Actively lead a team of 43 co-workers in an incentive-based environment to perform efficiently, effectively and to ultimately result in the overall success of the Outbound distribution operation:Production results consistently surpass the departmental goals (100% based on set goal of 95%).Quality Standards exceed the departmental goal (99.4% compared to the identified goal of 99.2%).Utilize coaching and mentoring practices on a daily basis to ensure optimum production from team members. Also perform yearly evaluations.Recognized by Senior Management Team as the Manager on Duty for Weekend Schedules with ultimate responsibility for the Operations of Distribution facilities.Appointed Senior Manager in critical business periods, handling 18M packages annually and totaling $1.5B in sales.Proactively provide direction to employees through the Employee Roundtable Program. Responsible for facilitation of sessions regarding Safety, How To topics.Own relationships with third-party partners (i.e. UPS, MI, DHL and USPS) regarding scheduling and other services as applicable.Led team to achieve the 2007 Safety Goal and are currently below the incident goal for 2008.Member of the Leadership in Excellence Committee.

Supervised a 54-member team in processing customer returns promptly, accurately and within the 48-hour site standard.Fostered team environment through coaching & performance feedback on a regular basis. Increased staff productivity from a low of 76% to an average of 93% with a high of 96% while maintaining an accuracy of 98%.Selected by Senior Management to lead the implementation of the site's first engineered Performance Incentive Program. The program was implemented on schedule and within budget.

Managed and trained a non-exempt, warehouse-facility staff (24) in handling and safety practices to ultimately result in processing 1.2M units annually.Held oversight responsibility of a 20+ vehicle fleet transporting an average of 4,500 pieces daily.Presented recommendations to Senior Management in order to reduce expenses and resources required in the loading process. Senior Management awarded approval and the recommendations were further developed and implemented.Performed daily support activities, including driver log maintenance and load line preparation.

Responsible for inbound/outbound flow of finished goods, handling approximately 10,000 units/week.Successfully reduced staff and eliminated overtime expenses.Managed shipping schedules and courier shipping departments.Utilized available resources to develop procedures to facilitate expediting merchandise.Responsible for quarterly- and year-end inventory.

Integral part of a retail distribution department handling $15 million annual sales.Developed and implemented departmental infrastructure through documented process and procedures.Significantly contributed to increased sales by closely coordinating inventory supply with sales, advertising and promotions that resulted in a 95% service level.Responded to and resolved complex customer issues with-in twenty four hours.Achieved less that 1% error rate in orders filled.Negotiated contracts with freight carriers to develop a strategic transportation plan that resulted in improving home delivery times by 60% and rates by 75%.Achieved departmental year-end inventory goals.

Set and monitored product forecast in order to drive re-ordering process.Actively managed sales and forecast-budget ensuring the proper balance of inventory for sales trends.Liaison to stores regarding delivery information for out of stock inventory.Achieved Service level of 95% while maintaining ten weeks or less of inventory in stock.Operated and delivered required results within budget constraints.