PGW is the largest distributor of automotive replacement glass in North America. They specilize in distributing car batteries becoming the premier supplier of MOPAR batteries to all Chrysler/Jeep dealers in the US. PGW’s parent company is LKQ a $9.5 billion automotive parts distributor. As General Manager my responsibilities include full P&L with operational control for inventory, distribution, delivery, sales, pricing, customer service, and some collections for the San Diego and Riverside regions. I also held overall responsibility for inventory and pricing for all of Southern California which included the counties of Ventura, LA, San Diego, Riverside, and San Bernardo.The business had been underperforming for several years and following a complete strategic review inventory was expanded by 31%, delivery routes were increased by 26%, a pricing model was created allowing us to become competitive on the top selling 400 SKU’s (3,800 sku’s total) and, a cultural change was implemented with a focus on customer service and customer satisfaction. “We will delight our customers by delivering the right product to the right place at the right time”.Within 13 months sales were up 52.4% and GP increased 311% with the bottom line showing a 142% improvement. On the heels of this, the facility was relocated providing 35% increase in storage while reducing our facility expenses by 38% overall. The additional space was used to leverage our increased volume to source over 25% of our product in full ocean containers direct from China resulting in a reduction in COG of 24% on these top moving items.

Pacific World is a leading global supplier of nail, beauty care and cosmetic products with a presence in 85,000 retail locations worldwide. I was brought on board during a struggling integrating of two business units totaling $270 MM in sales into a newly constructed building in San Diego, CA. The challenges were immediate and severe impacting virtually every aspect of the business including inventory accuracy, customer service, labor and expenses, and basic measurements and controls. With major accounts like Wal-Mart and Target at risk, it was important I identified and corrected the issues immediately. Accomplishments:Improved the on time shipping from the mid 50 percentile to 99.6%.Improved inventory accuracy from the high 60 percentile to 99.4% (value).Established SOP's and KPI's, implemented an employee training program, problem resolution and escalation methodology, defined the roles of each position and documented with job descriptions, established productivity standards and created a formalized method for communicating goals and measuring accomplishments, created a succession plan and, implemented a culture ownership and accountability. Reduced head count by 42% and payroll spend was reduced by over 55%. Reduced inbound freight saving $250,000.Reduced outbound freight saving $2.5 MM. Implemented Hoshin plan for project management resulting in 5 projects tracking at an annualized savings $1.1 MM.

Responsible for designing and implementing the Logistics and Distribution systems to support the growth of this nutrition products company. This includes the integration of in house packaging production, physical product storage, product movement, and service enhancements covering the US, Canada, and Australia. It was accomplished utilizing eight 3pl facilities, one company owned facility, and a network of up to 20 freight carriers and service providers.

Manged 4 distribution facilities including one company owned and three 3PL's supporting the US, Canada, and Mexico. Executed a 4 day 2 facility relocation into one facility without interruption of service, and under budget Subsequent to the move, evaluated distribution needs aligning service with customer expectations. A simultaneous analysis of expenses lead to reductions in labor, outbound fright, and inbound ocean freight of 8%, 18%, and 22%. This reduced COG by a full 2%.

One of five billion-dollar divisions of Philips Electronics, producing and distributing light bulbs to retail and industrial customers.While managing a 300,000 square foot 7/24 distribution center with, 100+ employees and processing 20-55,000 lines per week, significant improvements were made in the areas of service, controls, and reporting. Collaborating with corporate management and industrial engineering, major project were driven online including WMS implementation, engineered standards and, an audit sampling programs. The success of these programs became the corporate standard and a roll out to all North American facilities ensued.Through clear goal setting and the training of subordinate managers in the area of accountability management, employee turnover was significantly reduced and on-time fill rates improved by 10%.

Led operation and supply chain for two facilities with, three direct reports, 100 employees, processing up to 7,000 orders per day. Held responsibility for budgets, supply chain management, and inventory levels for raw material and finished goods. Evaluated production schedules and assigned production between two facilities, monitored raw materials flow and provided functional knowledge for contract negotiations. Negotiated freight tariffs with air and ground carriers, insurance providers, and zone jumpers, producing $1,400,000 annual savings. Identified and qualified new sources for bottles, caps, and labels, generating $800,000 annual savings. Retail Distribution Transition: Developed operational plan to transition from multilevel marketing to retail distribution. Simultaneously managing multi level marketing business while retail comments increased volume by over 300%.

Directed the efforts of the distribution, import, and production planning department. Managed EDI, floor ready and, GOH programs. Coordinated with marketing and planning to enhance operational programs, determining allocations and enhancing performance for strategic accounts.Initiated system enhancements to support receiving of import production by need, pre-sold percentage, and replenishment schedules. This increased fill rates by 18% and reduced storage needs by 12%.Instituted customer routing database, reducing annual charge-backs by $1,200,000.

Revitalized an under performing operation by re-engineered internal processes and work flow. Enhance quality and customer service in a geographic region consisting of 11 states in the south central U.S. and Mexico. Planned, anticipated, and budgeted for facility needs during three consecutive years of 50% growth. Increased KPI ranking from the lower end to competing for 1st place every month. Selected, built, and relocated to a new 200,000 sq. ft. facility.