John Morrell Email & Phone Number

Miamisburg, Ohio, United States

Mid-Atlantic, New England, Ohio Valley, Great Lakes & Great Plains

• Responsible for the timely delivery of 2,000 daily pharmacy deliveries throughout 27 states. Distribution areas include the Mid-Atlantic, New England, Great Lakes, Ohio Valley, and Great Plains.
• Collaborate with customer’s distribution center management teams on issues relating to ongoing process improvement and issue resolution.
• Manage all third party delivery vendors throughout the region, ensuring that pharmaceutical standard operating procedures, delivery protocols, and chain of custody guidelines are adhered to.
• Provide oversight for various bulk mail deliveries to individual post office locations.
• Conduct site audits of third party hub facilities to ensure operations and process compliance across the region.

Monroe, OH

• Responsible for the oversight and operation of a third party logistics managed, 390,000 square foot regional distribution center.
• Monitor safety, quality and cost efficiency for the movement and storage of pet food.
• Provide oversight of the food safety program and ensure that it remains in compliance with Safe Quality Foods guidelines, Module 7.2 (SQF level 2); Achieved an SQF level 2, re-certification audit score of 98 out of 100.
• Partner third party logistics personnel to allocate and manage staff resources to maintain inventory accuracy and product turn reporting.
• Management of facility finances/profit and loss (P&L) and distribution center maintenance activities.Recognition:+ 2016 Supply Chain Award for the Monroe DC’s successful Third Party Conversion in October 2016+ SQF.

Hamilton, OH

• Based in an Omni-Channel distribution center for Business to Business (Contract), Retail Furniture and E-Commerce (Direct) customers -- Total line picks of 8M and shipment of 5M cartons throughout 2014-2015.
• Responsible for all functional areas within a 250,000 square foot distribution center with 13,000+ SKU’s valued at $16 million, providing next-day service to a seven state area, and servicing business direct channels.
• Cost center responsibility with annual operating plan of $12.2M for $300M in sales and containment goals.
• Led a 10-person management team and an associate personnel population of 160+.
• Developed and cultivated relationships with retail and business direct partners, insuring both internal and external customers received the highest levels of service.
• Gained experience with Sort-n-Seg, Reverse Logistics, Vendor Consolidation, and Final Mile Delivery.Recognition/Expertise:+ Recognized as a process improvement champion utilizing PEX/Lean techniques.+ Achieved two Big.

Hamilton, OH

• Responsible for all aspects of Distribution Center’s $20,000,000+ transportation expense budget.
• Oversaw successful market conversion of third party delivery vendors for region consisting of: Cincinnati, Columbus, Nashville, Pittsburgh, Louisville, Lexington, and Indianapolis.
• Restructured manager responsibilities and coverage areas to provide improved service and responsiveness to internal and external customers.
• Reduced overall transportation expenses by $1,600,000 in 2012 when compared to 2011.
• Produced transportation expense budgets with regional transportation leadership and corporate accounting.
• Managed and maintained strong business relationships with third party carriers: UPS, Courier Express, Prestige, Ceva, Pitt Ohio, R+L Carriers, Averitt Express, JB Hunt and City Dash.

Plymouth, MI

• Responsible for day & night operations, as well as transportation from October 2004-April 2005. This included management of employees, managers, process improvement, safety and distribution center financials.
• Finished Fiscal Year 2005 116bp under budget resulting in a $2,200,000 expense savings vs. the previous year. Ended the year at 15.95% vs. expense plan of 17.11%. year-to-date for 2004 = 18.00%.
• Developed a $17.4 million expense budget for 2005 in partnership with Director of Operations for the Detroit distribution center.
• Led the total reorganization and restructuring of management team and internal accountabilities.
• Restructured the internal and warehouse supply ordering process and stabilized monthly fluctuations
• Implemented significant changes in the overall safety of the facility, including preventative maintenance on machines, rack repair, and entry/overhead doors. These changes were all facilitated while reducing overall.

Plymouth, MI

• Responsible for the management of a $9,500,000 transportation budget, a staff of 60 and a volume of 50,000 cartons per week.
• Detroit distribution center transportation finished under plan in expense for the first time in its’ history under my leadership in 2004: {$193,000 under “flex” plan/ $489,000 under forecast}.
• Responsible for project planning and execution of total outsourcing of a private fleet to an outside vendor. This initiative saved $450,000 in transportation expenses in 2005 vs. 2004.
• Overhauled transportation P&L accrual process resulting in the reconciliation of $550,000 in outstanding invoices. $500,000 reduction in expense from 2001 to 2003.
• Reduction in headcount through attrition, combined with a 25% increase in productivity yielded $370,000 savings
• Fleet reduction due to increased productivity yielded $80,000 savings

Cleveland/Akron, Ohio Area

• Responsible for the development of 15 unique delivery routes for product distribution in the Cleveland and Toledo sales markets (Contract, Retail and Internet sales)
• Recruited, hired, and trained the delivery drivers needed to staff the market.
• Reduced transportation expenses in these markets by $250,000 in the first year of operation.

Cleveland, OH

• Responsible for an 18 person sales force servicing 2,500 accounts.
• Maintained delivery schedules and monitored product mix of 240 SKU’s in seven distinct business channels.

North Olmsted, OH

• Accountable for all sales and marketing of all Pepsi-Cola products in retail stores, communicating with store managers on a daily basis to meet customer needs.
• Achieved #1 in Sales Growth in 1996 and 1997.