-Responsible for Operations Management in coordination of shipments from suppliers to end users. -Created a supplier scorecard for contract drivers to drive customer satisfaction and on time delivery. -Developed key metric reporting to increase data driven decision making. -Responsible for the hiring and management of office personnel including customer service, dispatch and drivers. -Contracted 3rd party maintenance supplier during transition from independent contract trucker system to in house driver and equipment program.

-Managed Inventory Control activities for luxury goods across three locations.-Ensured implementation of industry best practices for cycle counting.-Conducted a full physical inventory across three sites within 60 days of hire, achieving 99.99%+ financial accuracy on $90M in inventory.-Developed and implemented an inventory process from receipt to shipment to minimize physical inventory errors and misshipments.-Led the logistics team in the software rollout of Depasco across all locations.-Improved storage methods for small luxury goods (such as watches and earrings) to mitigate internal shrinkage, considering individual items valued from $1,000 to over $100,000.

-Managed all Warehouse Manager activities and oversaw the Material Handling and Quality Slitting teams. The Material Handling team was responsible for all internal movements of material within the plant, while the Quality Slitting team handled the production of master rolls into smaller finished goods film products.-Managed a headcount of 40+ employees and contractors on three shifts.-Maintained 101.72% budget adherence across a three-department budget totaling $5.2M.-Oversaw inventory valued at over $15M, encompassing raw materials, finished goods, and work in progress (WIP) materials.-Implemented improvements in production team assignments, achieving a 5% increase in efficiency and reducing overtime usage by 40% as a percentage of hours worked.-Led the Warehouse Team to achieve a 99.61% accuracy rate in finished goods for the year 2020, with a net adjustment of $418.-Collaborated with the Human Resources team to develop and execute an action plan aimed at improving employee engagement and satisfaction.-Reduced shipping damage and delays by tracking carrier performance by lane and enforcing specific carrier use based on lane for repeat deliveries.

-Managed day-to-day warehouse activities, including shipping and receiving, and supported Manufacturing by overseeing the management and delivery of raw materials.-Ensured compliance with ISO, OSHA, CTPAT, and other certifications and regulations.-Accountable for the storage and accuracy of inventory.-Planned warehouse layout and developed processes for the San Diego warehouse.-Completed and executed KPI reporting to ensure alignment with company objectives.-Recruited, trained, and developed warehouse staff.-Managed Carrier Management activities, including meeting KPI targets for on-time delivery, lost shipments, and compliance with international customs regulations.-Attended weekly carrier meetings and quarterly business reviews with the carrier network, providing input to the internal Logistics National Account Manager on supplier performance.-Improved warehouse efficiency by 7% in both 2018 and 2019.-Conducted the full physical inventory in 2019, totaling over $7M in inventory, with a net variance of under $2K.-Implemented a new inventory strategy, enhancing storage capacity and reducing pick times through velocity settings.-Managed the on-time booking and shipment of twice-weekly 40 ft container shipments bound for Europe, Asia, South America, and Australia, in addition to less-than-container load shipments.-Reduced temporary employee headcount in the warehouse through efficiency gains in processes, layout, and inventory management.-Implemented 5S activities, leading to improvements in visual identification of materials and work areas.-Served as Chairperson for the "Working at Heights" safety subcommittee.

-Managed a team of 25 personnel responsible for overseeing all material movement and handling, from raw material receipt to finished goods shipment.-Initiated Value Stream Mapping and conducted time studies to identify bottlenecks, analyzed results, and optimized workflow for workstations, computers, materials, and work-in-progress locations.-Coordinated with a 5S audit team to establish new standards that reduced labor costs and improved the internal 5S audit score by 23%.-Developed all Key Performance Indicators (KPIs) with automated reporting, resulting in a reduction of 0.5 personnel.-Created labor forecasting and headcount planning strategies.-Implemented a monthly job hazard analysis program and conducted regular cycle counting to segregate, track, and report Hazmat waste disposal.-Enhanced outbound clean room packaging processes, thereby improving customer satisfaction.-Maintained a clean audit record with no major findings in SOX and ISO audits over three years.-Reduced defect material processing time from 180 days to 30 days.-Achieved annual savings of $500K by implementing a 3PL Warehousing solution.-Led a team effort to decrease warehouse space requirements from 50,000 to 33,000 sq ft.-Reduced cycle time from initial part request to delivery to the manufacturing floor from 24 hours to 4 hours on average.-Streamlined the training timeframe for Material Handling associates from 6 months to 2 months.

-Managed the 3rd Party Logistics warehouse supporting manufacturing and finished goods operations.-Supervised two internal direct reports and led a warehouse team of 15.-Ensured Service Level Agreements of 99.5% were consistently met by the supplier.-Collaborated with the supplier to implement warehouse improvements including Optimized Material Flow, 5S, Lean, Gemba, Safety, and other Value Added activities.-Ensured adherence to supplier budgets and achieved cost savings initiatives.-Partnered with the Operations Management Team to enhance overall supply chain activities.-Represented San Diego in Quarterly Business reviews with carrier partners such as FedEx, UPS, Panalpina, Expeditors, and 3PL suppliers like DHL, DB Schenker, and Panalpina.-Contributed to the 2015 "preferred carrier" bidding process by conducting detailed carrier performance analysis and providing internal feedback.-Received positive management reviews for the 2015 Year End Video: Link to video.-Achieved budgetary savings of $630K for Q1-Q3 2015, exceeding estimates by 7%, despite reduced headcount and increased volumes from multiple projects.-Met all KPI objectives in Receiving, Inventory, Picking, and Shipping, significantly reducing cycle times by an average of 92% (from 48.8 hours to 3.8 hours) across all areas.-Streamlined operations by reducing headcount from 23 to 15, including management, while handling an 11% increase in inbound and a 37% increase in outbound volumes.-Successfully completed an internal ASML supplier warehouse audit with an initial score of 4 out of 5, exceeding the typical score of 3.5.-Implemented procedures that halved average pick times.-Led the implementation of a new Transportation Management System (TMS) in the San Diego Warehouse, including SOP creation and deployment.

-Managed two supervisors and 10 direct reports in the receiving and inventory control of medical device products within a 105K sqft distribution center across three cold chain temperature conditions (ambient, refrigerated, and frozen).-Implemented a new receiving process for refrigerated items, ensuring compliance with manufacturer guidelines requiring receipt within one hour.-Ensured accurate ABC cycle counting based on velocity and cost analysis.-Developed and conducted weekly site audits and reporting to uphold safety, quality, GMP, and site goals.-Collaborated with the QA department to complete non-conforming and CAPA reports.-Partnered with vendors and city officials to oversee warehouse expansion (21,000 sq ft), freezer expansion (1,000 sq ft), and the establishment of a dry ice manufacturing facility.-Obtained a Physical Inventory (PI) waiver for $20M of inventory, eliminating the need for multi-day warehouse shutdowns.-Worked closely with the QA Department to achieve ISO 13485 certification by implementing thorough corrective and preventive action (CAPA) reporting and updating SOP processes.-Teamed up with the 5S certification group to implement 5S principles into daily company activities, securing and maintaining company certification.-Served as Safety Committee Chair, resulting in a reduction in workers' compensation claims and maintaining a reportable accident-free record. Detected and reported fraudulent workers' compensation claims.

-Created, tracked, and reported warehouse KPIs to upper management.-Developed warehouse and logistics KPIs and metrics using MS Excel.-Analyzed results to forecast workflows and collaborated with senior management to implement new SOPs aimed at enhancing operations.-Developed internet-based reporting utilizing SAP and improved the formats of various department reports (receiving, inventory control, shipping) to simplify data analysis.-Started as a temporary employee, promoted to full-time status, and advanced to a manager position within one year.