Manage the daily 3PL distribution and warehouse activities including staffing, warehouse operations, facility and equipment maintenance, budgeting, customer service, and administration activities to ensure customer requirements are met in an efficient manner in support of anchor client, Abbott Nutrition.• Directly responsible and accountable for full Profit & Loss, Budget, Strategic Planning, and client KPIs (Key Process Indicators).• Develop and direct programs to ensure an efficient cost-effective operation and utilization of facility assets.• Responsibilities also include acting as Local Quality Manager to ensure that quality, safety, health, and security programs are in place and practiced.• Plan long range labor needs based on sales forecasts and input from the customer.• Responsible for developing a space utilization plan to meet prescribed cost and services standards.• Manage, develop and implement an effective productivity system and update as necessary.• Monitored and managed the ISO 9001, ISO 14001 programs making sure that the facility maintains compliance.• Develop, implement and direct programs to ensure the safety of all personnel, equipment and property. • Ensure current and accurate inventory control for each account is maintained to the standards of the customer.• Direct and control all aspects of customer invoicing• Control and direct all transportation into and out of the warehouse to meet company standards. see less

Logistics and operational support to the Senior Director for five Distribution Center sites in three states.

Manage the daily 3PL distribution and warehouse activities including staffing, warehouse operations, facility and equipment maintenance, budgeting, customer service, and administration activities to ensure customer requirements are met in an efficient manner. Led the implementation of safety, security, housekeeping, sanitation, and environmental programs. • Develop and direct programs to ensure an efficient cost-effective operation and utilization of facility assets. • Responsibilities also include acting as Local Quality Manager to ensure that quality, safety, health, and security programs are in place and practiced. • Plan long range labor needs based on sales forecasts and input from the customer. • Responsible for developing a space utilization plan to meet prescribed cost and services standards. • Manage, develop and implement an effective productivity system and update as necessary. • Monitored and managed the ISO 9001, ISO 14001 programs making sure that the facility maintains compliance. • Develop, implement and direct programs to ensure the safety of all personnel, equipment and property. • Ensure current and accurate inventory control for each account is maintained to the standards of the customer. • Direct and control all aspects of customer invoicing • Control and direct all transportation into and out of the warehouse to meet company standards.

• Supported Program Management objectives of the U.S. Navy (Pentagon) serving as senior analyst for the Deputy Under Secretary of the Navy, Management (DUSN/M).• Supported Program Management objectives of the U.S. Army (Pentagon) serving as senior analyst for the Deputy Assistant Secretary of the Army, Strategic Integration (DASA/SI).• Provides Program Management support to senior executives, organizations, and operational staffs for strategic planning, data mining, data analysis, and continuous process improvement.• Deputy Deployment Champion for the Continuous Performance Improvement (CPI) Deployment at NAVSUP. Reporting directly to the NAVSUP CPI Deployment Director, responsible for the organizational deployment of CPI throughout an 8,000 member U.S Navy Command. • Interfaced and supported the NAVSUP Enterprise in the Lean Six Sigma (LSS) deployment effort. Effort included providing leadership and guidance on policy and procedure issues relating to Lean, Six Sigma, and Lean Six Sigma deployment methodologies. Generated Point papers and briefs discussing functionality on how information was used to include associated costs, training requirements, possible labor relation barriers, and Information Technology (IT) operating environments.• Orchestrated the NAVSUP Enterprise LSS Training Program.• Working member of the Technical Specification group that developed the Body of Knowledge for the American Society for Quality’s (ASQ) test writing workshop for the DoN Black Belt certification exam.• Lead contractor for the NAVSUP Enterprise LSS Deployment Team. Serving as the Project Realization Lead, directly responsible for the tracking, data collection, metrics development, and tollgate reporting of all Six Sigma Black Belt project charters for 28 Six Sigma Black Belts and associated Green Belt projects.

• Provided Program Management support to the U.S. Naval Supply Systems Command for strategic planning, data mining, data analysis, and Continuous Process Improvement.

• Reduced annualized labor costs $300K, improved process cycle time by 150%, and increased productivity an average of 60% through design and implementation of lean manufacturing and one-piece flow cells. Developed and implemented one-piece flow cells that reduced staffing from 24 to 12 without loss of productivity and provided individual metric measurement capability.• Lowered cost per unit 36% ($0.3116 to $ 0.1962) through lean initiatives and value stream mapping tools.• Team Leader for Value Stream Mapping team that created current and future state maps for two manufacturing plants and one distribution center.• Key member of ERP development team that selected QAD’s Mfg-Pro for Distribution Operations.• Created metric standards and block & tackle reports for all distribution processes.• Direct Third Party Logistics (3PL) operation for transportation synergies between plants.• Reduced FTE headcount 38% (45 to 28) and bottom-line labor costs $119K through value stream mapping initiative and operating efficiency improvement of the Core operation line. Effectively developed a new product sortation process that eliminated non-value added steps.

• Decreased on-hand inventory levels by 30% through judicious use of MRP I and intermediary supplier drop-ship principles.• Reduced shipment error rate by 50% (.6% to .3%) through team training program.• Increased average monthly shipping revenue by 5% while simultaneously reducing labor costs $30K through streamlining processes and consolidating redundant positions. • Increased shipping line flow by 33% through elimination of a stand-alone shipper’s barcode labeling station and incorporating it into existing company address label station. • Decreased material handling equipment expenses by 25% through development of a competitively bid planned maintenance program.• Developed planned maintenance program for $2M conveyor handling system.• Although managing only 8% of the company workforce (40 of 500), the Distribution Center group won 40% of the major awards (10 of 25) during an 18-month period. • Achieved ISO 9002 certification in an accelerated 5½ month period (previously scheduled for 1 year) allowing company to bid on $400M+ ISO specific contract.• Negotiated and contracted long-term, industry competitive transportation and distribution ground and air shipping rates – UPS/FedEx/DHL/Service By Air/Airborne Express for expedited air and Consolidated Freightways/Overnite/Pitt-Ohio for ground.

• Reduced budgeted 1996 3rd/4th quarter stainless steel raw material bottom-line expenditures by $650K (1996 budget ≈ $10M) by learning the value-added process provided by intermediary supplier. Completed capital proposal to bring process in-house to provide that service with return-on-investment of < 1 year.• Developed and drove international supply logistics chain for just-in-time inventory availability. • Led on-site raw materials exploratory teams to South Korea and China – negotiated host company coverage of all expenses ($25K). First-hand knowledge directly attributed to an 8% reduction in raw material costs from domestic suppliers.• Achieved ISO 9001 certification and registration.

• Developed start-up receiving, quality, and inventory control operations for a brand new 175K sq.ft. Distribution Center. Created all policies, procedures, and work instructions.• Headed hiring team that screened 600 applicants for 100 positions. Personally designed and implemented team training modules and methodology for all interview sessions.

• Planned and orchestrated the logistics resupply of 50 geographically challenged retail end-users servicing 25K customers in the Mediterranean and Adriatic Seas. Required personal knowledge of freight forwarding hub capabilities, air and sea assets, customs clearances, and overcoming language barriers. Commended by Admiral’s staff. • Reduced budgeted operating costs by $100K ($3M total budget) through judicious use of alternative resource facilities. Effectively located brand new material that another unit had disposed at a reclamation facility and obtained at no cost – redirected $100K savings into backburner capital upgrade project. Received commendation from Commanding Officer.• Improved supply chain responsiveness for material support for helicopter aircraft engines resulting in a 14% increase in repair engine availability – effectively identified and deselected a weak link supplier of a key component and added a ‘can do’ supplier.• Chief, Weapon Systems Support and Provisioning Management Branch, for Defense Logistics Agency-ICP/Defense Industrial Supply Center coordinating 935K industrial items for global distribution. Managed and drove provisioning support for 988 weapon systems for the Army, Navy, Air Force, and Marine Corps.• Coordinated broad-based supply availability increase in 170 Navy weapon-coded systems by 5% through logistics support initiatives in the Ship’s Parts Control Center and ASO.• Identified and corrected major shortfalls in supply availability for the A-6 Constant Speed Drive before readiness was degraded – worked extensively with the A-6 Program Managers.• Logistics Manager for 3 Navy Inventory Control Point (ICP)-Distribution Centers.• 5 positions as Contracting/Procurement Officer.• Mediterranean Logistics Resupply Coordinator for U.S. Sixth Fleet operations.• Conducted full scale Integrated Logistics Overhaul (ILO) on CG platform. Effort required full off-site COSAL validation and storeroom on-load.