Manage fulfillment and project operations for board gaming company that services high volume retailers.

Manage two departments (Inventory Control and Returns/Reverse Logistics) with 4 direct reports and 55indirect reports. Provide excellent service levels to multiple internal as well as external customers. Currentcustomer portfolio includes multiple top tier video game publishing and software companies. IC Departmenthas received many accolades from customers for performance and successful project implementation andexecution. Coordinate internal activities with the following groups to provide successful experience forcustomer: Planning, Production, Purchasing, Customer Service and Fulfillment.• Decreased order fill time by 44%. Reduced customer return time by 50%. Reduced spending on temporarylabor year over year by 15-20%.• Wrote and implemented multiples ISO procedural documents as well as other internal processes for propertraining.• Instituted a more aggressive cycle count program which eliminated multiple customer required costly annualphysical inventories.• Established a "warehouse ownership" pact with associates thus building singular accountability/responsibility

Managed daily functions of single account tri-temperature building (300,000 square feet). Reported to VP of Operations. Had 6 direct reports (warehouse managers) and 48 indirect reports. Shipped food and foodstuffs domestically as well as internationally for world’s largest restaurant chain. RF equipped non-union work environment, 2-shifts / 5-day workweek. Increased OFR (order fill rate) by 11%, decreased pick errors by 70%, decreased mis-rotation and internal damage, and decreased detention charges for a cumulative savings of $170K in 2004. Increased cases per man hour productivity from 294 to 365, which equaled a savings of $206K in 2004. Achieved highest AIB/Silliker score in history of the facility. Reduced OSHA recordable accidents by 88% for a realized savings of $21K over 2003. Hired maintenance/facility manager thus eliminating service contracts for forklifts and building and realized a savings of $175K in 2004. Leveraged warehouse suppliers and freight carriers for a reduction of $88K in 2004 from 2003. Reduced year-end inventory variance by $172K in 2004. Led the following projects for the southeast division: building growth, expanded work week, layout profile changes, WMS upgrade, installation of push back racking, and created labor hours needed calculator.

Managed daily functions of multi-account public warehouse (Colgate, Kimberly Clark, Yamaha, Mitsubishi Motors, Case New Holland, Nike, and Mack Trucks). RF equipped and union work environment. Twenty-five customers occupying 450,000 square feet. Reported to General Manager. Had 2 direct reports and 20 indirect. Accounts vary from case pick to bulk pallet shipments. Oversaw P&L, labor management, safety compliance, and associate training. JIT environment with Mitsubishi Motors account. Established cycle count program for critical accounts for correct inventory and reduced exposure to claims. Administered returned goods program to ensure customers received proper credit, correct inventory was maintained, and reduced exposure to claims. Set up a pick line/bulk operation for sensitive accounts to increase productivity. Implemented facility safety program, which removed APL from OSHA probation. Reduced OSHA recordable frequency rate by 44%. Served as member of ISO 9002 certification quality circle