Led complex network level supply chain initiatives to standardized DC warehouse management systems and processes that reduced cost, lead times, and increased capacity.

Business Lead to stand up green filed regional cross dock facilities.Partnered with key stakeholders across Nike and 3PL organizations to quickly shift Nike supply chain flow/storage methodology to meet consumer demand while navigating through Covid 19 impacts.Led implementation and integration of 3rd party yard management system across supply chain network with estimated annual savings of $3.4 million. Led $12.8M multi-phase DC material handling retrofit while DC was running with minimal impact to operations. Project required C-suite fund approval.

Manage the flow of domestic and import goods through Home Depots cross-dock (RDC) supply chain channel to over 2,000 stores.Implemented and manage “Distribution Support Services” user interface tool designed to identify and resolve Supply Chain process and vendor compliance issues in order to create long term sustainable solutions. Manage RDC vendor compliance ensuring vendors meet all Home Depot requirements to allow product to flow through the supply chain without creating bottlenecks or impacting DC labor hours. Manage the planning, flow, and execution of event freight through the RDC channel.Manage emergency / natural disaster relief product flow.

Managed processing of over 64,000 import containers annually through multiple 3rd party import de-consolidation facilities refereed to as Transload Facilities.Developed Transload Key Performance Metrics ensuring 3PL goals aligned with Home Depot goals.Drove 3rd party requests for proposal (RFPs), and contract negations/renewals with Home Depot.Held 3rd party providers accountable to contract terms.Managed operational implementation of Free Trade Zones within import Transload facilities.Developed 3rd party volume forecasting tools to allow providers to adjust labor as volume dictated.Supported internal development of customer feedback tool that allowed end customers (THD DCs) to provide direct feedback on Transload 3rd party services to drive improvements. Drove all 3PLs to 95% outbound trailer utilization, which reduced overall outbound trailer pools by 8.92% despite carton increase of 8.65% (over 2 million carton increase) from previous year.

Supported implementation of numerous 3rd party Transload import deconsolidation facilities to include working with cross-functional teams to develop last minute allocation logic to allow freight to flow outbound based on most current store/market demand.Identified and on-boarded SKUs to Transload platform based dimensional data, seasonality, trailer utilization, and downstream supply chain impacts. Drove development of 3rd party standard operating processes to ensure consistency across multiple 3rd party providers with a focus on six sigma and lean processes. Drove Item Database Management accuracy for all Transload eligible SKUs.Supported Containerization Tool rollout by on-boarding, training, supporting vendors as needed to utilize this tool to maximize import container cube utilization. Drove quality assurance user testing for Transload Phase 4 logic to ensure logic worked across multiple IT company platforms as designed with desired results.Supported internal training to Inventory Planning and Replenishment associates teaching them how Transload logic will impact network inventory decisions.

Operationally stood up 18 Rapid Deployment Centers (RDC) working with local management to train labor force on operational processes, safety standards, and ensure operational metrics were met post go-live.RDC process expert in all major building functions.Systems expert with Manhattan Associates Warehouse Management System (WMS), Yard Management Systems (YMS), and proficient in Labor Management Systems (LMS).Led training and developed tools/materials for Inbound Center of Excellence (COE).Systemically/physically set up and maintained WMS training environments.Led WMS live integration testing, ensuring that all aspects of WMS were functional prior to prospective RDC go-live date.Interacted with all levels of local management developing/creating Standard Operating Procedures (SOPs), problem solving WMS issues, and providing necessary feedback to local management to ensure building self-sustainment.Analyzed processes for improvement, standardization, and efficiency based on Six Sigma and lean processing principles. Developed metrics to evaluate new processes/RDCs throughout the implementation process.

Managed the receiving process of all W – class merchandise based on inventory levels, projected demand, and seasonal trends.Managed 20 Receiving Associates between two shifts, one Lead Clerk, and two contracted Yard Hostlers.Improved receiving processes that resulted in a reduction of labor hours, associate strain, and reduced stocking time. Worked to increase vendor visibility through improved forecasting tools.

Managed order processing of over 70,000 SKUs daily.Managed 32 order fulfillment associates.Fulfilled peak customer volume with 11 fewer associates by optimizing order filler efficiencies.Manage return orders effect on inventory.Implemented new return process/metrics that reduced return stocking labor hours.

Managed space distribution for all types of A – Class merchandise.Managed inventory of over 100,000 pieces of merchandise.Managed 15 Replenishment Clerks, one Lead Associate, and five Problem Resolution Associates.Implemented metric based performance analysis; evaluated efficiency; implemented changes; increased productivity by 16% during the fiscal year.

Worked part time (20-30 hours per week) to help pay for college expenses.Managed invoices and inventory accuracyManaged delivery for 29 commercial accounts; provided customer assistance.