Fully responsible for our 1mil sqft building that was split between our own operation and a 3pl tenet. Activities included a transship operation, where we unloaded containers and shipped product to other Medline DCs, traditional distribution work of receiving, putaway, pick, pack, and ship, as well as the support work like inventory control and maintenance that keep the operations moving. Implemented process changes to reduce the costs and flow through the facility of key shipping supplies. Provided leadership that allowed for significant improvement in key areas like safety, costs, and service.

Managed warehouse activities for a 600k sqft transship operation. Responsible for the efficient unloading of containers, preparation of loads to other Medline DCs, and the loading of pallets being shipped. Created tools that helped us use data, not gut feelings, to forecast work and identify possible constraints. Implemented housekeeping solutions using 5S tools and concepts which improved organization and cleanliness. Met or exceeded key operational metrics like safety, utilization, and costs.

I am responsible for our operation which includes typical warehouse functions like receiving, put away, and pick/pack/ship. We also perform other activities specifically assembly, QA, returns, repairs, and product upgrades. I am proud of the improvements we’ve made and acknowledge we still have a way to go.In the several quarters months I’ve received four “Can Do” awards because I was able to: • Establish a safety committee. • Get all forklift drivers certified. • Create lanes in our staging areas. • Add racking to increase our capacity. • Add shelves and bin storage for smaller quantities and for small items. • Eliminate pallets stored on the floor. • Clear our receiving dock. • Implement daily reporting.Some of the current projects are intended to: * Improve Inventory Accuracy - via daily movement checks along with regular cycle counts * Improve Space Utilization - right-sizing storage options based on product sizes/profiles* Improve Material Flow - like consolidating the faster moving items closer to the dock * Improve Housekeeping - the plan and funding have been approve, now we implement* Reduced shipping costs by 31% through improved negotiated discounts* Document our Processes - we need to be able to repeat even when people take time offI still want to see us do a better job with Safety, Organization, Urgency, and Accountability which means those will remain at the core of our thinking and efforts.

Effectively led all warehouse, inventory control, S&OP, purchasing, and delivery functions for a multi-site manufacturing operation. Established a successful cycle counting program in four countries and seven locations. Implemented a barcoding system for all manufactured materials across the Cell Culture business. Led the Lean Core Team, a continuous improvement team, established a 5S / visual management program, and implemented changes to help us be more efficient and profitable. Managed multiple contract warehouses and instituted processes to better meet our customers’ needs.

Responsible for all warehouse, inventory control, and delivery functions for a multi-site manufacturing operation. Established a successful cycle counting program in four countries and seven locations. Led the Lean Core Team, a continuous improvement team, established a 5S / visual management program, and implemented changes to help us be more efficient and profitable. Managed multiple contract warehouses and instituted processes to better meet our customers’ needs.

Led teams responsible for all warehouse, inventory control, facility maintenance, and delivery functions for a $1.3 billion, two-shift, 280,000 sqft. Distribution Center. Managed a Customer Service team for a $2.5 billion Region. Full P&L responsibility for $14 million labor, facility, administrative, inventory control, and contractor expenses. Led a management staff of eight, 122 employees, and a 3rd party delivery service. Assembled a team of “high potential” managers who were capable of and received promotions and job broadening opportunities.

Profitably managed $5.5 million revenue P&L including the dedicated fleet and contracted carriers for major U.S. cannery's plants and distribution centers. Led a management and administrative staff of eight employees and 50 unionized drivers. Directed HR and Inventory Control functions of a 450,000 square foot warehouse including a permanent and temporary workforce of over 200 non-union employees. Managed dedicated fleets for six major customers and the fleet and warehouse staff for a seventh. Successfully managed full P&L responsibility for each account totaling $3.5 million revenue and 35 union and non-union employees.