Nicholas Harp, Mba Email & Phone Number

Atlanta, Ga, Us

Moreland, Georgia, United States

Forest Park, Georgia, United States

Recruited by 3rd-party logistics company (3PL) to launch and direct the full scope of logistics strategy and day-to-day operations as head of 400K sq. ft. distribution center managing Delta Airlines’ onboard services. Drive service excellence and P&L performance across inbound, outbound, pick and pack, and inventory operations, providing leadership in strategic planning, KPI management, workflow and plant configuration optimization, and Lean process improvement. Recruit, direct, and develop organization of 1 operations manager, 3 supervisors, and 45 associates.• Brought facility to full productivity, distributing 100K+ outbound pallets annually within all SLAs. Directed collaboration to build SOPs, hire organization, and deliver critical products and services around the word.• Navigated live facility inventory operations ramp-up during buildout process. Collaborated on plant design and buildout, shifting from majority floor-palletted stock to 27K pallets of 95% racked working inventory.• Achieved 99.5%+ on-time shipping rate with $1M cost reduction (-10%). Built accountabilities and service standards, led High Jump WMS implementation, and used analytics to reduce pack and repack touchpoints.• Shaped long-term business strategy via reporting on critical data and delivery of operational guidance in quarterly Delta executive business reviews. Recognized by client for outstanding KPIs and partnership.• Constructed a high-performing organization with a deep bench of leadership talent. Prepared multiple staff members for future promotion via career planning, competency-based development, and stretch assignments.

Fairburn, Georgia, United States

Member of leadership team with newly opened 3PL omnichannel e-commerce fulfillment center serving Shopify/ Flexport’s selling partners. Defined, shaped, and executed inbound and outbound logistics, pick and pack, and inventory management strategy, with responsibility for performance of an organization of 2 supervisors, 3 leads, and 65 direct and indirect warehouse associates. Manage KPIs, design of daily and long-term plans, implementation of process best practices, safety, process compliance, facility design and optimization, and client relations.• Rapidly scaled up operation 3X to 150K sq. ft., with 99.6% fulfillment rate and 98% quality scores on 400K shipments annually. Evolved facility from shell to fully racked and conveyed environment and strong KPI focus.• Turned facility profitable with 7% to 9% EBITDA margins. Ensured strong process discipline and played an integral role in structuring, cost justification, and negotiation of enterprise pricing agreements.• Orchestrated onboarding of highly flexible and agile distribution services for 16 enterprise customers. Applied 5S lean methodology in design and launch of tailored, efficient pick, pack, and fulfillment lines.• Built leadership team from internal talent, including promotion of 2 leads into supervisors.

Fairburn, Georgia

Engaged as member of senior leadership team directing strategic turnaround of underperforming 1.2M sq. ft. 3PL dog food warehousing and distribution operation that consistently failed to meet service delivery standards. Drove KPI and P&L performance via leadership on strategic planning, budgeting, service performance management, inventory optimization and synchronization, workplace safety, and customer service.• Increased end-to-end business productivity, boosting throughput by 20% and reducing customer wait times by 43%. Championed portfolio of initiatives that improved process quality and reduced OPEX cost by 20%.• Sharpened alignment between talent profile, culture, and execution. Upgraded workforce capabilities to focus on customer needs, enabling successful line integrations and eliminating 1.5-day shipment lag.• Elevated management decision capability via cultivation of applied analytics in JDA WMS and Red Prairie.

Jonesboro, Georgia

Managed day to day Operations, planning, and compliance for all areas of the facility inventory. Developed a cycle counting program-based velocity of item. Managed all areas of inventory accuracy, shrink, (in/out)bound reconciliation, returns/damage/claim investigations, invoicing, reporting, quality, and holds. Key Accomplishments• Created a cycle count program from the ground up that pushed inventory accuracy from 45% to 96% accuracy in the first 3 months.• Establish a damage program that minimized processing time from 3-4days to <1 day.• Optimized pick scheme through correcting bay dimensions and product dimensions to allow correct slotting and accurate suggested put away that was driven by the WMS that increased productivity of receiving by 50%.• Corrected pick sequencing in WMS that improved the systemic flow of the warehouse pick scheme which took CPH from 240cs/hour to 300cs/hour.• Re-vamped the replenishment logic to minimize movement of high-low drivers and maximize the effectiveness of each move that is based on current necessity rather than entire day necessity.• Improved suggested put away logic by creating zones that would limit the locations based on the pick face of that item• Decreased labor cost by 17% through increasing efficiency and eliminating redundancy of position.• Minimized touches through revamping inbound process that decreased dock to stock time by 40%.• Increased inventory accuracy though creating inbound labeling process that saw zero percent decrease in pallets/hr.• Maintained AIB Compliance with a rating of 900+ over the entirety of my tenure.

Jonesboro, Georgia

Managed all production planning and inventory management of a co-packing operation for Frito-Lay. Developed many relationships that were leveraged to allow for maximum efficiency when order fulfillment issues arose. Actively sought bottlenecks in the operation to improve productivity and minimize unnecessary movements. Improved productivity through eliminating waste and taking a psychological approach of active barrier breaking through testing new expectations and goals.Key Accomplishments• Implemented a lean system to provide increased efficiency through minimizing production resets from an average 40 resets per week to under 15 on non-project-based lines.• Benchmarked performance for multiple production lines through a series of time studies that identified and corrected several bottle necks which in turn increased productivity 30%-120% on each line. • Minimized production to carry finished goods between 2-5 days on hand to fulfill orders just in time.• Minimized loose pack goods carrying inventory through minimizing waste factor from 5% to under 3%.• Identified bottle necks on semi-automated packaging lines that led to the introduction of new equipment that reduced the need for 16hrs per shift (a total 6.25% reduction in labor).• Set up standardized pallet building labor diagrams that increased productivity 84% while only increasing labor 25%.• Played a key role in implementing a new WMS that allowed for an increase in traceability.• Benchmarked CPH (inbound, outbound, & picking) KPI’s for the first time in this operation.• Changed the process of distribution of workload that minimized downtime and allowed an increase from 60 truckloads to 70 truckloads of freight worked a day (inbounds and outbound combined).

Disputanta, Virginia

I participated in a management training program that ended in an operations supervisor position. After completing this program, I travelled to multiple locations to work on startups. Capstone Logistics is a third-party logistics provider that works as an in-house partner to provide associates and management for a part of an operation. During my time I worked with multiple grocery and retail operations. Key Accomplishments• Led startup operations at multiple job sites with end goal to establish a permanent management team.• Improved an 85% turnover to under 30% turnover through associate development and intense.• Led a safety program that achieved 1,000 days accident.• Monitored Contribution Margin to find new business ventures on shift that could be profitable.

Mars Hill, Nc

Managed Turner Residence Hall with 50 residence and 2 Resident Advisors. • Used communication skills to assure every resident adhered to the College’s rules and regulations.• Gained time management and organizational skill through completing everyday paperwork and projects.• Created programs within the residence hall that were informational and could assist people with life at Mars Hill College.• Served as Resident Advisor from August 2012 to May 2012

Master Of Business Administration - Mba, Business Administration And Management, General

Business Administration, Entrepreneurship/Entrepreneurial Studies

Activities and Societies: Football, Zeta Chi Theta

Psychology B.A., Psychology

Activities and Societies: Zeta Chi Theta, Football

Diploma, College Prepatory And Technical Prepatory

Activities and Societies: Football team, Wrestling team, Symphonic band, Marching band