Strategic Planning and Execution • Develop and implement comprehensive strategies to support business objectives. • Create and implement strategies for reducing the back order and ultimately increasing the on-time service level.Process Improvement • Identify revenue risks for the quarter and develop strategies to address it. • Lead continuous improvement initiatives to enhance operational efficiency, and reduce costs.Data Analysis and Reporting • Analyze supply chain and order management data to identify trends, opportunities, and areas for improvement. • Develop, expand, and maintain key performance indicators (KPIs) and PowerBI dashboards to monitor the effectiveness of operations and deliver real time metrics. • Train identified team members on the use of PowerBI to manage orders with detailed demand and supply information.Cross-Functional Leadership • Lead and coordinate cross-functional teams in Operations, Purchasing and Quality to execute projects and initiatives while mitigating any risk. • Provide insight on prioritizing the production schedule. • Enable Commercial Operations team to accurately provide customers an estimated delivery date of backordered products.Risk Management • Develop and implement risk management strategies to mitigate potential delays in order delivery.Technology Integration • Evaluate and implement technology solutions to enhance operations and order management capabilities.

Oversaw day to day operations. Ensured customer orders shipped on time.Conducted root cause analysis of any late orders leaving the warehouse.Worked cross functionally with Purchasing, Sourcing, Quality, Engineering, and Production mangers.Held monthly Employee Engagement Index (EEI) events.Conducted daily management utilizing a tiered system of communication.Participated in Annual Operations Planning.Developed PowerBI dashboards streamlining the operations process.

Tasked with increasing customer satisfaction through Service Level metrics.Developed a sustainable shipping process, through PowerPivot, to easily view all shipments. This allowed for easy identification of missing items on sales orders.Improved Service Level from a monthly average of 72% to 98% over a span of 2 months.Back Order value was reduced from $3M down to ~$200K over a span of 3 months.

Implemented SAP as a new ERP System.Responsible for accurate data in the Material Master, such as rounding values, minimum order quantities, and safety stock.Worked cross functionally with buyers, suppliers, and others on the implementation team to drive data accuracy.

Analyze chain wide sales on a weekly basis as compared to LY and Plan. Highlighted specific merchandise categories for KPIs Provided MTD and YTD sales figure to highlight trends. Distributed to Executives and Regional Managers with recommendations for action.Participated in the FY19 Rolling Plan process. Allocated chain wide dollars for the second half of FY19 to individual selling clubs. Allocations were made for Sales, Salvage, and Shrink. Collaborated with various departments to arrive at the correct logic and allocation strategy.Enhanced several existing reporting tools with the use of PowerPivot. Monthly Scatterplots to show how selling clubs were performing on Sales and Waste against the Plan. Monthly executive scorecards showing metrics on: Sales, Salvage, Waste, Club Labor, Club Controlled Expenses, and EBITDA.Various Ad-Hoc reports to identify and report on trends which could be driving the business either up or down.

Support new business implementations, specifically CPU initiativesacross all transportation modes, to enhance transportation offeringsand assist in driving sales growth.Conduct data analysis on carrier/logistics provider businessproposals within all transportation modes(Truck Load, LTL carrier,and parcel) to allow BJ's to maintain its competitive advantage withinsupply chain initiatives.Compile weekly operational reports monitoring carrier on-timeperformance to BJ's DC and selling clubs.Develop KPIs to track vital operating analyticsIdentify and implement operational and system (TMS) enhancementsto improve department's efficiency in support of company growth.Work with EDI team to onboard new carriers to allow for EDI tendersthrough TMS.Administer UPS CampusShip user setup and system usage companywide.

Plan and schedule of all BJ's Wholesale Club shipments to sellingclubs and distribution centers.Serve as the primary liaison between carriers, DC's, selling clubs ,andvendors to address service levels and trailer equipment needs.Oversee routing of domestic LTL and TL shipments along withcoordinating club-to-club merchandise transfers to selling clubs andreverse logistics.Coordinate activities relating to prioritized and emergency shipments.Develop and monitor KPIs and implement corrective strategies toachieve BJ's carrier service standards.Research and analyzing trends within the transportation industry toenhance overall logistics services for BJ's.

Work directly with Import Department Managers to correctly classifygoods traveling through customs and ensure the accuracy of tariffrates.Prepare reports identifying classification discrepancies betweenvendors and the HTS(Harmonized Tariff Schedule).Research past tariffs to ensure tariff rates were accurate.Prepare ad hoc reports based on the manager's needs.

Work directly with customers to identify & select best in classtransportation options utilizing I2' s AS400 transportation manager &optimizer.Coordinate inbound/outbound operations to ensure 100% customersatisfaction using all modes of transportation.Provide exceptional customer service by developing good workingrelationships with the customers.Proactively handle customer shipment routing requests.Prepare load-build reports as requested by the customer.Maintain customer/carrier profiles & tariffs within I2 TMS & TPS.Resolve customer problems & complaints to ensure customersatisfaction.Create & develop innovate ways of streamlining the operationsprocesses where ever possible within the guidelines of customerrequirements and team goals.

Researched and analyzed district overhead and underground utility maps in order to clarify any inconsistencies or contradictions between multiple sources during the GIS conversion process.Managed the quality assurance database used in the conversion process between NEEGIS and Small World.Researched and analyzed backlogged work orders, reconciling results with the Small World program.