Luke Burke

Lead all aspects of supply chain execution from initial inventory inbound through to last mile customer delivery across more than 10k weekly IB & OB truckloads and 100 buildings (fulfilment centers, sort centers, and delivery stations) in North America for AMXL (Amazon’s white glove heavy bulky business). Own intra-year forecasting, capacity planning, production & labor planning, risk management, volume planning, middle mile design & execution, and last mile launch across the end-to-end supply chain. 2021: -added responsibility for middle mile design and execution -expanding team from 40 to 72 salaried headcount -promoted another leader to senior manager 2020: -expanded team from 10 to 33, and added responsibility for middle and last mile supply chain -promoted 2 leaders to higher level positions, including one to Senior Manager -improved FC labor planning accuracy 650bps YoY, saving $XX.XMM -optimized last mile network utilization, reducing average daily backlog 67%, while more than doubling volumes, and running >97% daily capacity utilization -reduced peak demand weekly forecast MAPE to X.X% Inbound, and X.X% Outbound -reduced network redirects by 98% YoY -reduced daily network inbound backlogs in Q4 by >XXXk units/day 2019: -built a team of professionals from 2 to 10 in less than four months -reduced network missort volume by 520 bps YoY -launched first of its kind centralized labor planning team ahead of peak ‘19, improving planning accuracy >300bps from pre-centralization -improved network forecast accuracy >200bps for inbound, and >650bps for outbound -successfully reduced significant network peak risk, re-distributing >700k cuft of inventory to balance against network capacity, ensuring 0 units were missed for customer demand ahead of Black Friday

Led a team of 14 exempt managers (5 Operations Managers, 9 Area Managers) and an overall team of 350-700 Associates to pick, sort, pack and ship tens of millions of customer orders annually. Full operational responsibility for Outbound and Quality (ICQA) operations across the fulfillment center, engaged my team to consistently raise the bar and drive continuous improvement for safety, quality, productivity and engagement. -Canada inventory health lead working with Retail, FBA, Supply Chain Optimization and Dev teams created a robust, largely automated, management program for slow moving inventory to maximize FCF and cube utilization in a rapidly expanding business, recognizing savings of $XX million annually, reducing network unhealthy inventory by 57% in 10 months. As a result of project success, asked to lead the introduction of an equivalent program for Mexico operations -Improved Q4 (peak) productivity >20% YoY -Drove quality culture that maintained inventory accuracy, delivering well below defect threshold during peak at an average accuracy >99.3%, reaching as high as 99.82% -Promoted 7 managers to higher level positions -Led my team to become the #1 sortable site in North America for CE (customer experience), #2 for engagement, and #4 for quality (#1 since taking ownership for the dept) in 2018 -Q1 2019 (last quarter in role) led my site to be the #1 overall sortable site in North America measuring cost, quality, safety, engagement, sustainability, etc metrics. This was the first time ever that a sortable site outside of the US achieved this level of performance

Outbound Operations Manager (April 2017-Feb 2018): -Outbound Ship Dock Lead: improved and sustained Ship Dock productivity by 24.6% in a two month period; 13.3% by focusing on leadership engagement and standards execution, and a further 11.3% through facilitation of a multi-day Kaizen event to streamline processes & minimize unproductive time. -site Continuous Improvement lead driving a continuous improvement culture through the implementation of lean and six sigma leadership training. Achieved 500% increase in CI improvement projects YoY, with >100% increase in project-related variable cost savings YoY -drove 20% trailer utilization improvement for inter-FC transfers, realizing 28% savings in linehaul costs Inbound Operations Manager (June 2016-March 2017): -executed peak 2016 with highest inbound productivity throughput per hour for new vendor freight in Canada, leading a team of area managers across all shifts with a median tenure of 2.5 months (avg = 3.8 mths) in role; first amazon peak for all Area Managers -led the inbound team through a first-of-its-kind cross dock program launch, allowing inventory balancing to bypass 2 processes, resulting in significant cost-per-unit savings -executed consistently >100% productivity on all process paths to benchmark standard Q3 2016 & Q1 2017; only Canadian FC to do so - >35% YoY productivity improvement -led the Canadian network on inventory accuracy through relentless focus on quality, with defect rates repeatedly 55-65% better than the benchmark threshold, and ~80% better than the network average -led peak 2016 planning for all operational and support teams, executing green on all metrics and top 6 site in North America

-Led the Inbound team through a complete building re-model, ensuring 1.4 million units of inventory were consolidated, while simultaneously running high quality inbound operations -Executed Peak 2015 with highest ever productivity metrics of any site in the Canadian network, and 17% higher than the next most productive site -Exceeded 2014 and 2013 peak quality metrics, as top Canadian sortable site, and 2nd highest quality metrics in North America -Continuous Improvement Lead for Inbound Kaizen, improving stow rates by 60% in an eight week period, to exceed North American benchmark standards -Operational lead for inbound LTL consolidation project for Western Canada, working with partner carriers to minimize direct-to-FC LTL appointments through consolidation process that maximizes trailer fill and allows for more scheduling flexibility by transportation team, resulting in significant cost-per-unit savings

Led the team responsible for bidding and pricing all assets-based lane and load requests, as well as national/international RFPs for an international carrier with over 1,500 tractors and 3,000 trailers delivering upwards of 100 million annual customer miles.

As ETL-Logistics I was responsible for the In-stocks, Backroom, Trailer Unload, Price Accuracy, Receiving, Reverse Logistics, and Safety operations for T-3759 Guelph. I led the Team Leaders, and their collective teams, to maximize productivity and accuracy to ensure timely restocking, while maintaining excellent backroom location and pricing accuracy in the highest volume store in the district. Together with my team we prioritized superior in-stocks and guest service with a goal of surprising and delighting guests through our Expect More Pay Less promise. -Maintained a backroom location accuracy and pull execution rate exceeding 98% -Highest receiving accuracy in the company 2014/15 (100%) -Highest productivity numbers in the district; consistently top five in the company -Executed on highest volume of inbound product in the district in Q4, regularly receiving, sorting, stocking and back stocking over 200 000lbs/week during this time period -promoted from level 11 to level 13 by Group Vice President and Group HR Manager

As Executive Team Leader (Softlines) I oversaw all of the Apparel & Accessories, Price Accuracy, Fitting Room, Operator, and Community Relations functions for T-3642 Kitchener. I led the department managers (team leaders) and their teams to drive new and repeat guest traffic, promote the highest levels of guest service, and increase productivity with an ultimate goal of furthering profitability for the organization. Together with my team, I opened one of the country's first Target locations, as part of the largest retail market entry in Canadian history. -Selected out of ~50 ETLs as district-wide business leader of the quarter for Q1 2014 -Selected to train one of the first external ETL hires in a Canadian store -Consistently led and grew softlines sales mix to highest in the district, and top ten in the group; doubling U.S. stores' sales mix average (32% vs. 16%) -Community Relations lead for Kitchener area partnering with local non-profits -promoted from level 9 to level 11 by District Team Leader and District Human Resources Business Partner