Thomas Gonzalez Email & Phone Number

Riverside, California, United States

Managed a region that stretched from Portland, OR down to San Diego, CA and Eastward to both Las Vegas, NV and Phoenix, AZ. Oversaw the linehaul operations and established processes and strategies amongst the cross-functional departments within the region.

Pomona, Ca

Manage 70 union delivery drivers and three salaried supervisors. Responsible for actively managing monthly P&L to achieve budget, improving year over year spending by 6% and attaining $250,000 EBITDA profitability. Developed sustainable processes and routines that led to an 11% increase in our annual Distribution Process Optimization audit, reaching sustainable status for the first time in branch history. Implemented processes and SOP’s that led to the improvement of KPI’s such as refusals, route efficiency, and capacity occupation. Adhered to DOT and safety regulations and compliance, maintaining zero recordable injuries and zero violations during my tenure. Also, served as point of contact for Southern California delivery managers on best practices and aligning processes.

Downey, Ca

Currently lead the largest Coca-Cola facility in North America at one million square feet that picks and ships 28 million cases annually for direct store delivery. Work with over 400 union members to achieve daily goals, with 50-70 direct reports. Schedule and allocate associates for each shift in order to maximize through-put, reducing cost per case from $0.149 to $0.135 through implementation of lean principles and minimizing indirect hours. Monitoring of processes in order to achieve most efficient method of production. Tasked with pioneering new labor management system that has already yielded results of increasing pallets per hour from 15.3 to 18.1 and reducing average indirect hours from 1.3 to 0.9. Daily audits of safety, processes, and production in order to maintain and elevate standards, leading to raising audit accuracy from 96% to 99.3%. Inventory control through assessing expiration dates and developing plan of action to prevent loss of goods.

Rialto, Ca

Led 3rd largest hub in North America at 442,000 square feet with over 500 associates, processing 500,000 packages per day. Scheduling and allocation of 60 associates in order to achieve maximum-through put. Attended a week long leadership course in Pittsburgh, PA. In charge of expediting the loading process to ensure that cut-times were being met with accuracy. Successfully implemented processes and methods that elevated accuracy from 94.1% to 97.9% and productivity from 132 cases per hour to 145 cases per hour. Responsible for cultivating talent to be promoted and act as an extension of the leadership team. Ensure safety for all associates and address infractions. Monitor associate performance and provide the right guidance for continual improvement.

Ontario, California

Responsible for 755,000 square foot facility that had workforce of over 300 associates, with over 60 direct reports. Attended a week long leadership course in Atlanta, GA. Served in leadership capacity in inbound, outbound and processing departments. Implementation of S.O.P. and adherence to safety guidelines that led to passing 6 consecutive S.O.P. assessments. Took a processing department that had four functions 10th place or lower within the network, and led all four functions to reach and maintain 1st place by increasing productivity by 10 %. Instrumental in increasing throughput over mechanized sorter from 48,000 cartons per shift to over 55,000 cartons per shift through strategic flow of freight in collaboration with the outbound department. Launched and operated with a lean principle strategy that decreased work in progress for each department by 15% in order to mitigate lost and aging product by $250,000 annually. Applied principles of direct loading in outbound that increased cube by more than 10%. Develop internal talent on a daily basis while assessing potential talent in monthly interviews. Mentored 7 associates who were promoted during my tenure. Launched 10 initiatives piloted in the Ontario location that were successfully rolled out to other facilities. Conduct hourly assessment of progress and course-correct accordingly. Supported facility as acting operations manager for a five month period, assuming all associated roles and responsibilities.

Pomona, California

Managed a 250,000 square foot facility that employed more than 70 associates, with 40 direct reports. Merchandising of the store to flow in a way that maximizes sales. Saw sales grow over 10% in all major categories, while setting standards that were rolled out to other stores. Approval of check/credit card sales exceeding $250, balancing the safe at the end of the shift, and responsible for opening/closing the store. Inventory control through ordering and cycle counts. Reduced out of stock from 10% to 2%, while minimizing overstock to help leverage our P&L. Implementation of S.O.P. and adherence to safety guidelines. 0 OSHA incidents during my tenure. Conflict management and resolution customer, vendors and associates.

Chino Hills, California

Customer-service oriented. Experience with receiving product accuratelyGreeting and meeting customers' needs through constant engagement