Responsible for the Distribution Center Operation including budget, hiring, planning, facilities, Inbound, Outbound, Inventory Control, Hazmat materials, and Material Handling Equipment.• Redesigned picking and put away sequence to improve flow, accuracy and speed.• Completed the implementation of lean project on the inbound side.• Eliminate a three month receipt backlog within the first two weeks of starting.• Redesigned receiving and shipping layouts significantly improving space, work flow and visibility. • Improved DC efficiency by better utilizing the exiting WMS. Furthermore, developed a system enhancement plan to further the system effectives and capabilities.• Modified organizational structure in order to clarify communication, responsibilities, accountability and ownership • Strategically created and implemented an accuracy program improving error rate from 96% to 99.83%

Direct strategies and objectives of company distributions, logistic, and operations of 2 OMNI channel distributions centers. Incorporate company vision into department objectives. Develop and execute department strategies. Develop personnel to enable internal promotions. Create, develop, and cultivate relationships with leaders and associates. Hold team, area leaders, and vendors accountable to established goals and objectives. Ensure team focus on customer satisfaction. Provide fair and challenging environment to associates where their input is heard, valued and respected. • Suggested and implemented EDI technology, enabling increased sales resulting from new customer base.• Implemented, managed, and executed development of new processes, layout, training, equipment, and materials in order to support costumers with routing guides, focusing on high-dollar value accounts. • Implemented and executed lean methodologies. • Identified several challenges using 5S methodologies that expedited processes such as layout redesign, correct product placement, picking pathway flow analysis, value stream mapping and packing tables design and setup saving $120,000 in labor cost and significantly reducing the operations cost. • Managed implementation and execution of WMS - DAX (Microsoft Dynamics AX) with aggressive 6 month implementation schedule.• Reduced cost of corrugated boxes on 5% by consolidating sizes and maximizing purchase of industry standard sized boxes.• Implemented location system and barcode technology. • Redesigned distribution center layout to maximize space and function.• Developed inventory control methodology which reached 99.75% accuracy level in the 1st year of implementation, saving thousands of dollars in shrinkage.• Reduced cost of packaging and shipping by changing to a light biodegradable and environment friendly packaging material savings thousands of dollars annually.• Encouraged and developed processes to promote from within.

Directed both inbound and outbound departments a 3 shift B2B business operation, managed up to 400 associates in 400,000 sq ft facility with annual output of 5.6 million lines. Reported to the director of operations. The distribution center supported approximately 44,000 SKUs. Challenging mix of SKU’s from furniture to small school supplies. Managed receiving, inventory control, space utilization, returns, put away, replenishment, packing, and picking. • Develop and implemented procedures for all areas of responsibility.• Planned, created, and executed inbound and outbound forecast and capacity. • Worked with logistics department to determine numbers of loads coming in and pickup frequency of load going out based on volume and dock space constrains.• Implemented and created productivity metrics for inbound and outbound departments using Six Sigma concepts (DMAIC). • Used lean methodology to improve flow and reduce waste, resulting in overall gain of 17% on productivity that translated to 7% labor cost reduction. • Planned, implemented, and created tracking tool to hire necessary staff to handle drastic shifts in headcount from low to peak season, ranging from 120 to 400 associates. • Promoted and established cross-training program to enhance team flexibility. • Trained first-level management to use metrics to determine department capacity and proper staffing levels, enabling departments to effectively shift staff to high-need areas, reducing need for additional personnel.• Trained first-level management to improve relations between hourly associates and management team by promoting culture that focused on respect, trust and associate appreciation. • Nominated for 2007 pride award.• Changed safety metrics to comply with Bureau of Labor Statistics (OSHA) standards to determine proper way to measure performance using industry standards as parameters.

Managed inventory of $6 billion in television retail and e-commerce business of soft and hard goods responsible for 400+ associates, 3 shifts 24 / 7 operation on a 1,000,000 square foot facility with $15 million budget with shipments of 43 million units annually. Managed receiving, put away, replenishment, returns, and picking processes with average of 3.5 to 3.8 million units or approximately 215,000 cartons processed monthly of flat and GOH apparel, including accessories such as shoes, cosmetics, and purses totaling 120,000+ SKUs.• Fixed workflow of GOH system using spaghetti diagram. Eliminated redundancies and increased output by 22%.• Expedited and improved communication processed in traffic department by shifting personnel schedules.

International Consultant for Chico's FAS, sourcing suppliers of finished and unfinished textile products. Oversaw the international shipments and required paperwork for import and export. Researched suppliers and ensure viability and capacity to achieve Chico's standards. Evaluated product quality and turnaround time. Completed all accounting and necessary documentation to operate business in Brazil.• Developed multiple suppliers of unfinished products and manufacturers of finished goods.

Multi Channel Distribution, responsible for 150 associates on a two shifts operation shipping 14,500,000 units annually e-commerce and 450+ retail stores Collaborated and planned the management and execution of a new high-tech distribution center expandable up to 400,000 sq ft to support sales of 1.2 billion dollars. • Saved $260,000.00 in labor costs by revising WMS and automating packing and shipping areas. • Planned and implemented the Direct to Consumer operation. (E-Commerce) • Researched and analyzed the data needed for the acquisition, design and location of the new distribution center. Resulting savings of 30% or $7,000,000.00 dollars in transportation cost.