I am responsible efficiencies of our warehousing and distribution center. The person in this role will proactively identify logistical best practices for new and scaling brands, create standards along with support documents for our brand partners and 3PLs. In addition to developing strategies to optimize scaling products (e.g. supply chains, cash flow, fulfillment centers), and providing operational support in the processing of returns and chargebacks, the General Manager of Fulfillment will recruit, hire, train and retain a team of warehouse associates to support the logistical needs of GiddyUp and GiddyUp Brands.

Responsible for providing business services for various compliance programs including Dangerous Goods, Restricted Products, Product Safety and Global Trade Services for Amazon’s internal teams and its selling partners. Team reviews product information to ensure compliance with local laws and regulations in all the markets served by Amazon World Wide. Created a WW team of more that 4000+ associates. Developed processes, workflows and automated solutions in order to provide this function at scale.

Responsible for providing business services which creates and enhances the retail selection of the Amazon online catalog. These services include the creation of product detail pages, resolution of various categories of supply chain defects and the development of automated processes to make various tasks associated with these functions more efficient. Additionally, the business services team performs other services as requested by Amazon’s vendor managers, buyers or vendors. These services are provided world wide.

Responsible for the installation and implementation of Global Scholar developed applications that support school districts and educators. These implementation services also include integration with legacy systems and client training on the use of Global Scholar products. Additionally, responsible for the customer support organization which provides on going support.Implementation Services■ Successfully implemented operational plans to support the 300% revenue growth experienced by the company in FY 2010. Hiring and training plans that rapidly provided skilled implementation employees for new accounts. ■ Redesigned the implementation process to support this expanded client and employee base resulting in improved customer satisfaction and faster transition to post implementation support.■ Created key performance indicators for implementation and support. Established root cause analysis group that provided input to product development and other departments which resulted in an improved customer experience.Customer Service Operations■ Selected and implemented a new CRM that supports current and future growth. Created a full set of management reports that permitted early identification of support issues.

Responsible for the installation and maintenance of all automated pharmacy dispensing equipment. Additionally, manages the logistics operation including the receipt storage testing and shipping of equipments and consumables.Implementation Operations■ Established new processes and procedures, created customer workflows, and developed customer and employee training materials. Significantly reduced variation and cost. ■ Developed task based labor standards which permitted labor forecasting and project based variance analysis and formed the basis for employee accountability and reviews.■ Integrated an external company into the implementation process creating surge capacity while reducing implementation expense. This partial outsourcing was an industry first.Logistics Center Operations■ Through improved procedures and elimination of non-value added processes was able to improve workforce productivity by 16%.■ Planned and executed a logistics center expansion plan that more than doubled capacity.

Scope of responsibilities includes developing processes and procedures, staffing and hiring, establishment of business goals and objectives as well as meeting company’s internally established financial goals for both the Operations and Information Technology departments at an early stage ecommerce companyDistribution Operations■ Developed and implemented pick/pack, receiving and inventory control procedures in conjunction with the 3PL service provider. ■ Established productivity and performance standards as well as reporting mechanisms to ensure compliance within established service levels.Customer Care Operations■ Developed call center performance standards, standardized emails and voice scripts used by call center employees. Established service metrics, a training program and a QA system. Information Technology■ Re-architected and re-wrote various applications that constitute the web site.

Responsible for management of day to day operations and long range planning for the Fulfillment, Replenishment, Purchasing, and Customer Service departments for this 400M+ on line business. Implemented processes, systems and procedural changes which reduced operational expenses to less than 10% of net sales achieving 7 consecutive qtrs. of operation expense reductions.Distribution Operations ■ Planned and managed the construction of $25M, 290,000 sq. ft. distribution center, the company’s first. Developed and executed a product in-load and staffing plan. ■ Instituted productivity measurement systems. Consistently drove variable costs downward on to .30/unit shipped. Met or exceeded all internal SLA’s. ■ Created reverse logistic programs with hard line vendors that included on-line visibility of on-hand and in-transit inventories. Customer Service■ Designed and executed an off-shore implementation plan to take advantage of acquired Halifax, NS call center. Reduced call center employee cost by more than 22%. Replenishment Purchasing■ Significantly expanded the purchasing group. Established over 100 direct vendor and 2 distribution relationships. Achieved 3X improvement in stock turns and availability by 6 points. Reduced backorders to less than 2% of sales. Achieved 1% GM improvement.

Responsible for all aspects of IT, distribution, transportation and facilities management for the company’s distribution, returns processing and configuration centers.Developed and executed a plan for the complete revamping of the IT organization. Instituted process discipline, established goals objectives and implemented management controls to achieve both day to day and long range goals… regained the confidence of the customers …achieved upgrades and application development projects within budget and on time.■ Planned and executed a major hardware and software upgrade for the legacy ERP system. Completed entire project within three months without interruption of service. Revamped every aspect of the web site including hardware, software and architecture. ■ Developed and instituted a second day delivery system for customer orders. Program resulted in greater delivery options for customers, improved freight recovery and permitted MZI to differentiate itself from the competition.■ Instituted a multi-functional team for the purpose of reviewing the returns policy. Revamped the policy and put systems and procedures in place which resulted in a 23% reduction in returns processed and a 26% cost reduction in this function. ■ Developed the plans for the relocation of the returns processing facility. Designed processing flow and storage layout for the new operation. Began processing receipts with-in two weeks of the projected start date. Relocated from the existing facility on time and under budget.

Operationally and financially responsible for company's largest distribution center and returns center. Annual operating budget exceeded $48 million. More than 70,000 SKU's ... in over 2.1 million sq. ft. of storage ... inventory valued at more than $130 million. Customer orders and returns processed exceeded 21 million annually with a work force of more than 2,000 unionized employees.■ Process improvements, procedural changes and new technologies introduced achieved $2.6 million in operational cost savings during a fiscal year while reducing distribution center order processing times by more than 11%.■ Managed a 500,000 sq. ft. expansion project. Developed an operational start-up plan that included SKU relocation and consolidation, integration of new material handling system existing processes and redesign of the receiving function.■ Redesigned customer gift processing. Initiative included new picking concepts and vendor prebagging of commonly ordered combinations. Undertaking resulted in increased peak shipping capacity and cost reductions of more than $1.43 million annually.