Craig Pacha Email & Phone Number

Omaha, Nebraska, United States

Improved the operations, safety, culture, and performance of two fulfillment centers—improving efficiency of high-volume fulfillment (20K orders/day and 65K lines/day) while implementing forward-thinking strategies to adjust for evolving business needs. Lead a team of 800 (peak). Full P&L responsibility. Report to SVP of Distribution & Transportation.➤ Led post-acquisition integration of fulfillment operations, following purchase of Morris Costumes. Adjusted fulfillment model to expand indirect distribution and support new business segment. ➤ Fostered safety incentive program and reduced OSHA incidents by 3% YOY, gaining associate participation through safety recognition awards and a QR code that allows team members to identify and report safety issues. Implemented daily safety 1st discussions with management team.➤ Developed comprehensive 5-year plan for material handling equipment and improvements. Replaced outdated or ineffective equipment including turret trucks, order pickers, and conveyers. Identified and addressed safety and internal environmental issues.➤ Modernized facilities and systems, improving equipment, and implementing technology to address company’s shift from high-deferred filtrate system to a single-line/single-unit process. Upgraded WSC software and MHE camera systems. ➤ Implemented meeting cadence and routines to review processes and performance standards—leading to reduced touches and automation and system changes.

Watervliet, Michigan, United States

Managed distribution center and operations with $50M inventory that supports packaging, manufacturing, and order fulfillment with multiple brands—leading a team of 9 direct reports and 215+ employees. Improved morale and reduced turnover and improved productivity and efficiency. ➤ Reduced OOS by 3% over six months by developing priority reporting that allowed inbound team to place focus on OOS inbound receipts—evaluating inbound volumes, order frequencies, lot sizes, lead times, and vendor scorecard metrics. Improved vendor communication and dock to stock. ➤ Improved productivity 6.4% YOY through operations and talent initiatives. Increased facings of inventory, moving from a two-floor pick and pass module to a single order batch planning process.➤ Instituted staffing routines to ensure proactive hiring plan with changing demands due to seasonality, economic landscape, and customer growth. Coordinated with HR and recruiting team to improve staffing forecasts and define and track success.

West Coast

Revitalized operations across two distribution centers with $146M in inventory that supported 1,260 stores within multiple brands. Managed team of 10 direct reports and 650+ employees at peak. Aligned disjointed management team behind cohesive strategies across all functional areas of operations, including leadership development, safety, compliance, projects, and performance. ➤ Delivered P&L results within six months—improving P&L 3-5% annually by developing weekly routines and initiatives to cut waste. Reduced to two box sizes and replaced bubble dunnage with paper. Renegotiated MHE, subscription service, and supplies.➤ Improved employee engagement 20% and performance 5% YOY by fostering a culture of candor and respect. Reduced turnover and boosted morale with clearly defined objectives and transparent communication between employees at all levels.➤ Increased building capacity through inventory management, item storage profile, faster disposition of aged and obsolete inventory, slotting routines, and implementation of cross-dock routines.

Retail distribution and eCommerce fulfillment center with $122M in inventory that supported 300 stores across 18 states. Renewed focus on results, culture, and customer service. Budget responsibility: $25M (operating) and $1.6M (capital improvement). ➤ Reduced cost of variable labor operations by 5% through improved employee engagement for 750 employees (peak), leader development, and the implementation of best practices. ➤ Drove improvements across finance, operations, and service. Initiatives included WMS implementation, 3PL partnerships, expanded eCommerce fulfillment, relocating returns off-site, and installations of MHE, conveyor, ship sorter, and vertical carousel.

➤ Managed daily operations of two warehouse locations with a combined total of 350K sq ft and $55M in inventory. Budget responsibility of $20M and capital budget of $1.6M. ➤ Picked, packed, and shipped 130K+ lines and 300K units daily in automated warehouse using SAP warehouse management system, RF hardware, and put-to-light technology.

➤ Increased fill-rate to over 98.5% by implementing outbound departments across all shifts to support additional volume, increase throughput, and reduce lead times. ➤ Improved productivity 5% and decreased turnover 4% through training process for new and existing employees.

Carol Stream, Illinois

➤Managed daily operations of distribution center, leading a team of six direct reports and a team of 100 warehouse employees. ➤ Trained employees on RF units within WMS (Accumax) environment to ensure a smooth transition from a manual to an automated warehouse.

Master Of Business Administration (Mba), Supply Chain Management

Bachelors Degree, Operations Management