Vernon L. Burkett

** ***** *****, *********, ** *4513

Mobile - 510-***-****

acgehq@r.postjobfree.com

Summary of Qualifications

Over 25 years of demonstrated successes in distribution (DC) operations management and other

complex operations in multiple industries and widely varying environments. Manage facilities

ranging in size from 20,000SF to 1,100,000SF+ in both union and non-union environments.

Designed and started up DC operations from Brownfield and or Greenfield. Opened DC’s in

various parts of the U.S. hands-on leader that drives reduction in costs and/or improvements in

service for distribution and manufacturing processes. Excellent verbal and written

communication, problem-solving, team building and leadership skills. Process-oriented and

driven to deliver tangible results. Demonstrated competencies include:

- Budgeting - P&L Management - Facility Design

- Purchasing - Kaizen Lean Practices - Order Management

- Supply Chain Management - Inventory Management - Team Building

- Contract Negotiations - Change Management

Director of Distribution Operations

ABB Optical Group

2012 – 2014 Alameda, CA, Marshfield, MA and Hawthorne, NY

Oversee daily DC operations of three Distribution Centers located in Alameda, CA, Hawthorne,

NY and Marshfield, MA with a staff of 17 exempt and 325 non-exempt associates.

• 24 hour/5 day operation.

• Process 30,000 orders/28,000 packages daily.

• Planning and Procurement

• Hire exempt and non-exempt staff.

• Establish and implement cross-training matrix

• Successful installation of productivity WMS enhancements (IRMS, Data Mart, Time

Tracker, WDS)

• Reduction of 9 non-exempt associates resulting in $270,000 annually due to Lean

initiatives.

• Reduction of $500,000 in inventory due to inbound process improvements through lean

initiatives. Reduce process time by 24 hours/3 transit days.

• Improved productivity by 8% annually due to lean initiatives resulting in not hiring

additional labor for future sales growth.

• Reduction in overtime by 6% annually by aligning shift schedule based on order volume.

• Quality of service ranked from 3rd in 2012 to 1st in 2013.

• Employee survey improvement facility score of 60% satisfaction in 2012 to 85% 2013.

• Ensure FDA regulatory compliance guidelines are followed.

Western Regional Warehouse Manager

Sarnova Health Care

2010 – 2012 Visalia, California

Oversee daily DC operations of seven Distribution Centers located in Gilbert, AZ, Visalia, CA,

Denver, CO, Lenexa, KS, and Arlington, TX with a staff of 8 exempt and 125 non-exempt

associates.

• Designed (from Greenfield) 48,000SF distribution center, ordered all materials,

coordinated installation, hired staff and worked closely with purchasing and vendors to

ensure seamless startup of operation.

• Ensure DEA, FDA, Board of Pharmacy regulatory compliance guidelines were followed

and documented for controlled substances and medical devices.

• Planning and Procurement responsibilities.

• Negotiated freight and supplier contracts.

• Coordinated closure and/or relocation of four distribution centers across the U.S. Three

were consolidated, one moved into a larger footprint.

• Achieved customer fill rate of 99% same day shipment during transitions.

• Reduced packaging supply cost by $50,000 annually by negotiating national contract with

supplier.

• Implemented safety training program resulting in a reduction of OSHA recordable lost

time injuries by 30% annually.

• Received DEA accreditation in 2007 to distribute controlled pharmaceuticals class I-IV.

100% compliant.

• Received California Board of Pharmacy certification in 2005 to distribute medical

supplies and devices in the State of California. 100% compliant.

Western Operation Manager

Sarnova Health Care - Bound Tree Medical Division

2005 – 2010 Visalia, California

Oversee daily DC operations of 40,000SF with a staff of 2 exempt, 24 non-exempt associates.

• Received VAWD (Verified-Accredited Wholesale Distributors) certification in 2007

100% compliant.

• Ensure DEA, FDA, Board of Pharmacy regulatory compliance guidelines were followed

and documented for controlled substances and medical devices.

• Negotiated LTL transportation cost with annual savings of $40,000

• Redesigned packaging department increasing productivity by 10% which resulted in not

hiring additional head count for expected sales growth in upcoming year.

• Installed ergonomic workstations resulting in zero accidents in 2008-10.

Senior General Manager

Best Buy

2003 – 2004 Livermore, California

Oversee daily operation of 287,000SF Distribution, Home Delivery and Call Center with a staff

of 8 exempt, 75 non-exempt associates 24/7.

• Serviced 50 stores daily.

• Coordinated 350 daily home delivery installations with 28 contract delivery teams.

• Closed 150,000SF facility and relocated to a 287,000SF facility while running a 24/7

schedule.

• Opened customer service call center for West Coast. Hired staff, coordinated training of

personnel, and phone systems. Received an average of 4,000 calls daily.

• Maintained on- time service level of 98.5% for home delivery installation during two-

week transition. Annual on-time home delivery installation prior to relocation 99.6%

• Maintained 100% on-time service level on direct shipment to retail stores.

• Negotiated contracts for home delivery third party installation and delivery teams.

• Reduced on-hand inventory $100,000 through lean initiatives.

• Performed scheduled ride-a-longs with contract drivers to ensure service expectations

were achieved. Performed customer onsite surveys.

Senior Operations Manager

Best Buy

1999 – 2003 Dinuba, California

Oversee 24 hour daily operation of 1,100,000SF DC with a staff of 21 exempt, 375 non-exempt

associates.

• Serviced 135 stores daily to include Alaska and Hawaii.

• DC supported $3.5 billion in retail sales.

• Coordinated expansion of facility from 650,000SF to 1,100,000SF in 2001 at 96% of

approved expenditure budget.

• Coordinated startup of Best Buy West E-commerce.

• Negotiated and coordinated Best Buy product returns contract with third party (GENCO)

• Negotiated procurement contracts with pallet and corrugated suppliers resulting in an

annual savings of $75,000.

• Implemented cycle count program to improve inventory integrity reducing shrink by 3%

($60,000) annually.

• Implemented weekly safety training program for warehouse associates to provide

inspections and make recommendations to management. Results 5% fewer accidents

recorded.

• Assisted retail stores with resets, special promotions. Attended all quarterly regional sales

meetings.

General Manager

The Dixie Group

1997 – 1999 Mobile, Alabama

Oversee daily operation of two Manufacturing and Distribution Centers totaling 675,000SF with

a staff of 20 exempt, 550 non-exempt union/non-union associates.

• Assisted in contract negotiations with labor union (UNITE). No additional requests

standard 3% annual pay increase agreed upon. Employee satisfaction rate 90%

• Export and import freight negotiation resulting in $100,000 annual savings.

• Implemented safety training courses. Improved safety lost time accidents from a

corporate ranking of 22nd place to 1st place in 1998.

• Automated custom rug inlay department resulting in a headcount reduction of 12 non-

exempt associates $300,000 annually. ROI on project 18 months.

• Installed dock levelers at all shipping and receiving docks resulting in zero back injuries

in 1998 workers comp/lost-time savings of $150,000 annually.

General Manager

The Dixie Group

1993 – 1997 Calhoun, Georgia

Oversee daily operation of three Manufacturing and Distribution Centers totaling 350,000SF

with a staff of 16 exempt, 200 non-exempt associates.

• Coordinated startup of screen printing decorative mat division. Trained in operation of

equipment in Chicago, IL and Dalton, GA. Leased facility, ordered equipment, hired and

trained personnel.

• Coordinated startup of adhesive carpet tile cutting department. Assisted in engineering of

a hydraulic press to auto-feed 6 rolls of carpet simultaneously. Worked with BRUNO,

Inc. located in Albany, NY and designed concept.

• Reduced packaging supply cost of $100,000 annually due to moving away from

corrugated to Cryovac packaging.

• Reduction of 6 non-exempt associates resulting in a savings of $150,000 annually due to

lean initiatives.

• Worked closely with sales executive team on strategic accounts such as, Home Depot,

Lowes, Wal-Mart, K-Mart, Meijer’s and Sears to ensure product arrived, displayed and

reset in retail stores as promised.

Education

• West Hills College – 2002-2003 Business Management

Professional Seminars and Workshops

• 2007-2012 (Board of Pharmacy) California Designated Representative – Pharmaceutical

• Kaizen Lean Practices

• Six Sigma Practices

• Mike Scott and Associates, Planning and Development of Projects

• Mike Scott and Associates, Establishing Goals

• Fred Pryor, Quality Management

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