Joseph Mccool Email and Phone Number

IPS Corporation is a global, market-leading provider of solvent cements, adhesives, and specialized plumbing products.I was recruited to architect and execute the enterprise distribution and logistics transformation for IPS Corporation's Diversified Products division. This entails heading a leadership team of 4 managers and 50 direct and matrixed employees in a 24/7 proprietary distribution center and a third-party (3PL) logistics facility orchestrating supply chain, inbound and outbound logistics, sorting, intermodal (LTL/parcel) transportation, and global fulfillment to our e-commerce and direct customers and retail clients. Key achievements:►Leading a modernization that strengthened P&L performance, reducing DPMO errors and boosting on-time delivery by driving investments in WMS platforms, BI reporting, and quality training and processes.►Bringing a secondary 3PL storage facility online, increasing our reserve storage capacity by 60% and accelerating throughput by relieving congestion, and enabling the attainment of internal and KPI targets across the company's supply chain.►Delivering ongoing continuous improvements to service level agreements, and waste, while enabling agile, data-driven decision-making and response.►Recruiting and building a high-performing organization via coaching, career planning, and structured talent management.

Burlington Stores is a $10B NYSE-traded, Fortune 500 off-price retailer.After initially being named VP of Distribution, I was promoted in 2021 to Senior Vice President. In this evolving executive leadership role, I directed the vision for an operation comprised of three highly automated distribution centers and three warehousing facilities spanning 4M sq. ft. My organization was comprised of 125 operations and maintenance staff and over 3,000 direct and contracted employees facilitating inbound, automated pick/pack processing, storage, and distribution of more than $700M in working inventory and supporting 924 stores (60% of the company's volume). I led strategic and production planning, budgeting, vendor alignment, safety, KPIs, and leadership development. Achievements:►Architecting a supply chain roadmap that consistently met or exceeded KPI standards for on-time delivery, productivity, and uptime.►Building capabilities enabling the rapid network expansion of more than 30 stores per year.►Increasing financial discipline by dynamically sharpening alignment between distribution volume and demand, mitigating waste and out-of-stock.►Championing the creation of a comprehensive forecasting framework.►Developing and promoting a high-performing organization with a deep bench of leadership talent.►Working internally to reiterate distribution lines, introduce sorting technologies, and integrate WMS capabilities.►Leading critical C-level conversations around the next-stage operating strategy.►Receiving multiple corporate awards for best-in-class workplace safety metrics.►Navigating my organization through the COVID-19 crisis with strong staff engagement and retention. ►Increasing distribution agility during post-COVID supply chain disruptions via collaboration in coordinating strategies for over-positioning, safety stock releases, and adaptive buys.►Heading industrial engineering, loss prevention, inventory control, and HR on a dotted-line basis.

I was appointed by our senior leadership to build Burlington's first West Coast distribution operation in preparation for rapid corporate growth. In this capacity, I orchestrated the 360º strategy, with executive responsibility for the creation of a proprietary distribution center, the development of logistics infrastructure and best practices, the recruitment and onboarding of distribution center and warehouse organizations, and the ongoing management of KPIs and operations. Additionally, I directed a matrixed team comprised of DC operations staff, maintenance, industrial engineers, loss prevention, human resources, project management, and direct labor. Key achievements:►Standing up the first internal regional distribution and warehousing operation. For this, I built out a highly automated center, defined the operating framework, structured warehouse operations and line flows, and seamlessly insourced operations from our 3PL provider.►Guiding the organization in network planning and scaling up from one to six facilities, from 185 to 924 stores. Key contributor to selecting the site, designing layouts, managing installment of the infrastructure, and onboarded new DCs through go-live.►Program managing the enterprise implementation of a Manhattan Warehouse Management System (WMS), including needs analysis, configuration, training, deployment, and scaling across facilities.►Increasing DC floor sophistication and efficiency via the implementation of new generations of material handling equipment, working through our Industrial Engineering team to define engineering standards and manage performance.►Strengthening workforce efficiency in labor-intensive operations by cross-training staff and cultivating professional competencies.►Integrating an expectation of on-time, accurate fulfillment by collaborating with the business, DC, and warehouse partners to cultivate buyer insights, improve the effectiveness of our supply chain, and sharpen data sharing.

During this period, I was rapidly promoted through roles of increased responsibility to oversee the full scope of warehousing and distribution services at a regional distribution facility. Within my scope was directing high-volume, high-value sorting, processing, replenishment, and fulfillment operations, as well as managing collaboration with our internal customers, 3PL providers, and other stakeholders to ensure attainment of KPIs.