Chris Mosley Email and Phone Number

Operations Manager WMS Overstock (3PL Accounts) - Management of 11 different accounts within 2 buildings, 3 customer service Account Reps, Warehouse Operations, interaction with sales team, central billing.- Manage KPI’s, including: Inventory accuracy, order pulling, shipment scheduling, team productivity, safety, efficiency, etc. - Inventory Management using proprietary warehouse management system, and coordinating with other terminals to ship freight and keep inventory accurate

Operations Manager (Piece Pick Mod/Break Pack)· Operations management of 2 supervisors, 3 leads, 1 Exceptions clerk, and 40+ temp labor teammates. · Management of PKMS waves in a pick mod: creation, release, and cleanup.· Implemented “Efficiency Tracker” across all teams, which improved UPH, Efficiency and Utilization by 20%.· Lead a staffing reduction project, which will save $140K in 2015, by reducing FTE by 1 on all shifts in Active Pick processing area· Assisted Corp Engineering team with implementation of new methods, standards and LMS system. Processed time studies and presented findings to GM’s.

Operations Supervisor (Processing) - Management of conveyable carton sort area and break pack pick mod area. - Manage KPI’s, including: CPH, Daily/weekly/monthly volume, backlog (WIP), Performance, Efficiency, Safety, Operations Supervisor (Inventory Control/Quality Assurance)12/01/11 – 06/10/13- Control and supervise all adjustments to inventory of the RDC: Deletions, sku/pack/vendor discrepancies, - Drive accuracy and awareness in all departments and leadership team providing resources and information.- Vendor Compliance (Fluid, RDC, sharepoint input, documentation, etc.)- Pre/Post shift ICQA metrics (DWL, Adjustment Breakdown, etc.)- Audit inbound shipments as directed.Operations Supervisor (Outbound) 10/20/10 – 12/01/11- Control and Supervision of Loading and Pallet Build which includes over 40 associates, 20 sorter diverts, 110 outbound bay doors. Monthly calibration of divert lanes to ensure even volume. Point leader of the internal Outbound “TLC” program: Designation and review of which stores need extra loading care (customer service).- Manage KPI’s, including: CPH, Daily/weekly/monthly volume, backlog (WIP), Performance, Efficiency, Safety, Customer Service on Loading.- Customer Service: Quality load building, VOC management, store visits.

August 2008 – Oct 2010 New Breed Logistics: Verizon account Fontana, Ca.(Bulk and Direct Customer Picks, Palletization, Verification, Manifesting)• Managing all internal activities for Verizon account.• Order verification, picking, palletizing, programming of phones, manifesting, packing• Supervision and motivation of all teams in processing depts. (I.e. goals, discipline, coaching, QA, audits, etc.• Maintained efficiency in “Bulk” process even though YTD volume was -10% from 2008 (-10% above goal).• Assisted in increasing “Direct” efficiency to 15% above goal, with 10% rise in volume over 2008.

Successfully managed 8 different departments and all operations within, on multiple shifts.• Work with leads and trainers to maximize employee potential on 1st and 2nd shifts.• Started up 2nd shift and managed “Sorter”, Forklift Picking and Shipping initially.• Receiving pallet shipments in Border’s, “flow through” warehousing system and Walden’s traditional warehouse process.• Creation and implementation of internal reports and methods used in 2 departments.• Operational knowledge of Mantissa “Scorpion”, tilt tray Sortation system.• Reverse logistics to vendors and shipments to Border’s returns center in Tenn.• All inventory put away and pick, cycle counting, inventory adjustments, etc.• All price changes and reticketing.• Releasing daily work (PO’s) through AS/400 (Comparable to Wave Planning)• Budget management focused on CPU and OPH.• Management of 70,000 SKU/UPC inventory @ $90 mil.• Equipment utilization and evaluation, planning layout, product and process flow in each area.• Successful implementation and “kick-off” of an S&I program in two departments (Sorter and cell receiving) which resulted in a 30% increase in productivity.• Increased key statistical measurements in every dept managed: Performance, Efficiency, OPH.