Ron Sommer Email & Phone Number

Responsible for the Implementation of a standardized national routing Master Planning and Daily Routing for all distribution centers across the country. • Lead route Engineer for 22 Distribution centers with multiple concepts.• Developed and created routes in new routing software known as Strategic Planner under the Omnitracs software created specifically to replace outdate Territory Planner software• Introduced Daily routing to locations Road Net Anywhere (RNA) software. Develop routing solutions that comply with DOT hour and weight regulations.• Ensure Re-Routing solution achieved customer service objectives, lowering miles but maintaining customer expected delivery times.• Responsible for RFP planning new routing for potential bid packages to insure profitable entrance into a new market. • Business Team lead for the Integration process between Omnitracs and JDE software.• Participated in the implementation and deployment of a national routing model to standardized 26 Distribution Centers routing practices.

Englewood, Co

Responsible for the Master Planning and Daily Routing for the Denver Market while ensuring location costs and productivity targets are achieved• Responsible for Routing, Loading and Assigning Equipment for the Denver, Colorado Springs and Pueblo Markets• Daily maintenance of the KDP Dispatch, Roadnet, Asset Management Tool, and Fleet Loader applications.• Daily routing based on Customer and location parameter ensuring service, cost, and productivity targets are met.• Communicate daily with Delivery Supervisors, drivers & Account Managers to assure that specific customer delivery needs are met.• Schedule required Vehicle Maintenance based upon the needs of the Maintenance Team while still maintaining customer needs• Solve daily routing solution by FLEX routing (fewest trucks and drivers) based on daily workload, tight geographical areas, proper sequencing, balanced workload, and customer/driver continuity• Ensure routing solution achieves customer service objectives by ensuring a balance of customer windows hit and customer continuity with cost and productivity targets.

Denver,Co

Responsible for the flawless execution of the Specialized Dispatch Operations process while ensuring location costs and productivity targets are achieved.• Managed product delivery schedules for 3 different locations in 3 different states, averaging 80,000-100,000 cases per day.• Daily maintenance of the Pepsi Dispatch, Roadnet, Asset Management Tool, and Bay Mapping applications.• Daily routing based on Customer and location parameter ensuring service, cost, and productivity targets are met.• Daily communication with Territory Sales Managers /Delivery Supervisors regarding resources and routing solution effectiveness• Communicate daily with locations to coordinate resources, drivers & trucks, and specific customer delivery needs• Solve daily routing solution by FLEX routing (fewest trucks and drivers) based on daily workload, tight geographical areas, proper sequencing, balanced workload, and customer/driver continuity• Ensure routing solution achieves customer service objectives by ensuring a balance of customer windows hit and customer continuity with cost and productivity targets.• Develop routing solutions that comply with DOT hour and weight regulations• Meet SDO productivity targets of routes, sessions, bay maps per hour

Volunteer work for a not for profit that rescues Golden Retrievers in the intermountain West and finds permanent homes for the dogs.Assist in getting the rescued dogs to Denver through a network of volunteers.

Denver, Co

• Customer Service Manager (CSM) for the Denver and Colorado Springs market. Primary responsibility was managing a team of drivers and Customer Service Reps to service customers in the delivery of Ice. Location has almost $1 Million in sales during the peak months and drops down to $200k per month in the winter. Responsible for hiring up to 20 drivers and then cutting staff to meet budget requirements while still meeting all customer service requirements.• Other assignments included daily routing for Denver and Colorado Springs, handling customer service escalations, new sales, special events, organizing maintenance on vehicles, safety meetings, accident investigation, workman’s comp claims, and almost any issue involving delivery to our customers.

Erie, Co

Distribution Manager for the largest monthly magazine in Boulder County. Responsible for delivering over 60,000 magazines per month. Organize a routing system for drivers, hire drivers, handle payroll, expenses and maintain accurate and current customer list on file. Dispatch all drivers to meet the needs of the publisher. Manage all mailers using a strong knowledge of postal routes, including saturation and direct mailings.

Recruited to create an inventory system and handle all inside sales traffic for a start-up company specializing in importing Soapstone slabs and tiles. Using operations background, set up the operational system for the entire organization in less than two months. This included setting up the systems and processes to support inventory management, account payable and receivables. Set up entire operation using off-the-shelf software including Peachtree, Excel and Word.

Hired to rebuild and manage the day to day operations of a tile wholesaler. Primary responsibility was establishing an effective mechanism to control the inventory. Monthly sales were $600,000 to $800,000 per month at a 40% margin. Daily responsibilities included inbound and outbound traffic, budget accountability including profit margins and management of variable expenses, team leader in customer service, controlling $600,000 in inventory through cycle counts and audits, running the day to day warehouse operation, and hiring and firing employees for the largest tile wholesaler in the west. Due to nature of role, dual reporting structure included reporting to the Regional Manager of Operations and the Denver Branch Manager.Inherited a team with morale problems due to lack of clear responsibilities and understanding of how their individual roles impacted the bottom line of the branch. Team consisted of Customer Service Manager and Warehouse Manager plus their individual teams.Enhanced the corporate inventory system to allow for mid-term checkpoints in preparation of quarterly audits to allow for corrections to be made proactively rather than reactively. Branch operational success and individuals compensations were measured on the outcome of quarterly audits. Reduced the variance in audits from $20,000 to $400 during my tenure, receiving the highest audit rating in the company. Prior to my taking over the Denver operations, the previous four audits were failed. Under my management, the branch did not fail any audits. Developed a planning system to ensure that inventory always satisfied the needs of our bigger customers and our best selling items. At the time of my departure the Denver branch had become the model for other locations to follow.

Managed the day to day operations of the distribution division for a cryogenic plant in Denver. Responsible for FDA, DOT, OSHA, CGMP, and EPA training and compliance. Budget responsibility included a monthly budget of $200,000, a weekly payroll of $20,000, and expense management. This job required having a 24 hour phone line to assist customer and driver emergencies, 365 days per year. Location leader in handling all parts of an accident, including prevention, root cause analysis and dealing with the public, if necessary. Developed a maintenance plan for fleet of trucks and trailers. Approved repairs, part purchases, preventive maintenance schedule, and assisted on repairs when necessary. Due to maintenance plan, the maintenance cost per mile decreased by 110% in three years.. Negotiated deals for rental equipment when needed. Hired and maintained a union driving force of 15 drivers and one admin assistant. This included quarterly evaluations and bonus payout. Implemented a hiring system which allowed drivers to be hired in time to meet future growth. Assisted in negotiating a new union contract. Implemented an integrated process between the plant personnel, sales representatives and field workers to make the Denver location effective at meeting all the needs of its customers. Schedule the dispatching of drivers and equipment for over 200 customers and; New Mexico and Colorado. In 2000, the Denver location had the worst safety record in the nation and under my supervision it became the standard for the rest of the country to follow. Transformation included stabilization and increasing the size of the driver base. Selected as participant for the enterprise "GEAR UP" training program for future leaders of the company, which identify techniques in handling all types of employees.

• Started as dispatcher for a fleet of 16 refrigerated carrier trucks. Over the next five years it grew to eighty-five trucks and I moved up to Supervisor and then my final promotion to Operations Manager in 1999. • Operations Manager: Responsible for daily operations of a transportation division during a period of tremendous growth. Directly responsible for all drivers and employees that grew to 95. Increased revenue per mile from $1.20 to $1.30, in cooperation with an aggressive sales force to meet all customer needs. Involved in quoting outbound rates, negotiating inbound rates, developing a customer base and making difficult decisions on all logistics problems. Created new methods to help the department work more effectively and efficiently internally and with the rest of the company. • Operations Supervisor: Scheduled a fleet of that grew as large as seventy trucks with responsibilities that included: Meeting customer needs, maximizing mileage and revenue for each truck, while meeting budgetary goals. Created a schedule, using only excel, due to budget restraints, that consistently averaged 3000 miles per week per truck and grew revenue from $1.15 per mile to $1.20 per mile. Directly responsible for managing six dispatchers. During two department moves handled moving offices and organized that office to handle a growing work force. On call 24 hours per day, 365 days per year. Dispatched, coordinated schedule, evaluated, hired and fired drivers. Authorized raises and bonuses for drivers based upon performance and budget constraints.• Dispatcher: Responsible for individual driver issues in my fleet that started at 16 trucks and drivers and grew to 30 before another dispatcher was added. Dispatched drivers and developed a calling system to alert drivers to their next run.

Provided operational support for transportation network nationwide. Duties included scheduling, planning, routing, dispatching triples, and working with local terminal managers to move freight based upon customer needs and available manpower in a specific region. Responsible for efficient and effective movement of freight in the western region of the United States for a major LTL carrier.

Inventory auditor for the financial division of Chrysler Motors. Assisted in locating vehicles that were in repossession status and present during the actual repossession. Promoted to collector and was responsible for up to 6,000 accounts that usually had a 15% past due rate. Collectors were required to maintain a 1%, 30 day delinquent rate quota. This involved over 200 phones calls per day.

Bachelor'S Degree, Political Science And Government

Bachelor Of Arts, Political Science