Executive leadership

Ron J. Minch Diamond Bar, CA • 661-***-**** • acrphv@r.postjobfree.com

Logistics and Distribution Center Operations

25+ years of success in the planning and leadership of Distribution and Logistics Operations across Retail Footwear, Apparel and Food Service industries, including e-Commerce and Start-up experience.

Unique Value Proposition:

Proven success in developing and executing logistics and distribution vision, strategies, and models to enhance business performance and achieve substantial cost savings, optimized customer experience and stronger competitive advantage. Catalyst in applying a holistic approach to inter-organizational workflow and processes, and implementing effective tools and practices: Standards Accountability, Financial Metrics, Continuous Improvement / Lean / Six Sigma, Inventory Integrity, Employee Engagement, Robust Reporting and Operational Scalability.

Pivotal Strengths:

Optimized Facility Design

Complex Distribution and Logistics Networks

Talent Development Coaching

Long Range Strategic Planning

P&L Performance Budgeting Forecasting

Business Transformation Change

Project Program Management

Labor Equipment Inventory Cost Efficiency

WMS LMS YMS CMS Systems

Vendor Support Operations

Process Development Improvement

Inventory Control Demand Planning

DOT OSHA Compliance

Stakeholder / Strategic Partner Relationships

Cross-Organizational Collaboration

Experience, Key Contributions and Performance Milestones

DCG Fulfillment., Redlands Ca, CA 2019 to current

DCG Fulfillment is a twelve-year-old family-owned West Coast Third Party Logistics provider.

Vice President Operations and Engineering

Lead overall business strategy and leadership of business development and process improvement of all DCG Distribution and logistics operations. Comprised of 10 locations in Southern California. Assembled engineering team, restructured key leadership, and brought struggling facility to profitability.

Optimized Operational performance and Created Greater Business Value:

Capitalize on pooled billing for FedEx and UPS to leverage volume discounts and create new revenue streams, worked with supply vendors on contracts and leveraged consolidated buying to generate margin and added services to DCG customers, brokered new business opportunity with Shopify, on boarded new divisions of current customers $20 million annual gain, completed facility recovery project $1million operating cost reduction year 1 and trending $500k year 2, Restructured 772k square ft facility. Restored 2 fractured relationships with customers by re-building credibility, developing accurate and consistent communication, improved operational performance, through partnership relationships. Transitioned 2 of our largest footwear customers into state-of-the-art automated ecommerce fulfillment solutions, lead change management culture shift for entire company instilled 5S and operational excellence mindset to the culture.

Serve as a Strategic Thought Leader for executive team providing Fast-Paced Business Innovation:

Bring innovative ideas that keep pace with new technology and changing landscape of our industry. Key accomplishments include implementation of large and small capital projects including Labor Management, 6RS robotics system supporting ecommerce business growth, facilitating startup of new sites on the horizon to include local Calif and out-of-state opportunities. Influence strategy for the most efficient facility layouts based on different customer profile, Introduction of mobile carts and directed put away for receiving function, added wire guidance to MHE, Introduced auto wave auto print and auto replenishment for ecommerce. Working on Pick to voice for large under garment pick area exceeds 500k units weekly, introducing AMR/AGVs for operation, provided heat mapping, slotting and time motion studies to optimize picking efficiencies and reduce travel time. Introduced Time studies, set production base line standards to support LMS. Introduced new picking process for as seen on TV program.

Pivotal strengths applied.

Optimized Facility Design, Standardize Complex Distribution and Logistics Networks, Talent Development, Long Range Strategic Planning, Short range tactical solutions, P&L Performance, Budgeting, Forecasting, Business Transformation, Change management, Equipment utilization, Inventory and Cost Efficiency WMS, LMS, YMS, Vendor optimization, Process Development, Improvement, Demand Planning, DOT, OSHA Compliance, Stakeholder involvement, Strategic Partner, Relationships, Cross-Organizational Collaboration

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Wismettac Asian Foods Inc., Santa Fe Springs, CA 2016 to 2019

Importer, wholesaler, distributor of premium Asian food products in North America; subsidiary of the $1.5B Nishimoto Wismettac Group.

Logistics General Manager

Lead overall business strategy and management of North American Distribution and Logistics operations, comprised of 18 locations, including 3 in Canada, with full P&L for all sites. Scope of responsibility spans entire in-house and 3PL Warehouse and Transportation ecosystem, Fleet Management (200+ delivery trucks supporting supply chain, both cold and dry), Safety, Regulatory Compliance, Quality, Inventory Systems and Control. Focus on formulating logistics and distribution strategies; overseeing continuous improvement; leading project management, new technology development and implementation.

Maximized Operational Agility and Created Greater Business Value:

Streamlined key functions into a seamless logistics and distribution process to achieve a competitive market edge, fluid logistics capabilities, competitive costs, and exceptional customer service and satisfaction.

-Reduced assembly labor expenses to $1.4M annualized; scaled down labor staffing contract by $200K and cut overtime by 20% through improved resource management and work share program.

-Expanded productivity standards to 30+ Units per hour across all locations; improved assembly and delivery accuracy by 25% and enhanced fleet and equipment maintenance from 90 days to less than 48 hours.

-Decreased supplies spend by $500K through favorable contract negotiation and developed a vendor compliance program that generated an additional $500K in annualized savings and 20%-30% in quality improvements.

Strengthened Team Effectiveness:

Individually evaluated leadership staff across all 18 facilities and created a Talent Development Plan for 3 Regional Managers, 18 Logistics Branch and Assistant Branch Managers, and all Front-Line Supervisors.

-Built a solid team, utilizing a coach / mentor approach to champion consensus for excellence, which significantly increased employee morale and engagement.

Serve as a Strategic Thought Leader to Support Sustainable Growth and Fast-Paced Business Innovation:

Continually identify opportunities to increase Supply Chain effectiveness (roll-out of new technologies, establishment of KPIs, etc.) to address customer issues, boost speed and agility.

-Introduced productivity and performance metrics supported by engineered standards, SOPs, and process flow mapping; all of which are linked to SG&A operational budgets.

-Implemented a WMS/Voice Picking solution, driving productivity to a more efficient degree than paper-based picking and creating a safer workplace environment.

-Led conversion to meet DOT requirements, including ELD (Electronic Logging Device) and Hours of Service regulations, featuring on-board software and GPS system.

Enhanced Operational Excellence:

Improved fill rates by 30% as well as Inventory and Location integrity by 20%.

Achieved OTIF on same day service to 100%.

Drove positive change in operations, including implementation of 5S, optimized process controls and auditing, and leveraged systems and resources for maximum productivity and performance.

Aligned Distribution with Supply Chain and Corporate Strategy:

Strengthened collaboration, communication, and synergy across the entire organization to maximize customer service, minimize operation costs and risk, and unlock competitive advantage.

Deepened relationships with key vendors / suppliers and department heads, provided empowering leadership to employees, audited, and monitored KPIs and Compliance (DOT, FDA, GMP, GWP, OSHA, etc.)

Crocs, Inc. (NASDAQ: CROX), Ontario, CA 2014 to 2016

$1B+ world leading, innovative shoe manufacturer with 300+ styles distributed in over 90 countries globally.

GM / Director, U.S. Distribution Center Operations

Led strategic and day-to-day operations of a high-volume, semi-automated, multi-shift 400,000+ sq. ft. distribution center, with a team of 8 Direct Reports and over 300 total employees. Held responsibility for a $20M budget and line management supporting multiple Sales Channels, including 3PL Service Providers, WMS Systems, Inventory and Quality.

Increased Warehouse Productivity and Profitability:

Implemented Continuous Improvement initiatives that reduced cost of operations and improved service level, quality and safety – outperformed baseline target of 5% operating cost reduction per year.

Accomplished by applying insights-driven analytics, developing high-impact management and operational reporting, and instilling a “Lean” thinking mindset to ensure sustained distribution operations effectiveness.

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Optimized Warehouse Efficiency and Space Utilization:

Established a warehouse layout design that supported efficient material flow, including WMS enhancement and SKU proliferation; leveraged detailed knowledge, creative thinking, and understanding of requirements to ensure an efficient Distribution Center, Warehouse and Picking / Dispatch operation.

Initiative reduced a 5–7-day lead time cycle to 1–2-day order shipment, while improving inventory visibility.

Generated Substantial Savings:

Initiated and proactively sourced, identified and negotiated new Onsite Labor Provider, capturing $500K in annual savings, while improving service delivery of constant flex of labor.

Additionally, saved an additional $130K by renegotiating supply vendor contracts.

TOMS Shoes, Mira Loma, CA 2013 to 2014

$625M socially conscious footwear company that pioneered the “buy one give one” model of conscious commerce (giving a pair of shoes to a child in need for every pair they sell).

Senior Director of Operations, Performance Team (consulting project)

Recruited based on previous track record of performance to oversee start-up of a 750,000 sq. ft. fully automated, multi-channel (Retail, Ecommerce, Wholesale) Apparel / Footwear Distribution center – a $20M project. Directed day-to-day operations, including on-boarding, training, and managing 30 Directs and 300 indirect employees, and maintaining optimal utilization of WMS, CMS, YMS and LMS systems. After establishing operation, re-assigned to large-scale fulfillment facility servicing Home Goods, with focus on enhancing team cohesiveness, productivity, and safety.

Led Seamless Distribution Center Start-Up to Meet Growing Market Demand:

Developed and executed complete facility design; applied industry expertise and deep understanding of order-to-ship cycle time, off-the-shelf fill rate, required level of automation and material handling equipment.

Successfully navigated the usual challenges associated with a start-up (physical, operational, financial), and positioned the company to capitalize on future growth.

Deckers Outdoor Corp (Ugg Teva Sanuk), Camarillo, CA 2008 to 2013

$1.5B global footwear designer and distributor, with multiple brands sold in over 50 countries.

Director of Operations / Distribution (2010-2013) Senior Operations Manager (2008-2010)

Executive accountability for 3 center campus operations and 1 remote location totaling 1.2 million sq. ft., with 5 Operations Managers and 400+ employees. The highly automated and complex operating environment processed 120,000+ pairs of footwear per day and supported a full-service Value-Added Services area designed to meet special customer requirements. Actively involved in Purchasing, Accounting, Financial Analysis, Vendor Compliance, and Customer Interfacing functions.

Improved Process Efficiency:

Substantially enhanced customer value, distribution operations performance and effectiveness – maintained service standards of 99.99% on average for all areas of the operation, including inventory and location accuracy, while reducing lead time by up to 50%.

This was accomplished through breaking down internal “silos” across the extended Supply Chain, implementing Six Sigma initiatives and disciplined processes, and partnering with IT in systems modification to build greater visibility and advance ability to analyze relevant performance metrics.

Maximized Organizational Effectiveness:

Established formalized Six Sigma and Project Management training programs as well as cross-training and team building exercises to evolve employee skill level, capabilities, and overall productivity.

Earlier Career: Director of Operations (consulting project), PPI Wholesale, Sun Valley, CA (2005-2008)

Regional Director of Operations, GSI (formerly New Roads West Division), Pacoima, CA (2001-2005)

Director of Warehouse Operations, Aldik Artificial Flowers, Valencia, CA (1998-2001)

Education: Project Management, Change Management, Value Stream Mapping Ventura College (2008 -2013)

Lean Sigma Project Management Training Green Belt Certification (2009-2010)

Leadership Training Certificate Program (2009)

Process Improvement Project Management Certification (2009)

Six Sigma Training Green Belt Certification Air Academy Associates (2003-2005)

Business Management Credits, Hacienda La Puente College, Los Angeles, CA (1989-1991)

Bachelors, Operations/Logistics credits, Cal. State University Northridge (1987-1991)

International Business and Marketing credits, College of The Canyons (1984-1987)

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