Sam Melamed Email & Phone Number

Farmers Branch , Tx, Us

Midvale, Utah, Us

Manage inventory control for the 1B (Wed – Sat) shift for the Lewisville ECOMM distribution center within an international logistics network for Bed Bath & Beyond with Multiple Vendors with direct responsibility for a 800,00 sq. foot facility with over 500 employees and over 120,000 SKU's

Oversee the planning and implementation of product distribution operations focusing on developing standardized processes. Direct warehouse operations using a series of proven management methodologies to control inventory, budget, and staff operations.KEY ACCOMPLISHMENTS:• Implemented a series of safety protocols to ensure the maintenance of safe working environments, and to promote adherence to government and OSHA safety regulations.• Conducted detailed analyses of warehouse operations successfully identifying and removing wasteful processes which resulted in a 10% reduction in facility costs.• Coordinated improvements to warehouse operations including identifying processes that reduce productivity, and implementing new technologies to increase process efficiency.• Managed inventory monitoring and replenishment operations using a series of methodologies to forecast future business needs, and coordinating replenishment orders with vendors

Transferred to Houston , TX March , 2015Branch Manager, Warehouse Manager- Developed Monthly Review process for each Supervisor to review each employee’s performance on a monthly basis and development of future development.- Responsible for all warehouse operations, including receiving, shipping , putaway and returns.- Responsible for processing weekly payroll for all branch employees- Responsible for all facility purchasing and budget expenditures for facility.- Responsible for all Forklift and maintenance.- Developed new packaging for Richmond Branch, which included pallet toppers with the Global logo and all boxes and pipe shipping tubes also had the Global logo.- Developed productivity tracking spreadsheet and incorporated that tracked all warehouse tasks for each warehouse associateand also track warehouse overall weekly goals. The goal of setting this up was to set a goal in front of each warehouse associate and post a weekly warehouse goal for each associate to follow.- Set up Fastenal vending machine in branch to reduce supply costs for the facility. This tracked supply usage by warehouse associate and also tracked usage for the whole facility. With this agreement with Fastenal all these reports were available online. Anyone in the company could view this information.Responsible for All Sales Operations of the Branch from Aug 2014 – March 2015Launched WMS software in Jan 2014 to replace Green screen system.

Responsible for all Night shift operationsResponsible for tracking employees productivity and errors made. Reveiwed productivity metrics with each employee on a monthly basis.Responsible for making employees accountable for all safety procedures.Responsible to ensure that the customer received the product ordered and in good condition.

Irvine, California, Us

Managed all Warehouse operations including shipping, receiving, parts procurement, equipment maintenance and stocking of all material for the Remanufacturing Center. Supervised up to 25 employees at any one time, and responsible for forecasting all supplies and parts used on transmission and engine production lines. Transferred from the corporate office for the launch and implementation of all warehouse operations for the Mazda Remanufacturing and Technical Center.Set up all warehouse operations for the opening of the Mazda reman and technical center.Documented all warehouse procedures and trained all warehouse personnel to follow procedures.Developed shipping schedules to optimize inventory department goals and production.Established parts receiving procedures and implemented bin audits in warehouse to ensure inventory accuracy.Established lean warehouse principals used to improve production and increase on time delivery.Interviewed potential candidates for the launch of the rotary engine and power steering pump production lines.Managed multi-million dollar inventory and carried the responsibility to forecast future needs and ensure inventory was available when needed.

Irvine, California, Us

Managed and supervised 5 call agents who ran the Dealer Assistance Group, which is a call center that answers Mazda dealers’ parts and warranty questions and concerns. Transferred from the Olive Branch PDC to Mazda’s corporate office because of my extensive experience at Mazda’s PDC’s and assist dealers in becoming more profitable. Was part of a lean team involved in multiple six sigma projects for Mazda’s parts operations for US and Mexico dealers. • Assisted in the development of a call logging system for dealer calls and implemented employee tracking system utilizing Microsoft Excel knowledge. • Supported the launch of all new dealer assistance group website which helped dealers become more profitable by giving dealer feedback. • Developed Dealer Assistance Group Call Center Training sheet for new members. • Achieved excellent customer service by developing strong international relationships to avoid backordered parts situations. • Achieved better communication with PDC’s by explaining warehouse operations to inventory staff to assist them in improving PDC KPI’s. • Supported the launch of the first Mazda Speed vehicle in 2003 by coordinating parts supply for all of Mazda’s US ports. • Nominated to be part of a team that was involved in multiple six sigma projects for Mazda’s parts operations for US and Mexico dealers. • Recruited to be a part of a sixth sigma team that improved in transit times for parts shipments from Memphis to Mexico. • Initiated improved communication between technical services department and parts department that had stopped communicating with each other.

Irvine, California, Us

Managed and supervised every department at the PDC. Supervised up to 20 people in each department of the facility including (Shipping, Receiving, Stocking, and Dealer Returns). • Initiated warehouse plan to use warehouse space more effectively by using larger size bins and added mezzanine. • Implemented Root cause and best practices in all departments of the facility to execute improvement throughout. • Presented weekly KPI for weekly management staff meeting. • Developed and presented quarterly safety meetings to meet OSHA requirements. • Implemented employee process improvement to assist in receiving/parts and put away errors. • Launched and tested RF program for all departments in warehouse.