Bill Kopczynski Email & Phone Number

Cincinnati, Ohio, United States

• Direct daily operations of transportation and warehouse operations, 2 direct reports and 25-30 indirect reports over seeing a 100, 000 square foot warehouse and a fleet of 20 trucks. Warehouse team loads 10-12 trucks.
• Increased selectors units per hour by 30 cases
• Realigned staff to better support selecting team
• Worked with purchasing to adjust inventory levels to free up space in the warehouse
• Maintain payroll and other HR functions for all of the operations team.
• Maintain all DOT files and regulations

Orlando, Florida, United States

• Direct daily operations of second shift team 5 direct reports and 35-40 indirect reports in a 130,000 square foot warehouse. Loading up too 35 trucks nightly (between 80,000 to 120,000 units weekly, 8000 sku’s).
• Built out second shift leadership team and restaffed 80% of the hourly colleagues post Covid-19
• Instituted a new hire training program with a full-time trainer
• Reduced mis-picks from 3700 weekly to an average of 70 for the last eight weeks saving ~$145,000 weekly
• Improved loading completion time by 6 hours nightly saving ~$15K in weekly payroll expense
• Increased RF scan rate from less than 5% to over 75%

Pensacola, Florida, United States

• Direct daily operations of second shift loading team 12-15 direct reports in a 50,000 square foot warehouse. Loading 15 trucks nightly (between 20,000 to 40,000 units weekly, 5600 sku’s) per week, servicing the Florida.
• Set-up training matrix to cross train 2nd associates in all work areas
• Improved line start-up time by 30 minutes on average
• Improved line through-put by 125 cases per man hour
• Improved shift cases per man hour by 5 cases
• Zero safety or lost time incidents

• Directed daily operations for staff of 22 indirect employees, and 1 supervisor in a 185,000 square foot warehouse. Loading 700 plus deliveries (between 65,000 and 75,000 units, 21K sku’s) per week servicing Florida.
• Realigned warehouse staff to reflect daily volume to better service customers and transportation needs.
• Worked with warehouse team to streamline dock functions allowing for better dock flow and efficiencies thus eliminating 1 employee
• Instituted Lines per Hour (LPH) across the various selecting departments increasing the LPH between 25-35 points, thus reducing 2 employees

Sharonville, Ohio

• Oversaw 1400 plus deliveries (between 90,000 and 110,000 cases) per week for a 220,000 square foot facility, servicing Ohio, Kentucky, Indiana, Illinois, and West Virginia. Directed daily warehouse activities to ensure.
• Implemented new pick line optimization program, improving safety and efficiency
• Developed procedures for pick-to-voice automated picking system, yielding greater accuracy
• Set new performance standards for workers, including establishing an average pick rate of 225 units per hour (UPH) as the goal for each employee
• Improved overall warehouse UPH by 13.2 points over 18 months, reaching 124 UPH
• Deployed 5S methodology to organize warehouse by applying a clean-as-you-go process, eliminating a full-time cleaning position, and saving associated labor costs

Warren, OH

• Organized warehouse start-up, and then coordinated 950 plus deliveries (between 75,000 to 95,000 cases) per week for a 175,000 square foot facility, servicing Ohio, New York, and West Virginia. Supervised two direct.
• Achieved an excellent warehouse safety record during tenure, no lost-time, or OSHA-recordable injuries
• Introduced pallet exchange program, resulting in $158K in annual savings
• Instituted spreadsheet tracking of product rotation, reducing loss due to expiration
• Reduced labor costs by $311k from 2012 to 2015
• Maximized efficiencies and controlled costs, yielding combined operational savings of $549K from 2012 to 2015 while increasing warehouse UPH by 66 points

Morganton, NC

• Directed daily operations for a staff of 20 across multiple facilities and oversaw a 100,000 square foot warehouse addition taking total square footage to 500,000 square feet.
• Enhanced production capabilities by restructuring processes, reorganizing facilities, and cross-training staff
• Streamlined shipping, reducing carrier waiting and loading time by 30 minutes
• Achieved 30% improvement in inventory accuracy after instituting counting process and weekly cycle counts
• Ensured adherence to federal, state, and local laws, as well as internal guidelines for optimum safety, product quality, and on–time delivery
• Standardized employee discipline process, creating consistency for staff

Riviera Beach, FL

• Orchestrated daily activities across multiple facilities, 57 staff, and 5 supervisors.
• Ensured adherence to federal, state, and local laws, as well as internal guidelines for optimum safety, product quality, and on–time delivery.
• Standardized employee discipline process, creating consistency for staff.
• Spearheaded incentive program to encourage damage control, yielding $13K in savings within first month.
• Collaborated with 4 departments on an executive corrective action plan, eliminating bottlenecks on production line and reducing start-up time.
• Surpassed labor cost savings by $35K from following year, sustaining quality production and performance levels.

Riviera Beach, FL

• Orchestrated daily activities across multiple facilities, 55-60 staff, and 5 supervisors.
• Standardized employee discipline process, creating consistency for staff
• Spearheaded incentive program to encourage damage control, yielding $13K in savings within first month
• As production manager, collaborated with 4 departments on a production improvement plan, eliminating bottlenecks on production line and reducing start-up time resulting in a labor cost savings by $35K from following.