-3rd Party Indirect Material Manager for General Motor's Spring Hill manufacturing facility. -Supplying all indirect material to this location. -Oversee staff of Engineers, Customer Service Specialists and Inventory Managers. -Responsible for quoting, sourcing and delivery of 65,000 items. -Responsible for all Distribution Center activites including cross-docking of items as required.

-Successfully consolidated two warehouse operations into new, centralized DC.-Created and implemented budget for all DC operations.-Developed and implemented cycle count program, YTD variance less than 1%.-Reduced labor expenses over 33% compared to previous year.-Designed and documented processes for all functional areas.-Trained employees on BOSS Warehouse Management and RF systems.-Ensured compliance with customer packing, labeling and shipping requirements-Improved flow in DC through Kaizen methods, resulting $390,000 cost savings.-Recruited diverse workforce in distribution center.-Implemented Safety, 5-S and Visual Factory initiatives.

-Maintained production requirements of HVAC assembly line.-Developed and implemented process improvements resulting in increased production.-Ensured component inventory levels were satisfactory to maintain required productivity.-Orchestrated just-in-time delivery of cockpit components to Nissan joint venture.-Developed and implemented warehouse processes in new start-up operation.-Communicated workload and manpower requirements with all departments as work flowed through warehouse processes.-Succeeded in satisfying customer requirements through three vehicle launches.-Coordinated schedule of 16 customer shipments per shift.-Standardized processes through implementation of visual factory and First In First Out (FIFO) practices.

• Managed and led diverse workforce in automated 677,000 square foot distribution center.• Measured overall facility performance to maintain alignment with 25 productivity, safety and people focused strategic objectives.• Conducted weekly and monthly plant-wide communication and informational meetings involving all employees.• Organized and directed Kaizen process improvement teams that identified and removed constraints to obtain 10% increase in productivity.• Orchestrated physical inventory on $31MM with less than 1% variance.• Reduced operating expenses over 15% by developing department budgets and initiating cost cutting measures.• Provided job placement opportunities for 30% of workforce being displaced.

• Recognized for writing 2003 Tennessee Quality Award application which earned Achievement Award for Dana Corporation.• Reduced operating expenses by 25% over previous year.• Achieved Zero Lost Time injuries for 2000, 2001 and 2003.• Launched vendor compliance and accountability program.• Developed and wrote step-by-step procedures for 100% of processes utilized with newly modified Warehouse Management System.• Tested and ensured compliance to specifications of outbound modifications within Warehouse Management System.• Succeeded on integration team that consolidated two facilities, 175,000 SF and 350,000 SF respectively.