I was hired to update and redefine all warehouse processes, improve inventory management, cut shrink and reduce customer complaints. I direct the operations of our plant warehouse as well as our offsite warehouse, with 13 direct reports. Each year, we receive and store millions of pounds of raw materials and ship millions more in finished goods (powder paint). Our customers include large appliance makers, tractor, lawn and garden equipment manufacturers, and more. • Collaborate with executive team, regional VP, area directors, production, purchasing, internal customer service and sales teams to identify issues and propose solutions. • Cut shrink 83% between 2015 and 2017 (raw and finished material) with new picking and inventory control processes • Stopped large batch losses caused by using the wrong raw materials by establishing new stocking strategies to separate similar-looking items, and by implementing a new labeling system. • Eliminated over and under-ordering of product by instituting a new cycle count process. • Cut customer shipping complaints 76% between 2015 and 2017 by dramatically reducing late or incorrect shipments. There have been 0 complaints in 2018. • Eliminated the loss of a rebar-coating product and saved hundreds of thousands of dollars by changing the warehouse placement of this heat-sensitive product. • Lead training for all warehouse and production personnel (90+) on inventory and WMS. • Helped our other warehouses cut costs and dramatically reduce customer complaints by working closely with management there to guide and train their staff to implement improvements.

During a 15 year career with United Stationers, I was promoted through a series of increasingly responsible positions to repeatedly improve warehouse and distribution operations at different facilities, many of which were identified as the “worst facilities.” I worked closely with executive leadership, distribution center managers, internal engineering groups and outside vendors. • Tasked with opening 8 new facilities (4 with total control & 4 assisting) and closing 2 facilities after United Stationers bought ORS Nasco. • Managed all aspects of 4 facility build-outs, starting with empty space. • Achieved 99.92% accuracy for shipping by establishing new picking process at existing facilities. • Cut shrink by revising the stocking strategy. • Modified the WMS software to work with the new pick and put-away processes, and trained 80+ warehouse personnel, as well as distribution center managers and assistant managers, to use it. • Led projects to re-engineer older warehouse locations, and achieved a 32% average increase in productivity across all facilities. • Achieved ROI on the cost of each re-engineering project within 9 months, on average.

In Minneapolis, I managed a 56,000 square foot distribution center with 7,000 different SKUs. • Improved productivity 43% by increasing the average line per hour capacity. • Achieved 99.98% accuracy on outbound/shipping by changing processes and procedures. • Effected a 3 day (weekend) move from a 42,000 to 56,000 square foot space with no service interruption. • Received Manager of the Year, and facility won Branch of the Year, as well as productivity, inventory control and freight/shipping awards.

In Houston, I led a turn-around of a 65,000 square foot facility with 28 staff. It was the second largest distribution center in sales and volume, and was considered the worst in the company at the time due to significant theft, productivity and inventory control problems. • For 3 years prior to arrival, there was product theft of hundreds of thousands of dollars each year. Teamed with a private investigator and stopped the theft in 3 months. • Increased productivity and reduced operating costs by revising the layout of the facility and establishing new stocking strategies, a zone-pick process, extended pick lines, and by negotiating better shipping rates. • Instituted cycle counts and inventory control systems, and developed numerous deterrents to theft. • Increased lines picked 165%.

Muskogee, was another “worst facility,” where I was able to effect significant improvement. It was also the company’s largest facility, covering 150,000 square feet. • Oversaw 100 employees and 6 supervisors and was forced to terminate and rehire half the staff. • Reduced error rates by 50% by modifying the WMS system to fit the characteristics of the building. • Improved productivity by revamping the layout, establishing a zone-pick system and reorganizing the 42,000 SKU stock. • Improved lines per hour 60% in just 3 months.

I revamped all operations of this 42,000 square foot facility. • Eliminated a continuous 3-day backlog of orders in just 1 week. • Achieved inventory accuracy of just under 99%. • Awarded Distribution Center of the Year Award in 2002.