Responsible for implementing and enforcing inventory management procedures. With a warehouse of 180,000 sq.ft. and a 6 level pallet racking system, I am to ensure a team of 30 members not including seasonal workers inbound, outbound, pick, and pack meet minimum quality standards. We provide real-time inventory visibility to our clients. For this reason, it is very important for me to perform thorough investigations on inventory that is lost or missing. I also schedule and assist team members with stock counts and identify weaknesses in our current procedures.

Reporting directly to Mainfreight's Logistics National Director and Mainfreight's Controller. I was challenged to improve accounting procedures for the Logistics division. Using my knowledge in accounting and warehouse management, I was able to find areas of improvement. By streamlining the accrual posting process significantly improved the timeliness of reported costs. I also used a similar system for any revenue modification request. Using shared files with easy to understand template improved the communication between accounting and operations resulting in improved financial reporting by 15%. Variances between budgets and actuals were under 3%.

My responsibilities included tracking, recording, and paying utility bills. Utility expenses were split among departments based on specific cost drivers (i.e. Number of team members, or activity level). I also processed expense reports and reconciled large transport A/P accounts.

Future leaders program is a two-year program geared to develop young professionals within the supply chain industry. I gained leadership skills necessary to provide excellent customer service, communicate within an extensive network, and lead a team. During this time, I had the opportunity to help relocate and open a stand-alone logistic warehouse in Los Angeles. The challenge of scheduling shipments, managing a team, and meeting deadlines have been very rewarding.

Moving from operations into an accounting role I was able to use my experience for identifying and improving inefficiencies. For example, I was able to motivate the team to move into a more paperless system. I accomplished this during my time as a trainee where I learned how to review, process, and reconcile accounts payable. By relying more on electronic statements our department saw a reduction in supplies expense as less paper and ink were used. We also saw a decrease in labor cost by eliminating a position that concentrated in printing and filing invoices. This resulted in an increase in productivity as well as a decrease in costs. I was also part of Mainfreight's events committee. In these meetings, there was one individual per department. I represented the Accounting department and it was my responsibility to communicate my teams wants and needs for the next company outing.

As a logistic Coordinator, I assisted in the expansion and relocation of Mainfreight’s 3PL warehouse. I managed multiple accounts and a small team to coordinate shipping and receiving inventory. During busy seasons, I was responsible for training seasonal workers to help meet Mainfreight’s promise of fast and low-cost order fulfillment. On a weekly basis, I would create customer invoices based on the amount of storage space and activity level. I would also track any direct and indirect cost related to a special request from our clients (i.e. repacking, labeling, kitting). In addition to my responsibilities as a logistic coordinator, I accepted a leadership position as the Branch Safety Officer. I hosted numerous safety trainings and performed monthly safety inspections. The goal is to create a culture centered on safety and preventing accidents.

Working with a group of 5 members (selected by the Boeing Team), we had one month to perform case analysis of Boeings V-22 Osprey Tilt-Rotor Aircraft. Boeing faced a big challenge as one of their main clients changed the delivery timeline for180 V-22's from 5 years to 10 years. Boeings manufacturing plant was currently operating at maximum capacity in order to manufacture and assemble 180 V-22 within 5 years. Our team had to perform cost analysis and provide a solution that not only slows down production but at the same time providing the highest net present value. Our analysis and recommendation earned our team 2nd place. We created 3 possible production schedules along with income statements and calculated the net present value of each scenario. It was not an easy task to reduce labor cost and manufacturing cost with a strong union presence at Boeing. We also were limited in canceling current contracts with suppliers meaning many parts of the V-22 would arrive much earlier than necessary.

Working in a fastpaced environment, I was responsible for offloading and sorting packages. Being part of the graveyard shift meant we needed to work fast in order for our drivers to start making delivers by 8 am.