Rob Hamby Email & Phone Number

New Castle, Delaware

Provide overall management and leadership to a functioning business unit covering a geographic footprint from Boston to Washington DC. Full P&L responsibility for $6.5 million bottom line budget with a top line of $81 million. Responsible for 18 DC employees (1 manager, 17 hourly) to include inbound, outbound, delivery, fleet and inventory control in support of customer satisfaction, safety, and operational efficiency. Focus on Continuous Process Improvement, Lean/5S Visual Workplace and cultural change with a tenured workforce averaging over 8 years with the company.Key Achievements:Raised on-time delivery metric from 78.7% to current East Region leading 95.6% through focus onorder management, delivery standards and open communication with Sales team.Designed and implemented 5S stations for cleaning stations, operational equipment, material handling equipment, outbound staging and order audit area.. Improved results on annual Corporate audit from 71% to 90% through process improvement, detailed record retention and ongoing communication/training of staff.

Freehold, Nj

Senior Manager on site for Record Center (Archival) Operations. Lead a staff of 6 Supervisors and 45 employees in a campus environment. Lead strategies to maximize efficiencies in Operations, Continuous Process Improvement and Labor Utilization in a 4 building campus complex. Campus covers 85 acres, 1.4 million operational square feet and over 18,000 cubic box foot capacity with a daily average of 12,000 line items. As Senior Manager, responsible for all aspects of Operations, Safety, Security and Facility Maintenance for the campus and all campus tenants.Key Achievements: Reduced backlog of over 1000 pallets of WIP within 1st 6 months in position through addition of project workforce and focus on process teams to complete workload. Designed and implemented 5S stations for all campus buildings for cleaning stations, operational equipment, material handling equipment, charging stations and all processing stations/docks. Reduced staffing from 57 to 45 through effective use of Management Operating System Labor Utilization tools and increased efficiencies through process team implementation. Currently exceeding P&L budget by $255,000 in Record Center by cost reductions in payroll and expense reductions/controls in SG&A accounts for campus. Increased campus scores on Territory Audits from 62% in 2010 to 85% in Spring 2011 audit through focus and accountability for improvement action plans and regular building inspections based on audit checklists.

Moorestown, Nj

Lead and implement profitable strategies for the largest DC in the company. Responsible for all aspects of the Operation, to include Transportation, Customer Service, Financial and Inventory Control. Interfaced with vendors for SKU selection, rotation and inventory volume. Consolidate 2 separate DC’s into 1 building footprint reducing inventory duplication and select a high performing team while reducing overall headcount. Direct management of 10 exempt employees and 89 hourly employees covering 3 shifts.Key Achievements:Reduced exempt employee staffing by 4 Supervisors and consolidated their responsibilities to other front line supervisory staff. Re-mapped and re-warehoused all bulk locations to increase area storage capacity, increase annual turns and improve inventory rotation.Working with National Logistics Team, stood up a separate brake and rotor facility from ground up. Received shipments direct from overseas vendor and re-supplied all DCs in the United States. Projected 1st year savings were in excess of $300K coupled with decreased cycle time for re-supply.Ran successful Union avoidance campaign maintaining the workforce in a Union free environment.Selected by Corporate Operations Vice President as a member of the Corporate SAP Implementation Team.

Bristol, Pa

Proven ability to meet all budget and operational goals for high-volume service organization with a reputation for providing superior, knowledgeable support and repairs.Organize and lead strategies to improve the bottom line while balancing the needs of customers with those of the organization and team members. Implement new policies and procedures, and lead efforts to advance the vision and priorities of the company. Build high-performing teams that maximize process efficiency to enhance the customer experience. Manager responsible for profit and loss (P&L), budgeting, payroll, and vendor relationships. Oversee 75+ staff members in a logistical repair center.Key Achievements:Established a highly efficient operation that served as the exclusive service provider for 180 retail stores in 16 U.S. states. Responsible for logistic support and movement of all product.Successfully increased financial performance by over 125% in two of the past three years.Contributed to profitability by maintaining the lowest payroll cost structure in the division for the last 3 years.Recognized company wide for strong inventory knowledge and abilities, consistently achieving a shrink variance of less than 0.5% of costed inventory annually on a total inventory in excess of $1.8 million. Introduced and implemented Lean, Six Sigma, and Kaizen principles to reduce waste and improve efficiency with warehouse efforts rewarded as “Best Practice” in the company.Re-designed quality control process resulting in a 2% increase in overall quality and propelled the center to 4th best quality in the company. This resulted in excess of $85,000 annual savings.

Charlotte, North Carolina Area/Greensboro, Nc

Selected to manage daily operations of depot and field service organization with 55 employees serving 32 retail stores in a 4 state market. Developed tactics to reduce expenses while increasing production, quality and customer service. Oversaw human resources activities. Responsible for P&L and all operational metrics.Key Achievements:Redesigned operations to increase production by 25% year over year while significantly reducing costs and increasing profitability.Awarded National Service Center Manager of the Quarter on three occasions. Award based on customer satisfaction, repair quality, overall P&L performance, associate and retail store relations, speed and overall center performance.Recognized nationally 4 out of 5 years for achieving the highest customer satisfaction scores in the Service Division.Designed and implemented a new warehouse cycle count process that provided a better audit system and resulted in physical inventory variance of less than .05% annually. Process was adopted by National Service Division and Loss Prevention as the national standard.Reduced facility write-offs by $40,000 annually by increased technician training and managerial oversight of write-off process.

Multiple Assignments/Locations

Proven accomplishments with the U.S. military, securing multiple promotions in recognition of expertise in leadership, team building, logistics, and training. Managed all aspects of team building, resource management, and training to improve the performance and morale of supported soldiers. Key liaison between 2000 soldier combat unit and the logistical support unit. Officer in charge of budgeting, finance, ordering and supply of all personnel and mission essential supplies for an 800 soldier unit. Details about military positions will be provided on request.Key Achievements:Designed invoice/ordering tracking program that allowed for planning input to Commander on budgeting and P&L variance.Divisional Training Officer for Helicopter Slingload Training. Designed and published training material and conducted weeklong training seminars in support of Divisional Certification Course

Masters Of Science, Organizational Management

Bachelor'S Degree, Business Administration And Management, General