Working as part of the Operational Excellence team to implement continuous improvement and lean objectives in the Memphis Distribution Center for Trane.

Managed the outbound department for a top 100 multi-channel and top 200 internet retailer. Benchmark Brands operates the title Footsmart with an annual catalog circulation of over 45 million, and 1.2 million unique visitors per month to its web site. Product line consists of lower body health items and comfort / fitness shoes. Department's average weekly volume is 32,000 packages shipped via small package carriers. The average staff size is 40, and consists of both full time and temporary employees.Key Accomplishments:Increased shipping volume by 50%.Improved same day shipping volume from less than 10% to over 20%.Involved in the installation of two separate conveyor system upgrades.Coordinated the trial and installation of four automated bagging equipment.

Manager of the first shift's receiving department for a 1 million square foot Regional Replenishment Center (RRC). Shift consisted of 35 associates and two supervisors. Controlled over 75 dock doors spread out over four separate docks. Volume per shift consisted of an average of 10,000 cartons per day, and 15 to 25 trailers per day. Key Accomplishments:Implemented daily game plan by using spreadsheet to establish shift capacity levels and compare planned work load to production goals.Assisted in reorganizing east dock area to increase flow of product through dock area.Completed Route Cause Analysis training course.

Manager of used digital media (CDs, DVDs and Video Games) warehouse for nationwide retail chain reporting directly to the VP of Distribution and Logistics. Managed a staff of 30 to 60 employees. Inbound product went through a labor-intensive quality process. Outbound shipments sent to both retail stores and Internet customers. Coordinated all shipments with a transportation broker. Key Accomplishments:Implemented key performance indicators for warehouse staff designed to monitor and maintain employee and warehouse performance.Created labor and inventory forecasts for warehouse.Created yearly budget of $1.5 million for warehouse.Reduced DVD case cost by one third by sourcing from new vendor.Coordinated the fulfillment of a 200-store rollout for the used digital media program.

Jacobson is a national 3rd party warehouse and logistics firm based; Served as the Operations Manager for company's warehouse dedicated to a client in the animal health industry shipping up to 4,000 packages per day. Managed a warehouse staff of 25 employees. Responsibilities include overseeing day-to-day operations, meeting performance goals, hiring/firing of staff, training, inventory control, customer service and facility maintenance.Key Accomplishments:Completed two successful internal safety audits.Implemented system to track productivity measures.Converted warehouse from 100% UPS to 95% FedEx as primary small package carrier.Quaker Oats / Gatorade: Part of a turn-around management team at company's California beverage warehouse. Operation averaged 80 to 100 inbound/outbound trucks per day. Responsibilities included managing the second shift including 10 employees, preparing warehouse for client's operational audit, updated staff training, loading and unloading trucks, and hiring new employees.Key Accomplishments:Prepared operation and successfully completed operational audit by client.Developed Security, emergency and computer loss procedures.Developed system for tracking productivity measures.Trained existing and new staff in accordance with company training policies.Learned new computer system including forklift mounted RF unitsMerial Ltd: Involved in a start-up operation for a client in the animal health industry. Operation averaged over 1,200 packages per day. Responsibilities included back up to Operations Manager, customer service, training of staff, inventory control, order fulfillment using RF technology and warehouse contact; Key Accomplishments:Creation of a procedure manual to be used as a training aid for the operation.Creation of system to track productivity measures.Designed location layout of customer's product in the warehouse based on sales volume of product.

Manager in a family owned catalog retailer and distributor of agricultural products. Product mix included replacement parts for implements, tractor engine parts, dairy equipment parts and general farm supplies. Extensive customer base included both business and retail customers. Responsibilities included marketing, purchasing, sales and warehouse operations.Key Accomplishments:Created and published three parts catalogs.Developed print ads announcing new products for antique tractor magazines.Created marketing display for antique tractor show.Lowered inventories by 25% by utilizing vendors ability to "drop ship" to customers.Lowered product cost by 10% by multiple sourcing products.Worked with piston manufactures to custom make pistons for antique tractors.Successfully designed, moved and collapsed a 14,000 sq. ft. warehouse into 8,000 sq. ft.Designed and sourced packaging for engine kits to prevent damage during shipping.Marketed warehouse services to outside companies to utilize unused warehouse space.