Area Operations Manager Responsible for the strategic direction and day to day operation of a multi-million dollar Cross-Dock Warehouse Operation.  Achieving Customer KPIs Ensure associate staffing optimized to meet projected business volumes Minimize yard dwell time of transportation equipment Maintenance and use optimization of a fleet of yard spotter trucksManager Operations Support GroupAccountable for the strategic direction and day to day operations of the Quality, Customer Service, Maintenance, IT, Environmental, Health and Safety departments.

Accountable for the day-to-day operation of a 238,000 sq. ft. Distribution Center via the use of a 3PL. Also responsible for the efficient deployment of stock to our global network of depots, inventory accuracy and customer satisfaction with an operating budget of over $13 million.Designed and implemented a forecasting/manpower planning tools that improved the efficiency of the inbound and outbound processes by 10%.Implemented standard policy and procedures for conducting a statistics based End of Line Audit Program helping to increase order accuracy from 97% to 99% on an annual basis.Coordinated a 300% increase in Kitting Department volume allowing for the consolidation of two sites into one saving the company an approximate net $750,000 annually.Reduced outbound packaging costs by over 20% through re-examination of standard carton specifications, protective packaging and customized crates

Member of the NW Indiana Workforce Economic Development program adjunct faculty. The purpose of the federally funded program is to train or retrain displaced workers in the areas of Supply Chain Management, Inventory Control and Transportation, as well as basic business and life skills.

Member of the Regional Catastrophic Planning Team for the Chicago Combined Statistical Area (CSA). The CSA includes 17 jurisdictions within the Chicagoland, NW Indiana and SE Wisconsin areas. Led the Indiana operation collaborating with the representatives of the jurisdictions in the CSA to gather data and develop the plan.

Most senior quality and operations manager in the company, reported to the Sr. VP of Operations and responsible for: Corporate Quality Management System (QMS), HAZMAT, and Calibration Lab Quality Management System. Directly accountable for distribution center and value-added warehouse operations. Managed a team of 5 managers in locations scattered across the country.•Developed a suite of Pareto reports for warehouse errors leading to a 60% reduction in distribution center operations defects.•Built and led cross-functional AS 9120 implementation team, successful implementation resulted in saving over $12 million in sales.•Reduced Corrective Action Request (CAR) turnaround time by over 30%.•Decreased warehouse inventory defects by 50%. •Reduced warehouse inventory investment by over 16% while maintaining customer service levels.• Developed a Supplier Scorecard Program that helped reduce inbound defects from top suppliers by 6,000 lines per quarter.•Built and led cross-functional ISO 9001-2000 implementation teams.•Managed the implementation of ISO/IEC 17025 Quality Management Systems at two calibration labs.•Built industry leading RoHS Quality Management Program, providing key competitive advantage; awarded BSI Kitemark in UK, program launched globally.•Ensured QMS compliance for Sales, Purchasing and Product Management.

Reported to the Group Head of Project Management and responsible for managing Group level IT projects throughout the project life cycle •Organized and led cross-functional project teams.•Developed and responsible for project budgets as high as $750,000.•Led a team of 20 users in an 18-month Siebel CRM installation.•Created testing methods, scenarios, scripts and acceptance criteria.

Existing roll expanded to include the responsibility for local compliance to all quality and regulatory requirements along with the day-to-day operations of two value-added warehouses. •Designed a quality accountability program that improved EOL accuracy by over 4%.•Passed 100% of 3rd party and customer quality audits. •Worked directly with senior executives to recover from critical failures in Y2K ERP installation.

Reported to the Director of Warehouse Operations and responsible for the day-to-day operations of four remote value-added warehouses•Consolidated four locations across the US into one releasing over $20 million in inventory.•Standardized operating procedures at all four locations.•Developed the strategic operational plans for the value-added warehouses.

•Reduced physical inventory expenses by over $100,000.•Responsible for the accuracy of over $120,000,000 of inventory.•Designed a cycle count program improving inventory accuracy by over 8%.•Supervised as many as 30 union employees in various warehouse operations roles.