Jared Crow Email & Phone Number

Dallas, Tx, Us

Dallas, Texas, Us

Lodi, New Jersey, Us

Recruited directly into the newly formed position, reporting directly to the CEO, serving in the executive leadership role for the parent company of Winco and GET Enterprises. Partner with senior leadership, to strategize and execute all warehousing initiatives, real estate planning, transportation needs, budget creation, and project planning. Lead a team of 750+ diverse employees operating in 8 distribution centers located in the U.S., Silao Mexico, and Guangdong China.• Successfully planned and executed projects including four racking designs, a greenfield startup of a new facility in Las Vegas, two automation projects that streamlined picking/packing processes by utilizing cartonization, four WMS/LMS implementations, an overall network analysis aimed at increasing our warehouse footprint and sales plan for future growth, and one ERP project that encompassed the entire company.• Brought in desperately needed KPI creation/awareness aimed at increasing safety initiatives (Incidents decreased from 26 to 3), cost control (improved EBITDA each year, beat budget by 28%, decreased headcount from 840 to 750), customer satisfaction (decreased shipping errors, improved overall accuracy, shipped 98.4% of orders within 48 hours of creation), streamlined returns (processed within 48 hours) and productivity (improved picking/packing/receiving metrics in each DC).

Reporting directly to the COO and operating in the executive leadership role for the division, this position oversaw all the logistics movement for the entire U.S. operation. Brought into the company to modernize their logistics network via automation, leadership, safety, and people development. Led operations for 14 distribution centers, and 600+ diverse employees, located strategically throughout the U.S.• Implemented a WMS/YMS/LMS project aimed at improving inventory accuracy, picking time, put away time, and advanced KPI development. Within 90 days of installation, gained a 33% uptick in overall productivity.• Spearheaded efforts to reduce overall safety concerns in all facilities by developing a corporate D.C. safety program. 2020 incident rates were reduced by 80% overall when compared with 2019 numbers.• Instrumental in the design, planning, and construction of a new state of the art 800k square foot distribution center on the main campus in McKinney, TX.

Grand Prairie, Tx, Us

Standardized, and streamlined processes after major M&A activities, led a team of 800+ employees, including 12 direct reports, while owning full P&L for 10 Distribution Centers and 4 cross docks consisting of 3.9M square feet of warehouse space, encompassing 90K SKUs, and transportation activities averaging 130 vehicles daily, simultaneously managing a $240M annual budget.• Saved $2.5M in 6 months by standardizing processes organization wide and establishing optimized staffing ratios.• Realized 72% improvement in Lines Per Hour (LPH) with minimal investment, after spearheading Lean Six Sigma project targeting warehouse productivity increases.• Increased warehouse space 18% by developing SKU rationalization program in partnership with IT and purchasing department, aligning DOH goals, sales expectations, customer needs, and DC space capabilities.• Reduced real estate spend $2M annually by analyzing usage, resulting in the consolidation of 3 distribution centers, and expansion of 2 others in eastern United States.

Nashville, Tennessee, Us

Promoted based on exemplary performance to lead operations planning, business development, resource management, budget control, and staff development of a diverse team of 500+ employees, including 13 direct reports, concurrently managing a $175M annual budget for multiple facilities encompassing > 2M square feet, and processing >50K combined inbound/outbound container loads across the western United States.• Developed and implemented ISO/TS16949 program, which streamlined operations, standardized jobs, and improved KPIs, contributing to overall facility quality.• Increased employee productivity 14%, saving $1.75M annually, subsequent to launch of Labor Management System (LMS), providing insight to actual transaction time per employee.• Grew major OEM account revenue 50% annually after implementing JIT delivery system, leading to “Trusted Supplier” status and capturing 75% of account’s overall business.• Reduced shipping errors 58% by installing Warehouse Management System (WMS) and remapping inventory structure.• Saved $1.7M in transportation costs after creating lane bid program which used partnered carriers and railroad movement.

Master Of Business Administration - Mba, Executive Management

Bachelor Of Science In Business

Certified Transportation Professional, Logistics, Materials, And Supply Chain Management