Edwin Quezada Email and Phone Number

-Increase storage capacity by 5632 sq. ft increasing cubic feet utilization of a 17,000 sq. ft building.-Reduce dead inventory by 17% in 6 months to increase Rotation of Inventory.-Increment cycle count frequency by 71.42% to reduce negative stock units in inventory by 81.17%-Standardize weekly schedules for all departments to increment process efficiency and coverage for all expected duties every day, seven days a week.-Change two supportive processes from manual to auto replenishment to minimize environmental footprint and the risk of going out of stock in one of them.-Implement PO process to determine reorder levels based on season behavior and four weeks of historical data to guarantee two to four weeks of inventory in stock depending on product shelf life minimizing over stock costs of about 35%.-Reduce restock processing time from about 6 days to 2 days or less increasing SLA to our customers from 88.1% to 96.5% in 5 months-Work with cross-functional teams to evaluate and prepare all the metrics and controls needed to set up three suppliers per week for auto-replenishment representing 3.12% of our vendors every period forecasting finishing setting up all the vendors in about 7 months.

-Work conjointly with Dock Managers to increase CPT (SLA) in three months from 83.35% to 93.01%.-Increase sortable volume process from a daily average of 57K packages to 82K and cross dock volume from 180K to 227K for a total of 309K packages daily.-Increase trucks schedule departure time compliance in three months from 93.09% to 98.39% for an average of 88 trucks per day.-Increase the number of containers processed per associate per hour from 7.01 to 12.35.-Designed 3 different Dock Layouts to improve the process between sortable volume and cross-dock volume.-Increase volume process per associate per hour from 163.2 packages to 185.2 packages in two months.-Directly responsible for 3 area managers and about 250 associates overnight only. (12 managers in total, 24 Process Assistants and 915 associates)

-Review the work forecasts and determine the productivity requirements to produce during the day to meet the overall building objectives.-Partner with other Area Managers to balance labor ensuring that everyone is operating a balanced and efficient shift while meeting all of your goals.-Support all safety programs and OSHA compliance to ensure a safe work environment for all associates.-Support all quality programs to ensure we are delivering the highest quality for our customers and adhering to all regulations.-Subject Matter Expert Production Daily Planning for the building BFI5.-Floor layout Subject Matter Expert for two buildings (BFI5 and ACY8)-Operations Manager stretched role, March, April and May 2021-Building Daily Production Record for Peak 2020 with 238K packages of sortable volume.-Ran all established shifts in the building in one year.-Project determining lanes in the building that were going to be impacted with every single arriving load truck.-Project determining the average percentage of loads by size of packages per truck per shift.-Continuous Improvement project eliminating overflow area and increase POD size eliminating transportation time representing about $165K in savings.-Continuous Improvement project for DDU dispatch to control DDU SLA that increased from 94% to 99.5% representing about $5MM in savings. This project won North America Sorting Centers Olympics for ACY8 in Oct 2021.-Latinos@ACY8 Chapter leader

-Worked with project managers to control procurement, acquisition, delivery of materials and services.-Implemented and developed ERP system for warehouse management (inventory control) and procurement.-Created the first Warehouse Management Procedure.-Reduced inventory by 60% to eliminate overstock for cash flow improvement.-Established an open communication relationship with suppliers and vendors to lean the supply chain process reducing 82% of the project costs changing inventory stock time from 60 days to 3 days improving the cash flow of the company.-Forecasted supplies in coordination with vendors, analyzed budget and lead times to optimize reorder level for a lean inventory.-Changed the warehouse design to reduce wasted space by 70% in the warehouse area.-Negotiated with vendors availability of space in their warehouses to avoid storage costs up to 40% for the company and reduced lead times to achieve a JIT process.-Increased inventory accuracy from 65% to 93% in one month.

-Analyzed and established Strategic Planning by elaborating and standardizing business processes.-Implemented Procurement Processes and Logistics.-Analyzed project efficiency and effectiveness to improve project procedures.-Elaborated project timelines and coordinate the execution of several projects simultaneously.-Resourced management in all projects establishing guidelines, coordinating activities with different General Contractors

-Followed Safety and Hazmat procedures.-Analyzed department numbers (sales, on hand quantities, in-stock, accuracy review, markdowns) to take proper action according to corporate standards.-Controlled and manage inventory (22000-26000 SKU).-Updated inventory information.-Applied techniques to reduce shrinkage.-Organized and executed workshops for customers.-Executed MPOS supporting other departments to improve customer service.-31 Customer Service Awards.-Employee of the month May-2016 and Sep-2017.

-Analyzed and establish Competitive Strategy elaborating and standardizing business processes.-Implemented Procurement Processes and Logistics.-Analyzed project efficiency and effectiveness to improve project procedures.-Elaborated and processed PO's.-Elaborated project timelines.-Coordinated project executions with different General Contractors

-Developed new business processes (process improvement) for the electrical maintenance and operations.-Outsourced primary services to increase income from 20% to 35%.-Controlled warehouse supply chain, logistics and procurement to focused on a lean process using SAP (14500 SKUs). -Unified Warehouse DB (ERP) to avoid Silo Effect in Operations.-Planned, analyzed and oversaw the execution of the regional budget.-Managed operative and administrative human resources. (57 employees).-Implemented procedures and controls for Health and Safety in the company.-Optimized Health and Safety procedures to upgrade company’s ranking from last to first.

-Created the first Annual Operations Plan for the entire company (9 plants) and control processes for follow up.-Managed the supply chain transportation and logistics of the warehouse (16000 SQ. FT).-Administrated human resources and payroll for warehouse personal (14 employees).-Managed 17400 SKUs.-Developed, executed and monitored the budget for the entire plant (GTQ 12M).-Planned, administered and supervised procedures for the efficient utilization of supplies and equipment.-Managed the human resources department and coordinated training procedures (174 employees).-Reduce annual budget by 21.42%-Administered and apply health and safety procedures, programs and plans.-Established programs and scheduled Health and Safety training for all the departments.

-Managed outsourcing offices according to internal customer service policies.-Increased regional company’s income by 9% via negotiating collection policies with customers.-Coordinated, executed and supervised customer service policies and procedures in the area (~175K customers).-Planned and instituted good customer service standards for 2 states with 26 city halls and high-profile customers.-Analyze data through ERP systems to established quality standards to guarantee good customer service

-Executed and consolidated reports for internal and external customers using the corporate ERP systems.-Analyzed electrical maintenance efficiency and optimized operation procedures based on statistics and information extracted from the main database using SQL.-Planned, initiated and developed ISO 9000 quality standards certification in the company.-Controlled and coordinated the maintenance of the electrical system and power grids around the country.-Trained incoming personnel for the Electrical Operation Center (Power dispatchers) and Call Centers.

-Planned and coordinated scheduled maintenance for the electrical system around the country.-Analyzed electrical maintenance efficiency.-Established and coordinated activities to minimize electrical system failures. -Evaluated workers’ efficiency and coordinated activities to improve their skills.