Southern Moulding is a business unit of Décor Moulding, a leading supplier of picture frame moulding and supplies.– In charge of this two-shift 80K square foot distribution center with 23 associates.– Rebuilt customer base by 8% through communication and customer service.– Increased branch sales year-over-year by an average of 14%; in one recent month, sales were up 18%.– Improved on-time delivery service to 99.8%; lowered shipping errors by 10%.– Worked closely with the purchasing department to meet customer demands.– Learned delivery routes, DOT requirements, and warehouse management software (WMS). – Worked with OSHA and local fire marshals to bring the center up to code and safety standards.

– Led a team of 11 associates in the second shift receiving department in this 1.2M square foot DC in Newnan.– Ensured the team met or exceeded production goals. Planned the daily work load for the shift to surpass the receiving department’s metrics of the 2nd most productive DC in the Kmart system.– Earned Supervisor of the Month in February, May, and July 2013 (based on effectiveness and performance).

Regency House provides artwork to hotels – from a Best Western to a Ritz-Carlton. – Responsible for day-to-day operations of high-end hotel art and framing company including production, purchasing, accounting, customer service, HR, training, physical plant and equipment, and product costing.– Reengineered inventory processes by switching to local suppliers to reduce inbound freight cost, reduced supply inventory levels by 28% and decreased supply lead time by three days.– Implemented an inventory system to locate in-stock materials; system also reduced headcount and labor hours.– Improved customer service and sales by decreasing custom framing production time by six days and contract framing production by five.– Quoted large projects and made recommendation to lower unit cost so our customer would be awarded the project.– Maintained positive cash flow by regulating expenditures and negotiating higher vendor discounts (material supplies discount increased by 10% and freight by 13%) and by increasing payment terms (net 30 to net 45).– Directed collections of past due accounts; efforts resulted in less than $4200 of uncollectible accounts in 12 years.– Adjusted product pricing to account for inbound freight, fluctuations in materials, and actual labor cost.– Instituted cross-training, updated pay structure, and modified policies to reduce positions and eliminate turnover.– Reduced shipment damage claims by 92% and decreased packing labor by 30% by redesigning packing procedures.– Worked directly with customers on complicated projects to insure that they were delivered on time problem free.

Administrative Manager | 1996 – 1997– In charge of HR and administration for all 135 employees in the branch and the DC. Traveled to other branches to implement best practices and to train employees in sales, customer service, data entry, and sales order processing. – Conducted detailed analysis of internal systems; recommended future direction and development of a company-managed and operated inventory control system for our retail customer base.– Updated systems and procedures to bring DC costs under budget (reduced labor costs from 3% to 2% of sales). Warehouse and Distribution Manager | 1990 – 1996– Managed the DC from a sales point of view helping to grow the business from $35M in annual sales to $50M.– Led a team of employees that grew from 35 employees on two-shifts in three locations to 120 employees on two-shifts in one new location.– Managed an inventory that grew to $10M; shipped up to 120K units daily from an 11,000 SKU inventory with an average cost of $1.75 each.– Managed the old distribution center consisting of three buildings at 125% capacity for three-and-a-half years while meeting or beating sales-to-labor budgets during a period of high turnover; sales exceeded projections by 20%.– When sales were $35M annually, set a monthly sales record of $4M, the best volume in our 70-year history.– Along with an outside consultant, planned the design, layout, and opening of a 100K square foot proto-type distribution center while managing the day-to-day operations of the closing center.– Managed the transfer of materials and equipment from the old DC to the new DC within a five-day period.– Modified the new pick / pack zone merge system to improve efficiencies resulting in the elimination of delays.– Collaborated in the design, development, and implementation of a warehouse standards and bonus program.– Achieved 1.1M man-hours with only one significant injury in nine years (1987-1996).

Operations Manager | 1987 – 1990– Responsible for the day-to-day planning of the warehouse, inventory control, and annual physical inventory.– Selected by the CFO to assist in opening of two new distribution centers in Elmsford, NY and Reno, NV. – Coordinated the installation of all new hardware and communications devices that linked all the branches. – Trained senior account executives in the area of operations, customer support and computer systems. – Assumed Branch Manager’s duties when the branch manager was out for an extended time.– Worked with customers on special promotions, sales orders, and service issues.Inside Sales Representative | 1985 – 1987– Responsible for customer and sale force support, marketing, phone orders and walk in sales.