I am a Supply Chain and Logistics leader with process improvement and change management expertise, managing both day-to-day operations as well as driving efficiency, productivity and cost savings.I am currently seeking new opportunities in the Atlanta area and can be contacted via LinkedIn or at mikevera@me.com

VANTAGE MOBILITY INTERNATIONAL (VMI), Atlanta, GA 2020 to Current Manager, National Logistics Lead a team responsible for transporting $6M-$7M per month in inventory and manage a P&L of $2+M in Operating Cost. Our Team is made up of 2 Logistics Coordinators and 25 contract drivers. We transport nationwide and internationally about 300-350 units per month and deliver ~150 white glove units to end users.• Negotiated transport fees /maintenance agreement, contract terms and conditions, oversaw nationwide ordering / deliveries and provided real time updates.o Maintained Department of Transportation (DOT) Requirements and improved the compliance rating from 60% to 100% for 2 consecutive years by implementing standardized process and policies.• Improved throughput 100% from 50 deliveries per month to 150 deliveries by improving the delivery processes to maintain performance by utilizing best practices and maintaining fleet(s).• Managed vendor relationships and ongoing monitoring of Service Level Agreements with providers such as Hotel Engine, ComData, Rand McNally, Enterprise, JJ Keller, and Penske. Conducted quarterly reviews with vendors to plan and adjust to demand, changing needs and to resolve issues. • Negotiate vendor rates for new equipment and fleet outfitting (Ram Dealer, Hitch Crafters, and Art Thou Signs Decals) • Analyzed Customer Service Levels, Net Promoter Scores and Driver feedback to determine Training and Quality needs and requirements. • Maintained and developed delivery calculators based on customer demand and operating cost.o Maintained real-time customer delivery status based on driver tackling and updates. Ensure the highest level of customer experience through sales and customer feedback.

Supported management teams responsible for 75 Logistic Centers, a fleet of 1100 vehicles and 960 employees to manage the all aspects of product delivery, logistics and supply chain for a new business venture. • Assembled a fleet of 1,100 vehicles used for 21+M annual tire distribution and delivery. Researched vehicle options (Ford & Chrysler), source fleet management companies (Element and Enterprise), negotiated purchase/maintenance agreement contract terms and conditions, oversaw nationwide ordering/ delivery and provided ongoing support of fleet operations. o Initiated cost saving programs resulting in reduction of third-party logistics expenses from $60M to $18M per year by creating a team of inhouse drivers.  Improved cost to serve metrics from $16 per unit to $5.50 per units and the annual fleet operational spend from $78M to $38.4M.• Initiated the Department of Transportation (DOT) program and improved the compliance rating from 28% to 90% by implementing standardized process and policies.• Saved $3.4M and improved throughput 30% by improving the inbound and outbound processes to maintain performance by utilizing best practices from manufacturers (Goodyear and Bridgestone) and introduction of new rack systems and equipment to scale to sharp increases in demand. • Managed vendor relationships and ongoing monitoring of Service Level Agreements with providers such as Ford, Chrysler, Enterprise, JJ Keller, and FedEx. Conducted quarterly reviews with vendors to plan and adjust to demand, changing needs and to resolve issues. • Analyzed Customer Master Data to optimize routing and service levels. Utilized geocoding data to determine location assignments to increase sales and deliveries. Maintained and developed service windows based on customer demand.o Updated and maintained customer master data in the order system (EPICOR). Adjusted system data in response to changes in customer base, supply chain interruptions.

Leveraged LEAN principles and tools to build and maintain a culture of continuous improvement for the Supply Chain/Logistics, Customer Service, and Human Resources corporate divisions. • Grew sales $185k and on-time delivery (OTD) by 17% of the top ‘in-demand’ 50 SKUs by analyzing sales, market trends, and Voice of the Customer (VOC) data to optimize inventory storage layout, inventory counts and availability, shipping options, and enacting a will-call program for contractors.o Reviewed data quarterly to adjust process and procedures for the “in-demand” SKUs with Marketing, Sales, and Distribution functions.• Saved $XXM in manpower and shipping costs, improved delivery cycle time by 50%, and decreased sales order rejection rate by 25%.o Improved the Customer Experience by identifying sales orders that were placed on hold for non-payment or system issues that prevented a release of the order. Reviewed every “stop” in the sales order process to decide to “keep, stop or remove” workflows. Improved Supply Chain and Logistics processes and reconfigured system flows.• Conducted multiple Kaizen events with business leaders, including initial process improvement identification, creation of the project charter, Kaizen event design, participant selection, KPIs and goal setting, documentation and project accountability. • Contributed to the annual corporate strategic business planning, using X-Matrix methods to identify business improvement opportunities, frame issues, structure problems, and create solutions across Sales, Customer Service, Product Development and Supply Chain functions.

Supported the opening of four 1.2M square foot Distribution Centers nationwide designed for the newly launched e-commerce site, as Center of Excellence (COE) process leader, nationwide, housing 220k SKUs. Served as Supply Chain Subject Matter Expert (SME) across 13 departments. • Developed Standard Operating Procedures (SOPs) and gathered best practices by traveling to existing Home Depot Distribution Centers to analyze and document supply chain processes.• Trained 3+K employees (hourly associates, supervisors and managers) on optimized SOPs for start-up operation across all four new centers. Created curriculum maps, instructional and performance support materials, as well as a mobile simulator to re-create job workflows to promote active learning customized to the employee’s need in the moment. o Defined opportunities for improvement post implementation by performing time studies and evaluations to design new solutions to drive throughput and productivity. Reconfigured inventory placement, equipment utilization and workflows. Exceeded quality benchmarks and production goals year-over-year.• Optimized Key Performance Indicators (KPIs) in collaboration with 13 Distribution Center Managers, using data gathered from time studies, testing, technology and system reports to model targets.

Promoted to optimize regional fulfillment/delivery operations by working with the managers of 21 delivery operations (350 drivers) and overseeing system integrations projects. • Assisted in the implementation of RoadNet route optimization software, across regional operations, leveraging subject matter expertise. Decreased costs and increased productivity by increasing stops per hour, reduction in fuel consumption, and reduction in number of accidents.• Saved $1.2 M and decreased collision impact rate by 90% through development of a safety campaign. Analyzed collision data (time of day, location, acuity) to implement new procedures, including defensive driving techniques and employee safety training. o Increased employee engagement resulting in achieving new benchmarks in sales and service levels. • Supported a merger and acquisition project in Canada, as the lead supply chain specialist, responsible to optimize quality, fulfillment time, and adherence of corporate standards in the newly acquired organization.

Managed a $1M operational budget, supervised and scheduled 90 non-union employees responsible to manage delivery of over 4,000 packages a day, picking and packing from up to 70,000 SKUs, warehousing/cross-docking, loading and fleet management.• Met or exceeded metrics tied to customer satisfaction, employee engagement, and performance levels consistently, while closing out under budget at year-end. • Improved productivity 50% by training employees to follow processes, implementing pick-to-light technology and optimizing the staging of high demand product to reduce time to pick. • Led the automation of the picking process, replacing a paper-based system, with light and sound technology. Developed the standard operating procedures, documented the processes, facilitated employee training, adhering to best practices and performing system/process testing. Supported post implementation optimization by analyzing data to reconfigure inventory placement strategy, monitor employee productivity and resolve system or process issues.

Hub Manager | 2001 to 2006Supervised a team of up to 50 union hourly employees in the daily operations of logistics management.• Consistently met and exceeded daily KPIs for account productivity, accuracy, customer service, organization, communication, cooperation, and safety.• Scheduled shifts, assigned work, supervised operations and provided performance feedback. Trained, developed, and held associates responsible for safety, production and attendance.• Assisted in the implementation and rollout of a route optimization software (RoadNet), including requirements gathering, data gathering/analysis, configuration and testing. Fleet Manager | 1998 to 2000Driver | 1996 to 1997Distribution Associate | 1993 to 1996