERAL MOTORS, Lake Orion, Michigan, Production Supervisor, Engineering Change Specialist, 1997-2001. Interfaced
with engineering, materials, scheduling, and logistics in planning and implementation of technical/analytical processes to maximize
efficiency and productivity of assembly line operations. Implemented ISO plant certification and ECPS production control systems.
Performed supply chain management of GM-designated suppliers for Buick, Pontiac, and Oldsmobile model mixes to outside vendors
for contracted sourcing.

3. JACQUELYN D. HALE, PAGE 3
EDUCATION
CLEVELAND STATE UNIVERSITY, Cleveland, Ohio
B.A., Business Administration, Marketing, 1990
University of Phoenix, Southfield, Michigan
MBA, Business Administration and Global Management, 2005
Georgia Career Institute, Conyers, GA
Master Cosmetology Certification, 2014
ADDITIONAL PROFESSIONAL WORK HISTORY
February, 2008 to December, 2011
Principal Staff Assistant/Teacher, Oak Park/Ferndale Public Schools
March, 2013 to July, 2014
Student, Georgia Career institute
Entrepreneur, Professional Cosmetologist
PROFESSIONAL DEVELOPMENT AND ORGANIZATIONS
Project Management Professional (PMP), PMI Delta Sigma Theta Sorority, Inc.
SAP, New Horizons Women in Logistics
SMART, Daimler Chrysler Professional Women’s Network
Executive Leadership and Development Professional Beauty Association
IT/COMPUTER SKILLS AND QUALIFICATIONS
Microsoft Office Suite 2013 (Word, Excel, Access, Power Point, Outlook and Publisher),
Dematic-Red Prairie Platforms,
MQAS, DMS, WMS, PINC, InfoVision - On Order Visibility,
LOCS, IFO, SAP, GLS, YMS, GAIN AND CONNECT
CMS, Flightview, NAVPAK, AGP/PTM
ALL REFERENCES ARE AVAILABLE UPON REQUEST