Customer Service Manager

CHRISTOPHER C. BLONDEL

*** ********* *****

Delaware, OH. 43015

Phone: 740-***-****

***********.*******@*****.***

MANAGER OF LOGISTICS / DISTRIBUTION / OPERATIONS

PROFESSIONAL PROFILE

Cost Controls

Personnel Development

Multiple-site Management

Supply Chain

Transportation / Logistics

Team Leadership / Training

Distribution Center Operations

Turnaround Management

Start-ups

Work-flow management

Quality Control Initiatives

Inventory Control

Logistics and distribution management professional with over 15 years of top-notch experience, specializing in manufacturing/distribution, wholesale, foodservice and e-commerce industries.

Hands-on leadership and superior ability to leverage broad distribution and operations proficiencies displayed through working relationships with internal and external partners to achieve operational objectives, yielding increased productivity throughout supply chain and reduced costs to bottom line.

Results include such career milestones as upping production by 60% through improvements to merchandise flow, cutting $300,000 in annual personnel labor expense (38% reduction) by refining fulfillment protocols and automating systems, and eliminating grievances by 82% in entirely unionized shop by enhancing communications with employees.

PROFESSIONAL EXPERIENCE

HARSCO INFRASTRUCTURE AMERICAS, MARION, OHIO & COUNCIL BLUFFS, IOWA 2011-2012 Leading global industrial services company generating $3.3 billion annually from construction and maintenance services niche; infrastructure division operates in 39 countries – including China, India, South America, Germany, Belgium, U.S., and UK – supported by 6500 employees.

DISTRIBUTION CENTER MANAGER

Directed daily activities of 2 distribution centers for construction equipment supplier with accountability for total of 35 employees, including 5 direct reports and training for all personnel; monitored, managed, and oversaw all aspects of center, including production and labor management, financial performance, budgeting, and inter-departmental communications, quality and inventory control, order fulfillment and execution, and customer service and on-time delivery. Coordinated all facility operations (including security & safety) and transportation, and ensured smooth functioning of machinery.

Performed wide array of day-to-day and routine weekly and monthly activities; led daily team start up meetings, reviewing safety topic and day’s workload, conducted morning and afternoon staff meetings with both centers, sponsored 2 weekly sales calls with central and northeastern districts, attending supply/demand calls with peers and boss, held one-on-one sessions with direct reports to review goals, issues, changes, and project timelines, scrutinized metrics and reports for areas to improve upon, and traveled to Iowa on monthly basis to review operations.

Major Contributions:

• Upped production by 60% by improving flow of merchandise through maintenance shop; mapped flow of merchandise, discovering each item handled minimum of 7 times (reduced to only 2 times through improvements), moved cleaning equipment and added conveyor to replace forklifts.

• Realized 25% reduction in expenditures (annualized savings of $150,000) by re-negotiating all vendor forklift and building-maintenance contracts, saving $110,000 annually in transportation category alone; reviewed existing agreements, evaluated services and quality of work provided, and met with vendors to obtain service-fee reduction or replaced vendor.

• Doubled stock capacity and increased forming rental-ready inventory by up to 30% while simultaneously enhancing customer service by offering rental-ready equipment available for shipment:

o Monitored inventory and established more accurate in-stock position for sales and customers, leading to reduced back orders and transportation costs.

o Initiated 2nd maintenance shift for 60-day period to ensure equipment availability once orders placed.

o Cut $240,000 from operations budget by using only 15 maintenance shop personnel when 24 allotted.

• Integrated initiatives to streamline operations and improve efficiency/effectiveness of distribution center:

o Helped form local transportation company which provided exclusive carrier for center while reducing transportation costs.

o Updated attendance policy to include incentive for excellent attendance and methodology to deal with frequent ongoing employee abuses.

o Expedited order fulfillment process by organizing yard with bin-location system, organized by product families and items.

o Introduced Quality Control Inspector position and implemented program for employees to help with near missed accidents called “Eagle Eyes.” Resulted in significantly increased accuracy in order fulfillment and prevention of accidents.

o Established new inventory planning protocol to best determine which location should ship items based upon geographic location of client-recipient.

• Conducted time studies and implemented metrics system to measure production by function, quality, service levels for returns and outbound orders, and order fill rate.

PEOPLES SERVICES INC., PARKERSBURG, W.V. 2010-2011

Privately held 3rd party U.S.-based logistics company specializing in bulk transfer, transportation, warehousing, and polymer processing and packaging, supported by 2000 employees from 7 operating locations in United States.

GENERAL MANAGER

Managed and directed operation of 3rd party logistics company facilities spanning 1.3 million square feet in 2 locations (involved 1 union shop), accountable for company Profit & Loss (P&L), and overseeing 24/7 operation across 3 shifts – including 105 hourly personnel and 9 direct reports – administering manufacturing & production, quality and inventory control, order fulfillment, delivery and inbound processing, security & transportation, and safety and maintenance of facilities; coordinated union contract for single shop, dealing with shop stewards, addressing grievance process, and periodically meeting with union representative.

Major Contributions:

• Reduced grievances by 82% (from 11 to 2 monthly), as direct result of enhanced communications with union stewards through employee meetings.

• Decreased quality errors from 36 to 12 annually (33%) by performing daily shift reviews of all Standard Operating Procedures (SOPs); analyzed nature of errors to determine necessity of implementing classroom and visually-oriented training conducted by supervisor and team member.

• Saved company projected $300,000 annually over 48-week period by cutting overtime hours 38% to 200 hours per week; improving procedures including enhancing pick-path efficiency and securing data from system to identify frequency of SKUs.

• Collaborated with Information Technology Department to implement use of Logimax Productivity System; resulted in increased employee production by 40% from 12,000 lbs to 20,000 lbs per hour.

• Coordinated large number of cost-saving initiatives, including replacing 8 customer trash bins (costing $65 each monthly) with single trash compacter billed at $233 per month which yielded nearly $3,500 saved over course of year for single project.

• Streamlined facility/forklift repair process by developing form for employees to complete, notifying supervisor of needed action; repair discussed at daily staff meeting, assigned to employee, tracked, and followed-up on at initial start-up meeting; new initiative reduced terminal accidents using preventative safety approach to maintain facilities/equipment and boosted morale by enhancing leadership team credibility.

• Resolved employees’ abuse of attendance policy:

o Discovered company able to enforce corporate attendance policy after reviewing company handbook and wording of union contract.

o Reviewed findings with boss and consulted with owners to formulate action plan.

• Created and mailed letters targeting affected employees, explaining necessity of improving attendance record by citing company handbook and union contract requirements, as well as specific criteria (number of days missed, days late, and days left early) to illustrate cost to company and forfeit employee revenue.

COLDWATER CREEK, Mineral Wells, WV 2003 – 2008

National retailer of quality women's fashion jewelry and clothing available in misses, petite and additional women's sizes.

DIRECTOR OF DISTRIBUTION OPERATIONS

Charged with overseeing day-to-day facility operations in order to ensure smooth flow of merchandise from DC to store locations and consumers. Maintained full P&L accountability for retail and direct operation’s cost center while supervising 15 exempt and up to 498 hourly employees. Monitored shipping / receiving of merchandise at DC and compared stock on hand with inventory figures to make sure inventory levels were accurately maintained. Trained employees and monitored performance to ensure work processes were accomplished in timely and effective manner.

Major Contributions:

• Achieved major service-level increase to stores by implementing pick-to-light storage/retrieval system that significantly increased productivity and picking accuracy.

• Reduced operating cost per unit in retail channel from $0.23 to $0.035 through various process improvement initiatives. Collaborated with operations and field personnel to refine distribution process and maximize store sales by providing adequate stock levels to meet needs.

• Played key role in positioning company for dramatic growth; increased number of stores served by 40%-50% each year, growing from 48 stores in 2003 to 300+ stores currently.

FAO INC. / ZANY BRAINY, Swedesboro, NJ 2000 – 2002

World-famous New York-based children’s toy retailer begun 150 years ago by Frederick August Otto Schwarz in Baltimore, Maryland, moving to current Manhattan flagship location in 1986.

Distribution / Operations Manager

Recruited to turn around company’s poorly performing distribution and operational functions at 300,000 square foot fully-automated fulfillment distribution center. Worked closely with executive team to analyze areas of opportunity and create comprehensive plan to improve key performance metrics, including fill rate, quality, and productivity.

Major Contributions:

• Improved fill rate from 70% to 99% by introducing process increasing full case picking from 10% to 40%; improved dispatch times and on-time store deliveries.

• Increased productivity by more than 55%, raising output from 171 uph to 256 uph; kept continuous focus on reducing total cost of distribution chain from DC to store.

• Directed conversion to regional pool distribution method; saved $1.2 million in revenue and enabled stores to accept products based on space planning models and allocated tasking hours.

PROFESSIONAL DEVELOPMENT

The 7 Habits of Highly Effective People - Steven Covey, Coldwater Creek, Situational Leadership - Ken Blanchard, Marmaxx, Six Sigma-Coldwater Creek, OSHA Certified, Harsco Infrastructure Americas.

TECHNOLOGICAL PROFICIENCIES

Microsoft Word, Excel, PowerPoint, and Outlook . Process Knowledge Systems-Manhattan (PKMS), logimx, SAP, JD Edwards, and Oracle. Currently pursuing a 4 year degree in Supply Chain and Operations Management at Franklin University with 1 year remaining.

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