Complete P&L, operational and leadership responsibility of a multi-shift, high volume 205,000SF export cross-dock and repacking distribution center for a world premier automobile manufacturer, Ford Motor Company. Provide leadership focusing on client requirements and operational performance including profitability, personnel, quality, safety, planning and continuous improvement.>Ensure customer contract requirements are administered and enforced.>Maximize the performance of the site WMS to ensure care, custody and control of customer inventory.>Ensure a safe, secure, clean and fair work environment for all associates.>Monitor service levels and customer satisfaction to ensure performance meets customer contractual requirements.>Developed KPI and metric reports to present weekly and monthly performance.>Reduced customer transportation costs an average of $400,000 per month by increasing container cube utilization from 65% to 80%.>Reduced associate turnover from 50% to 10% through improved enhancements to recruiting, on-boarding and associate engagement.>Facility has not experienced a lost time or OSHA recordable injury.>Improved productivity 35% by restructuring work schedules, improved training, continuous improvement and accountability.>On-time delivery 99.9%, inventory accuracy 99.88%.>Obtained C-TPAT certification for the site.

Complete P&L, operational and leadership responsibility of a multi-shift, high volume 700,000SF fulfillment distribution center for Samsung Electronics. Provide leadership focusing on client requirements, operational performance and a motivated workforce. Serve as the NOS Champion to oversee local continuous improvement activities, LEAN practices, supply chain analysis, Six Sigma initiatives and 5S. Ensure the operation adheres to the overall corporate mission, vision, and core values while consistently meeting client and company expectations.>Improved key metrics 1) On-time receiving (99.9%), 2) On-time departure (99.7%) and inventory accuracy (99.9%) through improved training, staff changes, accountability and root cause analysis.>Reduced turnover 50% by making enhancements to the recruiting and on-boarding process.>Improved productivity 25% by restructuring work schedules, improved training, continuous improvement and accountability.>Ensure client satisfaction by providing facility and systems reliability and sustained uptime.>Perform client relationship management to deliver value-add creative solutions to the client on a timely, cost-effective and high quality basis.>Identified many areas and processes to reduce costs and increase revenue.>Certified Green Belt.

>Directed the successful startup of a new 281,000SF distribution center generating $80M in annual sales with 3000 SKUs and 20 times inventory turn.. Achieved profitability during the fifth quarter of full operation. >Presided over the day-to-day operations of a 2-shift,7-day a week distribution center with a full-time 45 person staff, and an $8M operating budget. Supported 100 stores opened between July 2013 and December 2015.>Developed operating and expense budgets based on detailed forecasts.>Hired, trained, and developed the entire distribution center staff. >Collaborated with Regional VP Sales to hire, train, and develop the sales leadership team and retail sales associates.>Implemented an enterprise system (Oracle), warehouse management system (Red Prairie) and transportation management system (Fleetwise).>Reduced payroll expenses by $800K (20%) and transportation expenses by $750K (10%) in the 2nd full year of operation while improving productivity, customer satisfaction, and inventory accuracy at the same time.>Executed Lean into the facility’s culture to insure continuous improvement, 5S and Six Sigma philosophies become a way of life to achieve KPI’s and facility goals & objectives with least cost and effort.>Implemented an inventory control procedure that resulted in a consistent inventory accuracy of +99.9% and a vendor return procedure that consistently returned 90% of all non-saleableinventory within 30 days of receipt.>Consistently exceeded the companies four main KPI's,1) Landed rate 95.7% 2) On-timedelivery 96% 3) On-time departure 98% 4) Survey results 95.8%.>Designed an employee productivity improvement incentive program that resulted in a 20% increase in productivity.

>Spearheaded day-to-day operations of a multi-shift 3PL including account management, customer service satisfaction, and maintenance of employee relations of 185,000SF, 8,000 pallet location distribution center. >Provided logistics and supply chain services for products used in consumer digital imaging and graphic communications, in the photo, printing and entertainment industries worldwide. Annual sales $250M and inventory value of $20M.>Complete P&L and Balance Sheet responsibilities.>Managed all areas of transportation (domestic & export ground, rail, air, and ocean), safety, compliance, DOT regulations, OSHA, EPA, asset management and inventory control.>Turned an unprofitable facility profitable within first six months by increasing productivity 38%, reducing overhead expenses by 25% and reducing payroll by 25%.>Improved four contractual KPI’s. 1) Inventory Accuracy from 98.9% to 99.9%. 2) On-timeDeparture from 96% to 99.9%. 3) Dock-to-Stock from 97% to 100%. 4)Shipping Accuracy from98.5% to 99.96%.>Embraced and promoted Lean into the facility’s culture to insure continuous improvement, 5S and Six Sigma philosophies become a way of life to achieve contractual KPI’s and facility goals with least cost and effort.>Implemented an employee incentive program to reward employees for achieving KPIs, productivity goals, and safety goals. Implemented employee suggestion program to encourage continuous improvement and engagement.>Collaborated with client on several key projects to reduce costs and improve customer satisfaction, projects included 1) freight consolidation, annual savings of $168K; 2) established a Foreign Trade Zone (FTZ), annual savings of $250K; 3) implementation of MS SharePoint to improve communications; 4) facility consolidation with an annual savings of$204K; and 5) improved the inventory recycling program, annual savings of $48K.

>Directed day-to-day operations of 145,000SF auto parts distribution center generating over $120M in gross annual sales, stocking 150 unique product lines and 120,000 SKUs with a value of $15M.Led and drove warehouse, delivery, and customer service functions with a daily volume of 1500 orders containing 15,000 line items with 32,000 pieces.>Performed site selection, building design/layout, and onsite construction management of a new 145,000SF distribution center. Planned and implemented the physical move with minimal impact on the business.>Ensured maximum utilization and protection of assets including inventory, facility, material handling equipment, and delivery fleet. >Complete P&L and Balance Sheet Responsibilities.>Improved employee relations and engagement to increase employee retention rate to 85% and maintain a union free environment.>Implemented WMS (HighJump) to improve performance, productivity and reduce costs; reduced warehouse payroll from 3.2% to 2.8% of net sales, and increased order fill 12% by improved stocking time and accuracy. Improved shipping accuracy to 99.98%, improved inventory accuracy to 99.75%, and reduced overall operating expenses from 11% to less than 9% of net sales.>Reduced office staff from 16 to 4 due to increased use of technology and training, resulting in an annual savings of $400K without a reduction in customer service.>Consistently ranked in top 5 of 34 distribution centers in key performance indicators, sales increase, selling expense, shipping expense, warehouse expense, G&A expense, shipping accuracy, and inventory accuracy.>Trained and educated teammates on safety procedures and held them accountable for working safely at all times, resulting in no lost time accidents in over 2 years,and significantly reduced OSHA recordable injuries.>Reduced driver payroll costs by 10% by implementing a new compensation program and route consolidation. >Achieved on time delivery goal of over 99% each year.