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 nightly (between 40,000 to 50,000 units weekly, 15,000 sku’s), servicing all of Ohio, Michigan, Indiana and Kentucky. Maintain accurate and timely selecting of dry, refrigerated and frozen product and loading of trucks. Clear-up any inventory issues adjust inventory as needed.• 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 • Responsible for weekly cycle counts

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), servicing all of Florida. Maintain accurate and timely selecting of dry, refrigerated and frozen product and loading of trucks. Clear-up any inventory issues nightly, adjust inventory as needed.• 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%• Increased number of selectors making incentive pay from 1 colleague to 15 average hourly wage increase of $6 per hour• Maintained payroll and other HR functions for the 2nd shift team

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 panhandle. Maintain accuracy and timely loading of trucks. Clear-up any inventory issues nightly, adjust inventory as needed.• 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, Georgia, and Mississippi. • 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 maximum production levels reached. Supervised 2 direct reports and 22-25 unionized indirect reports. Recruited and trained new hires. Managed employee discipline and evaluations. Co-determined annual merit increases.• 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• Reduced warehouse expenses by $138K from 2015 to 2016

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 reports and 15 indirect reports.• 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 year, sustaining quality production and performance levels