Leading and coordinating a team of supervisors that are responsible for all inbound and outbound operations within the warehouse.

Manager of the Quality and Inventory Control teams. Responsible for Internal Process Audits, Supplier Audits, ISO Compliance, Customer Complaints, Inventory Slotting, Inventory Adjustments, Cycle Counts, and planning, preparing, and executing physical inventories at least once every 5 years.

Improved inventory transfer process by implementing more quality controls and system driven documentationImproved location accuracy by improving stocking and picking operation within warehouseBetter utilized limited space in warehouse to create more stocking room without racking or constructionUpgraded auto wrappers to reduce material and labor costsWorked closely with IT and Revenue teams to implement SAP integrationCreated a safer work environment through multiple layout changes to spread out equipment and reduce congestion

Expanded daily capacity by implementing evening deliveriesImproved inbound scheduling process with tool that calculated dock capacity by 30 minute blocksImproved cross training across the department by implementing job rotationsImproved KPI tracking and reporting to better understand team's performance and drive positive changesAddressed individual team members performance to improve communication, results, and expand capacity

Developed a unified Audit process for Quality Control team to better audit the operations in all departmentsReduced redundant reporting and update meetings to better focus QC and Inventory teams on improving operations

Managed a department of 65 spread across 5 different teams that focused on different aspects of the shipping processCreated reporting tools that tracked detailed cost, delivery, quality, and safety informationUsed those reports to control costs, reduce head count, improve throughput, forecast future business needs and justify several investment projectsStandardized processes with simplification, documentation, and training to further improve team performanceReduced the number of safety incidents by promoting proactive action measures to reduce the department’s risksImplemented EMS to further engage shipping team in identifying the root cause to missed KPIs and implement countermeasures on a weekly basisReduced freight costs by changing the parameters for FTL shipments and expanded the number of carriers used for quoting FTL shipmentsImproved quality and safety by investing in new equipment such as motorized pallet jacks, automatic tape dispensers, automatic banding machinesLeading team member on a project to introduce automation into the small parcel process to further reduce cost and expand the team’s capacityImplemented job rotations to further improve team flexibility and redundancyActively worked with HR to implement changes to team structure and incentives to drive team professional development and attract more talent

Monitored daily wave management and coordinated labor management across three teamsMaintained and updated work instructions and job detail sheetsConducted training and updated employee recordsCompiled and monitored daily production reportsCoached and counseled associatesProblem solved on a daily basisTook personal accountability for a safe work culture.

Managed 33 people across 5 different teams.Managed the activities for stocking, packaging, inventory control, and cycle counting.Developed new reporting methodology to track all activities for each team.Implemented new rotational schedule to control labor cost.Implemented a daily shift meeting to improve communication and coordination across all teams.Began development of a proposal to further improve tracking for production, inventory, and stocking.Implemented the beginning of 5S across the entire team

Built department from scratch by developing the process, procedures, documentation, and reports. Cut department’s overhead by 45% by implementing standardization and documentation.Developed mountings to extend the functionality and the locations hardware could be installed.Utilized multiple carriers to improve delivery and to control costs domestically and internationally.Cut purchasing costs on average by 15% by negotiating new contracts with suppliers and carriers.Implemented training plan for new personnel to become familiar with operations and hardware.Improved inventory management by increasing controls and eliminating waste and redundancy.Coordinated deployments in 10 countries and across the US with Project Management team.

Operated and maintained CNC Automated Assembly Line.Included Hydraulic, Electrical, and Pneumatic systems.Interacted with ERP system to meet hourly quotas with correct parts on required orders.

Supervised crews of 4-10 maintenance technicians under intense conditions and circumstances.Responsible for the following programs: Tool Control, Technical Training, and others.Prioritized and delegated maintenance discrepancy actions according to abilities and work priorities. Coordinated with other work-centers in fault isolation. Conducted training on programs/policies to groups of 10-20 Technicians.Awarded the following Medals and Commendations: Navy and Marine Corps Achievement Medal, Marine Corps Good Conduct Medal, Iraq Campaign Medal, Sea Service Deployment Ribbon (2nd Award), Global War on Terrorism Service Medal, Global War on Terrorism Expeditionary Medal, National Defense Service Medal, Air Force Outstanding Unit Award, Presidential Unit Citation - Navy