• Integrated multiple data sets for KPI tracking across Power BI for site health metrics to include; production, inventory turns, order-to-cash, order shortages and profitability.• Launched data integration for NAM Non-Ferrous machinery to provide site level tracking and KPI reporting. End user experience increased by 80% for executive level reporting and monthly KPI review.• Executed tagging system implementation across NAM through value stream and process mapping. Yielded a 25% increase in real time inventory accuracy and 15% increase in order fulfillment and inventory turns.

• Developed and strengthened current value stream maps for Oklahoma region providing an 25% increase in ferrous output and profit; provided a $100,000 in quality cost avoidance chargebacks.• Built and developed data infrastructure for Power BI data services and reporting. Service was rolledout for NAM usage providing critical data for Ferrous and Non-Ferrous production, commercial and inventory across 70 sites.• Launched effective internal maintenance program for reduction in third-party services providing a $23,000 monthly savings across the Central and Southwestern region.

• Within first month delivered a $130,000 Amazon waste/loss savings by reallocating non –used gift wrap from idle Amazon site’s to an active FC for consumption instead of destruction and/or loss.• Wrote 3 business successful proposal’s (one pager’s) for operations to procure more outbound/dock carts for increased throughput and delivery. Lead to a 25% increase in outbound sales and processing due to throughput availability.• Leveled out headcount cost to net zero and utilized operational supported labor shares to keep non-inventory labor costs at a minimum and removed network callouts for labor efficiency during busiest Amazon sales segment.• New offsite 3PL methodology developed for corresponding fulfillment centers leading to a reduction in lost/missing non-inventory shipments by 27%.

• Expanded scope of Central region vendor operations by negotiating the two new launches and execution of two new major vendors for a 13% increase in regional sales.• Trained and developed an additional 4 managers to successfully execute the 25% increase in outbound and sales during vendor operations expansion.• Reduced purchase order closure lost time through process mapping and program management adherence resulting in a 59% increase in customer product availability resulting in an additional $150,000 in sales.• Reduced overtime and ad hoc manpower coverage between 7 sites through outbound leveling which produced a $15,000 month over month reduction in unplanned labor costs.

• Improved week to week RTS metrics by an average of 83% in an 8 week period through behavioral and statistical measurement• Developed and implemented new behavioral data sets resulting in better mediated meetings between Amazon and Delivery Service Partners (DSP).• Writing new SOP’s for return to station processes to decrease the occurrences of preventable returns resulting in DSP leadership to better monitor driver on the road movement and process compliance.• Supported the launch of 4 stations in Wisconsin. Managed the entire launch of the “On The Road” Operations in Appleton, WI. Delivery Station is currently trending number one in key metrics in the region through standardized launch process and six sigma standard deviation reduction projects. These processes have been rolled out through Amazon for launch support.

• Improved department/cell metrics utilizing visual management techniques and six sigma methodology. 10% increase in production report-out of metrics increasing supply chain continuity to suppliers• Developed and implemented new end point packaging process to repurpose labor efficiency, labor utilization, for 25% faster cycle times resulting in productivity and shipping improvements.• Developed new standard work processes for team leads, supervisors and champions to monitor and sustain department/cell metrics to measure improvements.

• Decreased inventory discrepancies from 4.89% down to 2.17% in a 6-month period with material process flow improvements. $35M inventory coverage.• Improved planning and timing schedules for new product launches with progressive EDI release tracking sheets and project management schedules. 25% improvement on customer scorecard.• Instituted new MRO obsolescence process improvements programs leading to a $1M savings reduction in slow moving networking capital.

• Monitor logistics processes: Supervise day to day activities, prepare and propose the Sales and Operations Plan (PIC) to the plant management committee, assure the responsibility of the Master Scheduling Plan (PDP) with Autonomous Production Unit (UAP) managers, improve & enhance performance and relationships of suppliers and logistics partners.• Managing internal/external material flow, supplier follow-up, scheduling, and engineering change control requirements.• Incorporated and directed ERP/MRP projects to improve timing and planning between scheduling releases and JIT material flow resulting in massive improvements to customer delivery. 100% customer fulfillment and 75% improvement on customer scorecard.• Implemented a coordinated process between supplier activity (MRP) and master production schedule, leading to an 80% reduction in part shortages.• Process mapped and rebalanced materials procedures to improve workflows, facilitate on time delivery, and strengthen damaged customer relations.

• Manage seven salary unit members in production scheduling, scrap processing, material flow, material follow-up, inventory control and logistics cost deployment. Improved hourly inventory cycle processes resulting in accounting variance reduction.• Improved strategic design and planning of the material logistics management warehouse infrastructure driving significant synchronization between production control supply and assembly line demand. • Incorporated and directed ERP/MRP projects to improve timing and planning between scheduling releases and JIT material flow resulting in numerous supplier float and expedite reductions.

• Significantly directed process improvements for multiple work teams in a fast paced, high volume unionized manufacturing environment through the use of World Class Manufacturing (WCM) tools and processes.• Successfully elevated the logistics and customer service pillar score while managing and directing 70+ unionized hourly, unionized salary, and non-union salary employees during production control, assembly line support, and finished product distribution.• Integrated material delivery process improvements which delivered a total savings of $1,300,000+, contributing to a significant increase in the overall plant score from 20 to 51. Made significant strides to achieve Bronze plant certification.

**SAP Focused**• Meticulous supervision of 30+ personnel during final phase production operations providing material support through BOM fulfillment and KANBAN work order accuracy and punctual fulfillment of operation schedules.• Certify accurate procurement, coordination, tracking, and distribution of materials while implementing protocol projects that notably increased hourly employee accountability and productivity.• Interpret critical system data that impacts supply chain and operation processes, while effectively interacting with buyers, analysts, engineers, and operation managers.

**SAP Focused**• Additional 2+ years of warehouse and logistic operations management to include 1.5 years of leadership and progressive responsibility supervising 10+ personnel.• Improved planning, directing, coordinating, transporting, storing, and distributing production materials through Six Sigma projects in accordance with organizational policies.• Developed solid economic improvement projects through research of current market procedures saving Gulfstream over $10,000 in sectional overtime wages.• Improved interdepartmental relations through quality customer service and efficient coordination to ensure production schedules are fulfilled and critical incidents avoided.• Achieved numerous awards and an in-line promotion for major improvements to the Material Action Task Team, in the areas of customer service, project management, and continuous flow.

• 8+ years in warehouse and logistics operations management to include 6+ years in aviation maintenance.• Multifarious supervisory experience; directing 30+ personnel; assigning responsibilities, cycle counts, yearly audits, improvement projects, and schedules to meet requirements.• Successfully developed front-line skills in inventory management, supply chain management, and FAA regulation knowledge.• Directed workers in receiving, storage, and issuing of maintenance materials. Maintained records and controlled costs on incoming and outgoing shipments. • Strengthened subordinates technical skills through training and counseling while maintaining a safe and favorable work environment.