Tim Rolling Email & Phone Number

Cincinnati, Ohio, Us

Ithaca, Mi, Us

Responsible for direct operational & strategic aspects of a 125,000 square foot manufacturing facility, producing and distributing Custom Picture Frames and Posters, equating to six (6) million in annual sales.Accountable for all phases of personnel development including recruitment, hiring, training, developing, evaluating, promoting and separations, for a staff of 40+ hourly associates and two (2) salaried employees.Responsible for all Purchasing functions for the entire Manufacturing operation.Implemented a High-Volume Production Line to increase daily frame production by 400 frames or 16%.Implemented a continuous sustainable improvement initiative to ship Internet orders within 48 hours, to improve customer service levels for internal and external customers.Co-Leader of Company's Safety Committee--Safety is Priority #1.

Battle Creek, Michigan, Us

 Responsible for direct operational & strategic aspects of a 210,000 square foot distribution center operation, delivering and supporting six (6) million annual DSD cases with financial responsibility for annual payroll budget of $7 million and total operating budget of $13 million Accountable for entire flow of distribution and warehouse operations including human resource management, including six (6) direct reports and staff supervision of 95+ associates.  Built collaborative relationships with Sales Leadership, based on trust and integrity. Provided outstanding customer service to two (2) Senior Retail Managers, ten (10) District Managers and 104 Retail Sales Representatives. Reduced total operating expenses by $450 thousand in 2013 vs. 2012. Achieved $390 thousand favorability vs. 2014 Budget. Safety Priority #1. Reduced TRI’s & LTI’s by 40%. Posted a 1.35% Preventable Crashes Per Million Miles Rate in 2014. Improved warehouse productivity by 16%. Inventory Variance .004% (525,000 average cases or 11,400 pallets). Implemented 4x10 workweek for both drivers and warehouse associates. Coached, trained and mentored and promoted two (2) associates to Warehouse & Transportation Supervisors

 Responsible for direct operational & strategic aspects of two distribution center operations, delivering and supporting 12 million annual DSD cases with financial responsibility for annual payroll budget of $11 million.  Accountability for entire flow of distribution and warehouse operations including human resource management, including five (5) direct reports and staff supervision of 190 employees.  Lead distribution and warehouse teams, to drive productivity, reduce costs and improve customer service. Ensures teams are achieving Product Supply goals and objectives, while meeting and exceeding all Key Business Indicators.o Effectively daily, weekly & monthly labor scheduling, utilizing Seasonal and Part-Time employees, to manage associates life-work balance.o Expanded OFS Route Delivery System within the Knoxville DC.o Executed warehouse layout project to improve product flow and operational efficiencies.o Executed two (2) route plans to provide improved customer service at the optimal delivery cost.o Established safety committee teams to heighten safety awareness (root cause), to reduce WC claims, LTI and AFR’s. Goal is to send our associates home safely, each and every day.o Collaboration with sales partners to manage BD&L. Proactively identified and communicated with sales leadership and executed plan of action to minimize product liability loss.o Established daily communication processes with Deployment Planner to address OOS’s and improve OTIF performance. Functional Lead for Warehouse Optimization project. Developed and cultivated a sense of urgency at the Knoxville DC, to heighten the importance of employee engagement, through daily start of shift briefings and end of day debriefs, which provided increased 2-way communication and issue resolution.

Uxbridge, West London, Gb

 Direct operational & strategic aspects of thirteen Sale Centers operations, delivering and supporting $510 million annual sales revenue with financial responsibility for annual budget of $44 million.  Support Sale Center Distribution, Warehouse and Merchandising teams, to drive productivity, reduce costs and improve customer service. Ensures teams are achieving Supply Chain goals and objectives, while meeting and exceeding all Key Business Indicators.o Implemented OFS Route Delivery System within 5 Sale Centers generating $225 thousand in annual cost savings.o Implemented Internal Dedicated Freight to Branch operation within the Knoxville, Cleveland & Montgomery Sale Centers producing $440 thousand in annual cost savings.o Cross Dock closure providing improved customer service and annual cost savings of $30k.o Effectively daily, weekly & monthly labor scheduling through Sales Collaboration, creative volunteer layoff process and the utilization of Part-Time employees. Functional Lead for Warehouse Optimization project for the TN/AL Market Unit. Developed and cultivated a sense of urgency to heighten the importance of employee engagement, through daily start of shift briefings and end of day debriefs, which provided increased 2-way communication and issue resolution. Conducted analysis of area business needs and opportunities and shared learning’s with Senior Supply Chain Leadership team. Market Unit Functional Lead on execution plan for all Supply Chain initiatives.

 Direct operational & strategic aspects of eight DSD Customer Logistics Operations and five Kraft Pizza Distribution Centers, delivering and supporting $510 million annual sales revenue with financial responsibility for annual budget of $19 million.  Accountable for all phases of personnel development including recruitment, hiring, training, developing, evaluating, promoting, and separations, for a staff of 160 hourly and 12 salaried employees. Lead Network Cohabitation Redesign of the Columbus, OH Kraft Warehouse and Biscuit DSD operations, generating $350 thousand in annual cost reduction.  Planned and implemented Biscuit network’s first backhaul and fleet utilization program generating over $1 million in revenue since implementation of operations in 2006. Generating $412 thousand annual revenue. Lead team of human resource, safety, and medical managers in the development of extensive Return to Work program for East Area, which resulted in an 86% reduction “Days Away from Work” and Lost Time Incidents. Gained extensive labor relations management experience including contract bargaining agreement negotiation with the International Brotherhood of Teamsters in five separate locations. Consistently reduced delivery and warehouse operating cost by assessing and analyzing existing operations and implementing new, dynamic work processes and scheduling methods. Devised a “Dedicated Inbound Carrier” Initiative in conjunction with Transportation Management to improve reliability of on-time deliveries to branch facilities, which resulted in significant customer service rate improvements and reduction in overtime. Developed & cultivated strong working partnerships with the following customers to enhance delivery-to-shelf efficiencies:o Meijer, Inc. - $500 thousand annual delivery savingso The Kroger Co. - $573 thousand annual delivery savingso Wal-Mart Stores, Inc. - $255 thousand annual delivery savings

 Accountability for entire flow of operations and human resource management in the largest sales branch warehouse in the Nabisco Biscuit Division network including staff supervision of 91 employees in two separate unions, shipping & receiving, inventory management, scheduling, coaching, counseling, office management, and process development & implementation.  Ensured the deployment of over $120 million annual sales.  Developed and managed all aspects of an $8.3 million annual budget.  Executed business plans within budget guidelines by consistently reducing expenses by approximately $400 thousand while supporting a 3.75% annual year-over-year increase in sales. Performed numerous cost justification analyses, risk assessments, and feasibility studies to strategically prepare for future.  Initiated the successful implementation of Off-Hour-Guaranteed Deliveries and Driver Performance expectations, across Span of Control, to drive a 29% reduction in leased fleet size – This initiative resulted in the payroll reduction of over $100 thousand and an 18.4% increase in delivery productivity.  Controlled an average of $7.8 million in on-hand inventory, branch assets, and supplies. Improved customer on-time deliveries and reduced driver overtime by 4.1% through the establishment of a Cart Delivery System – Resulted in a driver unload rate improvement of nearly 600%. Successfully reduced warehouse headcount from 26 BCT Union-represented warehouse employees to 22 while simultaneously increasing warehouse productivity by 13.1%.

 Responsible for all aspects of direct supervision, recruitment, hiring, training, and development of 53 Teamster-represented Customer Service & Logistics employees.  Optimized the distribution of $70 million in annual sales across the states of Idaho, Oregon, and Washington. Exceeded expectations and objectives performing the role of both District Operations Manager and Zone Distribution Manager in four separate Northwestern branch warehouses. Reduced total warehouse overtime and delivery overtime by 17.3% and 11.8% respectively.  Performed superiorly in highly-engaged project leadership role during the successful implementation of the “Project Fresh Flow” during which three of my locations were consolidated and cross docks were established – Resulted in an annual savings of approximately $170 thousand. Effectively supported four Nabisco branch warehouses with accurate product forecasting and cost-optimizing product sourcing, which resulted in organization-leading Customer Service Levels. Increased revenue approximately $1.98 Million over 18 months through implementation of analytically focused approach to product forecasting and sourcing. Supported Regional Retail and Customer Business Teams by providing analyses and reports for retail business planning, giving detailed presentations at Planning Sessions, and frequently participating in strategy meetings.

 Implemented Nabisco Biscuit Co.’s first self directed workforces and effectively maintained high productivity within the Eugene, OR and Medford, OR facilities in a successful effort to reduce payroll & benefit costs Developed and managed an annual expense budget of $3.4 million and executed business plans within objective while supporting an average annual increase of 11.7% in sales revenue. Negotiated and implemented three union contracts to facilitate the achievement of corporate and local productivity objectives while maintaining positive labor relations with employees and union officials.  Improved warehouse and delivery productivity within my district by 19.1% by creating and utilizing dynamic staffing tools. Earned #1 national ranking for combined delivery and warehouse productivity for 16 straight periods.  Reduced costs as a percent of sales by 23% by establishing creative procedures geared toward scheduling and staffing.  Achieved customer service rates in excess of 99% through the implementation of enhanced forecasting and inbound management process.  Enhanced sanitation processes for local district which drove superior-rated inspections across my span of control.  Successfully performed project manager responsibilities during the coordination and implementation of the “Flex Distribution Center” operations in Portland, OR and the roll-out of Norand-Dex hand-held computers across the Northwest Region. Performed frequent analyses of the distribution structure in all locations and created action plans ensuring consistent productivity improvements and cost reduction.