Managed the daily shipping and receiving functions of 3 warehouses. Worked daily with production, customer service, and traffic to ensure 100% on time shipments. Operation was successful in shipping over 100MM pounds of product and 7000+ orders annually with minimal shipping errors due to successful order auditing process prior to all shipments. 0 recordable accidents 2013-2021Less than .1% cases damaged per shipment

Under contract with Milliken to transition Milliken airbag business over to Autoliv

Responsible for inventory control, raw material ordering, warehousing, customer service for two Mexico manufacturing facilities.Successfully started two customer service distribution centers in McAllen, TX and Torreon, MX reducing need for excess inventory and reducing freight costs for the customer.Successfully managed a transition in 2009 to increase production levels to meet new business without causing any customer work stoppage. Increase output from 16K/week to 250K/week and from 25 sku to 60 sku.Successfully introduced new packout systems in the manufacturing plants and distribution warehouses to interface with the Milliken IT systems so that automated BLs and ASN could go direct to the customer and save valuable administrative man hours.

Responsible for inventory control, raw material ordering, warehousing, customer service, and future year forecasting for three manufacturing locations.Successfully lowered monthly inventory levels from 55% of sales in 2002 to 35% of sales in 2005. Successfully completed production line transfers to Mexico from the U.S.Participated and provided Materials Analysis in a TPS project that won the President's Innovation Award for TAKATA in 2002Implemented various Kaizen projects to lower inventory and freight costsImplemented a Kan Ban system in the warehouse for incoming raw material to improve FIFO methods

Completed the Management Orientation Program successfullyAssigned to production management responsible for production, safety, quality, and morale.Established Hand/Arm Safety Team at the Unity PlantDecreased on hand inventory per period from $2.1 million to $1.3 million through better on-time delivery, less non-value added inventory between processes, and lower raw material inventory.Improved on-time delivery at the Valway Plant from 87.5% to 99.3% in 1995.Met on time delivery goal at the Unity Plant form 1993-1994 of 100%Established daily communication meeting to inform key associates of top priorities.