Dean Shay Email & Phone Number

Responsible for overseeing all warehouse operations and supply chain functions for Berner Food and Beverage. Lead and direct all facets of supply chain management including purchasing, logistics, warehouse operations, inventory management, forecasting, capacity planning/sourcing, and financial costing.

Louisville, Kentucky, US

Managing day-to-day distribution operations and transportation over 30 locations throughout the US and Canada. Developing WMS and TMS functionalities to increase and optimize operation productivity as well as reduce transportation costs. Strategic planning and optimizing distribution footprint and efficiency of network.

Responsible for strategic business development, horizontal and vertical growth, account management, and customer services. Improving customer satisfaction, quality of care, cost savings, and increase business growth by providing language services to hospitals, schools, community, and businesses. Leadership for personnel providing networking opportunities.

Winnipeg, Manitoba, CA

• As a Director with New Flyer Group, I’m responsible for developing supply chain strategies, optimizing network distribution, and overseeing 15 distribution centers throughout the United States and Canada with $52M in.
• Meets monthly KPIs by achieving 99.5% same-day ship rate, 98-99% on-time delivery, and 97% inventory accuracy
• Introduced warehouse management system (WMS) to successfully increase inventory accuracy and overall efficiency
• Implemented transportation management system (TMS) reducing headcount and achieving ~$1.5M in cost savings
• Created Kaizen Committee to introduce and incorporate a continuous improvement mindset across the organization

• At LeanCor LLC, I provided leadership as Director of Facility Operations responsible for overseeing 3 JIT logistic centers for tier-one automotive suppliers and a white goods manufacturer. This position involved.
• Implemented best practices to turnaround operations from -$500K to approximately +$3.25M within 3-year period
• Collaborated cross-functionally with internal and external stakeholders to drive efficiency and process improvement

Erlanger, KY, US

• As a Service Center Manager, I was responsible for directing the largest logistic center in the Toyota network outside Japan. In this position, I implemented the Toyota Production System philosophy throughout all.
• Successfully turned around operations and performance from -$1M to approximately +$1.5M in revenue during tenure
• Introduced and established continuous improvement environment and positive safety culture across the organization
• Delivered strategic direction and developed accurate financial forecasts via budgeting and strategic planning processes

• While working with Enterprise Base International, I served as Vice President of Operations responsible for driving vertical and horizontal market growth. This role involved developing end-to-end supply chain strategy.
• Performed contract negotiations with manufacturing and transportation companies resulting in YOY cost reduction
• Focused on identifying opportunities and implementing practices for driving efficiency and continuous improvement

Pooler, Georgia, US

• As a Material Manager, I was responsible for utilizing Lean Manufacturing concepts, establishing a Kaizen team, implementing process improvements, and optimizing production through Yamazumi techniques. While this.
• Standardized material handling processes, maximized delivery efficiency, and reduced material travel time by 35%
• Implemented strategies and industry best practices to increase production by approximately 40% within 18 months
• Fixed locating stock to increase accuracy, reduce overall handling, and visually indicate stock with min/max levels
• Developed shortage early warning system for minimizing production time due to any parts and inventory shortages

• While working with Mitsubishi Caterpillar, I provided leadership as a Material Control Manager responsible for developing Supplier Chain Management while utilizing Six Sigma combined with Lean Manufacturing.
• Drove improvement and directed operations turnaround from $1.5M deficit to $2.5M profit within a period of 18 months
• Improved production costs 40% and achieved $14.4M increase in production via waste elimination and Kaizen program
• Met inventory accuracy of 99.05% via standard packaging quantities and simplifying receiving via bar code utilization
• Maintained responsibility for managing 2 “brown field” startup operations & achieving ISO9001 certification in 7 mos.
• Reduced production line side inventory from 72 hours to <4 hours; increased production footprint from 75% to 95%

Master Of Business Administration - Mba

Bachelor Of Science - Bs, Operations & Supply Chain Management