Stephen Mccleary Email & Phone Number

Greater Chicago Area

Created, developed, and implemented transportation programs that increased the service level amongst the transportation providers at a company while improving their logistics cost.PROJECT PHASES…I. Strategy, Operations and RequirementsII. Data AssemblyIII. Create Blueprint of Freight SystemIV. Freight EngineeringV. Market PricingVI. Recommendations for ImprovementVII. Implementation of RecommendationsRESULTS…With the knowledge of the industry, using a methodical approach, developed and implemented successful transportation programs, which reduced freight costs by 10% to 20% through the analysis of data, re-engineering techniques and focused negotiation of ratesWith a very well organized documented collaborative approach, formulated and implemented monitoring systems that measured the service levels of the transportation providers, which increased their performance level

A $60 Million Wholesaler Of Malt Beverages

Managed the inventory level and accuracy of a 250k sq ft facility with an inventory turn every 2 weeks along with directing a private fleet and commercial carriers.KEY OPPORTUNITYI. CYCLE COUNTINGa. SITUATION – The Inventory Record Accuracy was below industry standard. This created an Inventory environment of extremes with numerous out-of-stocks along with over-stock of products.b. TASK – Create a solid paper trail to indentify ‘Cause and Effect’ situations; Develop a program to monitor the inventory on a daily basis, quickly and efficientlyc. ACTION TAKEN – Implemented a bar code scanning system along with a Cycle Counting Program utilizing the ABC Inventory Control Classification methodd. RESULT – This increased the Inventory Integrity to 99%, reducing the out-of-stocks and excessive inventory.

An $82 Million Direct Market-Fulfillment Division Of A Commercial Printer

Managed and supervised the daily operation (3 shifts) with 5 direct reports and 40 hourly associates of a narrow aisle batch pick operation along with directing a private fleet and commercial carriers.KEY OPPORTUNITYI. LACK of CAPACITYa. SITUATION – As the number of clients increased along with the size of the contracted projects, the amount of material needed for the work orders also increased. Additional pallet facings were needed in the warehouse to accommodate this additional material. In addition, there was a need to streamline the process with supplying the assembly stations in an orderly timely manner. b. TASK – Determine how to increase the pallet facings without increasing the square footage of the warehousec. ACTION TAKEN – Tightened the warehouse by adding racking with a narrow aisle configuration using wire guided turret trucks to store and pick the material. Used a Walkie Ryders for the movement of material to the assembly stations and implemented the Kanban method for efficient and timely delivery.d. RESULT – Increased storage capacity by 28% within the same square footage and increased cases picked/hrs by 35%. In addition, material return (overstock) from a completed job run was eliminated and machine downtime due to lack of material cut in half.

A $550 Million Nursery, Craft And Pet Supply Retailer

Managed the transportation, order processing and shipping departments of a regional distribution center with 3 direct reports and 80 hourly associates that provided for the daily shipments of merchandise to the stores throughout the chain that included the private fleet and commercial carriers.KEY OPPORTUNITYI. STREAMLINED TRANSPORTATION PLANNINGa. SITUATION – The transportation departments were reacting to the constant changes in the shipping needs to the stores as order volumes would fluctuate. Each facility within the company had a different process on how to determine the trailers needed along with tendering the loads to the transportation providers.b. TASK – Diagram a process that is consistent amongst the facilities and takes advantage of the transportation providers with the best rates and service to the stores c. ACTION TAKEN – Created a team within each facility, mapped out (brown papered) the current flow of information, developed a process that planned for the needs and kept everyone informed. It also had the ability to adapt to the changing needs as they occurred.d. RESULT –The transportation departments within each facility moved from being reactive to being proactive in the planning and execution of store shipments. This reduced the transportation expense to cost of goods shipped cost ratio by 12.7% by utilizing the key carriers on their proper traffic lanes.

Supervised and lead a team of 90 associates with unit wide responsibility this included 5 direct reports.KEY OPPORTUNITYI. INCREASED THROUGHPUT; DECREASED MANHOURSa. SITUATION – Preparing for the Christmas Season as the quantity of the shipments received grew along with the temporary staff, a process was needed to insure that the timely and accurate unloading of the product was efficiently done.b. TASK – To develop and implement some kind of motivation that would challenge and inspire the staff to do their best and work as a teamc. ACTION TAKEN – Having established a baseline from a prior period of time, set up an incentive that if certain levels of unloading (cases unloaded/hr. & pallets put away/hr.) were exceeded and maintain better than the prior period the crew would earn incentives (longer break time, pizza, etc..)d. RESULT – Reduced the man-hours over the previous year by 1,000 hours along with processing 25% more product through the receiving department.