Rusty Nail Email & Phone Number

• Tire and auto parts distribution to 11 states, with responsibility for 700,000 sq. ft of warehouse space, 200+ Teammates and $50 million in inventory. ISO 9000 certification. (TS16949)• General Manager responsibility for all distribution center operations functions, strategic planning, performance and productivity improvement. Duties include management of Warehousing, Transportation, HR, Maintenance, Security, Line Driven Safety, Inventory Control, Accounting and Order Selection on multiple shifts.• Private fleet totaling 65 day cabs and sleepers with 180 trailers. Fleet of the year award in 2000. • Team Building leadership resulting in Distribution Center of the Year in all Bridgestone-Firestone 2002 and 2004.• Distribution Center Manager of the Year 2001 and 2004. • Responsible for all South American & Mexico imports. Experienced in Customs clearing, containerized shipments, detention / demurrage management, C-TPAT, and private fleet drayage.• Leadership responsibility for total process of building a new 700,000 sq. ft. DC including, lease negotiations, design, construction project management, interior design, and the start-up consolidation from multiple DC’s to one.• Lowest cost per 1000 lbs shipped of all Bridgestone-Firestone DC’s.• Well versed in WMS, continuous improvement teams, process flow-charting, product stratification placement, SOP documentation, Kaizen, Lean Manufacturing, 5S, root cause & fault tree analysis, and ISO 9000 systems.• Guest speaker Southern Methodist University retail business class on “Supply Chain Management”.

• Third Party International Logistics provider in 200,000 sq. ft. of warehouse space. Responsible for 40 Teammates and multiple high security customers. ISO 9002 certification.• Customers included Cartier jewelry, Lappas silver, Sony electronics, Motorola pagers, Iridium Satellite phones, and numerous others. Managed all European & South American customs clearing, container detention/demurrage, & FTZ• Guest speaker at The Center for Business Intelligence 1999 conference on “Solutions for Global Pharmaceutical Distribution”

• Wine, Spirits, and Beer distribution in 7 facilities totaling 650,000 sq. ft of warehouse space, ranging in size from 40,000 sq. ft. to 260,000 sq. ft., with responsibility for 225+ employees and $72 million in inventory.• Responsible for all distribution center operations functions, cost reduction, performance and productivity improvement in multiple locations. Duties included management of Warehousing, Transportation, Regulatory Compliance, Maintenance, Security, Safety, Inventory Control, HR, and Order Selection on multiple shifts.• Private Delivery Fleet totaling 52 trucks including straight trucks, tractor-trailers, and reefers. • Member of the TQM steering committee responsible for change management that established the infrastructure to facilitate the culture changes to a participative team environment.• Well versed in DOT, OSHA, and fleet safety programs. Maintained compliance with government regulations regarding alcoholic beverages.• Experienced in imports, Customs clearing, containerized shipments, bond - room procedures and withdraws.• Developed and coordinated the design & redesign of the distribution centers, including the conveyor system, shelving layout and product relocation, resulting in increased productivity and storage capacity.

• Responsible for establishing organizational design and managing all operations functions of this start-up distribution center which processes outdated pharmaceuticals. Duties included supervision of Warehousing, Transportation, Inventory Control, Receiving, Regulatory Compliance, Human Resources, Safety / Security, Accounting, and Information Systems.• Negotiated, closed and monitored performance under a $1.0 million facility lease, a $450,000 construction contract and numerous systems design and equipment acquisition contracts valued at $3.0 million in the aggregate.• Key member of team which designed process flow system, which allowed maximum flexibility in developing custom processing for customers resulting in decreased base processing costs and increased market share and revenues.• Project management of construction, installation, start-up, DEA and FDA inspections and all requirements for Federal and multiple State licenses within 6 weeks, approximately 3 - 6 weeks ahead of a normal schedule for such a facility.• Analyzed and reorganized IT department and developed and implemented short and long range plans for software development, which saved $15,000 per month in outside programming cost and over $80,000 in software costs.• Guest speaker at National Wholesale Druggist Association's 1993 National Hazardous Materials Conference. Instrumental in development of state-of-the-art software meeting DOT, OSHA and EPA requirements.

• Responsible for establishing and managing all Sales & Operations functions of wholesale pharmaceutical distribution centers in highly competitive markets. Duties included management of Sales, Business Development, Customer Retention and Service, Warehousing, Transportation, Inventory Control, Receiving, Regulatory Compliance, Human Resources, Safety and Security, Accounting, and Information Systems. • Increased San Antonio production by 15% and sales by 18%, while cutting annual operating and personnel costs by 20% within 8 months.• Developed excellent customer relationships with management of Wal-Mart, Kroger, H.E.B. and May's Drugstores resulting in annual sales revenues of $75 million.• Consistently exceeded budgets for sales and new accounts achieving recognition for the Oklahoma City Division as one of the top producers in the Company and increasing sales from $165 million to $322 million.• Reduced Division operating expenses from 3.85% to 2.91%, consistently under budget by 8%-17%.• Maintained profit margins of approximately 7.6% and achieved a 40% ROI, making Oklahoma the most profitable division of 12 in the Company.• Management spokesperson during union contract negotiations and settled all grievances without arbitration.• Redesigned Customer Service work flow which decreased complaint resolution time by 50%.

Education record

Education record

Education record

Education record