Jared Dunlap Email & Phone Number

Washington, Dc, Us

Washington, District Of Columbia, United States

Washington, District Of Columbia, United States

Oversaw the Worldwide Benchmarking & Solutions team for the North America Traditional Sortable & Softline (TSSL) network and its 30+ fulfillment centers. Led process improvement projects at 2 fulfillment centers to improve efficiency and reduce operating costs.Identified and implemented a best-in-class Inbound strategy at a TSSL fulfillment center to reduce stow changeover times, idle time, and costs by approximately $2M annually.Identified an opportunity to improve pack station standardization across the TSSL network. Worked with site leadership at a pilot location to implement the standardized pack station layout to decrease cycle time and reduce costs by approximately $1M annually. Coordinated with Process Engineering stakeholders to identify a roll-out plan for the remainder of the network.

Led an assessment tasked with identifying improvement opportunities for a Specialty Goods Retailer with approximately 80 locations throughout the United States. Identified over 25 different opportunities related to store processes, technology, supply & material spend, and clearance/markdowns totaling $2M in annualized savings.Led the development of a new labor model for in-store order fulfillment and curbside pickup processes at a Multi-National Retailer. Increased labor model accuracy by aligning labor hours to customer shopping patterns and store-specific order profiles. Identified an opportunity to re-purpose $100M+ in annual labor spend to other areas of the business.Led the implementation of a labor management program at a Top Pharmaceutical Supplier. Identified inefficient warehouse methods, developed individual performance expectations and workforce management tools, and upskilled site leaders to drive productivity through their teams. Reduced overtime usage by 80% and increased outbound throughput by 11%.Led an insights study for a Fortune 50 Retailer to measure and quantify the sales- and employee engagement-driving activities that store leaders spent time on. Identified gaps in training, roles and routines, and standard operating procedures to enable front-line manager effectiveness.Led a project tasked with identifying more efficient warehouse methods and revitalizing an existing workforce management program at a U.S.-Based Food Service Distributer. Increased outbound warehouse throughput by 15% leading to an additional 2.2M cases shipped per year.

Served as the lead consultant on a project tasked with improving cross dock operations at a Leading LTL Freight Carrier. Developed performance expectations and equipped front-line supervisors to manage operations through the development of tools and training to more effectively manage cross dock utilization, productivity, and performance. Increased resource productivity by 24% resulting in improved on-time departures and reduced overtime usage.