Brad Pickering Email & Phone Number

Bonn, DE

Bonn, DE

Lavergne, TN, US

• Directed activities of businesses departments concerned with the sortation, production, pricing, and/or distribution of purchased products destined for retail, wholesale or internet sales revenue channels. Established.
• Created, reviewed and approved the setting of $4.1MM budget throughout the Operations department, to include major functional changes within the department’s functional area.
• Reviewed financial statements, sales and activity reports, and other performance data to measure productivity and goal achievement to determine areas needing cost reduction and program improvement.
• Established and implemented objectives in each area of operations. Initiated specific short-term and long-term forecasts and programs, together with supporting budget requests and financial estimates. Evaluated and.
• Developed metrics scorecard detailing crucial monitoring, reporting and mentoring tasks. Reviewed performance against operation plans and standards. Provided reports to executives and subordinates on interpretation of.
• Sought and implemented plans for new area of technology for the production functions along with sufficient planning for areas that support the mission of the Corporation within Operations.

• Directed third party automotive services provider leveraging performance growth totals to $14.1MM in sales and 130 employees. Orchestrated management activities concerned with production, pricing, sales, or.
• Managed performance of $10.4MM operating budget, reviewing financial statements, sales reports, and performance data matrix to measure productivity and goal achievement to determine areas of cost reduction and service.
• Identified and developed effective operational processes increasing customer retention, production, and profit.
• Ensured satisfaction, retention, growth, and conflict resolution for domestic and international customers. Monitored succession planning for future development and growth.
• Production team won “Most Improved Supplier Quality” award 2009. Reduced defects from 117 parts per million to 14 by implementing quality at the source mind-set.
• Reorganized management, systems, and labor resulting in $1.2MM reduction in annual operating cost.

• Managed team responsible of $7.1MM automotive interiors division, new product launches, production control, financial reporting, and best practices.
• Improved inventory position by implementing point of use storage reducing inventory cost $200K.
• Designed production control improvements shrinking annual overtime from $425K to $70K.
• Implemented standardized procedures and work processes that reduced premium freight cost $30K in the first 90 days. Further reduction to $7K annually.
• Introduced inventory-planning module based upon days supply thus reducing annual transportation cost $300K. Same module increased order cycle time 20% and decreased inventory levels approximately $450K.

• Direct delivery support of 17 assembly lines within 100,000 sq. ft. assembly facility. Primary focus on warehouse operations, QA, maintenance, security, waste removal, and government compliance.
• Managed materials flow of $10.2MM, 700 SKU line item automobile interiors inventory.
• Authored TS169494 processes and procedures resulting in certification and registration.
• Installed “Green” recycling program reducing waste cost $29.8K annually and negotiated returns based upon commodity market.
• Established cross training program reducing labor cost $132K in the first six months.
• Boosted employee morale by training, coaching, mentoring, and motivating thus increasing attendance to over 99%.

• Managed private fleet of 25 tractors and 35 refrigerated trailers in excess of 2 million miles annually.
• Coordinated with manufacturing facilitators to ensure availability of equipment to meet customer service level agreements.
• Contributed strategies and management support that led to 5% increase in sales.

• Spearheaded special operations center of 30 associates servicing Dell Computer Corporation; applied unique solutions for special needs customers such as Rent to Own, Corporate images and United States Government.
• Increased production 15% as a result of standardizing operating procedures.
• Reduced overtime 20% by implementing inventory system.
• Consolidated customer orders from regional locations to ensure whole order delivery and reduce transportation cost consequently increasing customer service and delivery performance.

Miami, FL, US

• Managed start-up of Lucent Technologies’ Nashville Distribution Center. Direct responsibility over 2 supervisors, 33 warehouse, and clerical employees. Accountable for site preparation, warehouse layout, racking system.
• Managed $2MM budget, reported to Logistics Manager.
• Established procedures and guidelines for the operation of a national distribution center.
• Accomplished 99% on time delivery with-in 12 hour order cycle.Logistics Analyst- GM Saturn Account, SpringHill, TN 1997-1999
• Employed modeling software to optimize transportation routing, scheduling, fleet sizing, driver/equipment utilization, and site/location analysis.
• Reduced transportation cost 2.5% by implementing and enforcing supplier-packaging guidelines.Operations Manager- GM Saturn Account, SpringHill, TN 1993-1997

Arlington, Virginia, US

Stationed at Fort Polk and served under the 5th Infantry Division (Mechanized) 4th Battalion 6th Infantry Division. Stationed there until 1993 when the 5th Division (redesignated as the 2nd Armored Division) moved to Fort Hood, Texas. Honorable Discharge 1993