Project Manager Quality
Resume:
Gary W. Morton
Cordova, TN 38018
Email abnqja@r.postjobfree.com
SUMMARY OF QUALIFICATIONS
Offering a proven track record in Distribution Management, Process Management, and Project Management. Strong
ability to manage in an automated, ISO9002 facility and experienced with advanced distribution technology.
• Led the successful turnaround of three underachieving facilities through improved procedures,
training, and accountability.
• Skilled in team building by giving clear objectives, tools to perform the job, and feedback on
performance to achieve business objectives.
• Expert procedural skills that promote safety, quality, productivity, and housekeeping.
• Profit and loss accountability with budget preparation experience.
• Extensive project management, analytical and critical thinking experience.
• Goal driven professional that integrates strategic thinking with practical hands-on leadership.
PROFESSIONAL EXPERIENCE
Operations Inc.
Owner
Consulting firm specializing in project management, warehouse moves, and optimization.
Scansource, Inc., Southaven, Ms. 06/02 to 12/08
Operations Manager
Responsible for operations of 600K sq. ft., 200 employee, multi-shift facility serving the barcode, point of sale, and
telephony industry. The pick and pack facility averaged 3200 domestic and international orders per day, $210M
average inventory balance, 16K sku’s, $2B in annual sales, and 1M cartons shipped per year. Staff included 3 senior
managers, 14 managers and supervisors.
• Reporting to the VP of Warehouse Operations, responsible for each functional area of the facility,
including transportation and maintenance. I proposed, gained approval for, and initiated many
improvement programs that enhanced the overall performance of the facility. Actual cost per carton
shipped decreased by $4.20 under my leadership.
• Reorganized facility layout to promote one sku per location, vastly improving productivity and quality,
balanced workload to improve throughput and overhauled an inadequate replenishment process.
• Implemented standard operating procedures and productivity standards for each functional area.
Productivity increased 50% and quality measured by forced backorders and misships improved five
fold.
• Reduced labor costs by implementing a part-time work force for daily peak order volumes. Part time
employees grew to comprise 20% of total headcount.
• Through improved processes and accountability, inventory accuracy improved to 99.96%.
• Implemented an attendance program, physical inventory procedure, and quality program.
• Project manager for two major expansion projects. Due to 20% annual growth, in 2004 the telephony
business unit was moved from our 240K sq. ft. facility to a 135K sq. ft facility. I was responsible for
the
Gary W. Morton____________________________________________________
• move plan, layout, all infrastructure improvements, equipment purchases and budget. We moved 102
truckloads of product in 22 hours ($50M inventory) with no disruption in service.
• Project manager for move from 2 facilities in Memphis to a new 600K sq. ft. facility in Southaven, Ms.
I designed the facility layout, facilitated project meetings with building construction firm, conveyor
vendor, electrical and cabling vendors, material handling vendors, and Scansource project team
members.
• Responsible for biding and purchasing all equipment. Was successful creating and adhering to project
timelines and meeting $5M project budget. We moved 335 truckloads ($250M inventory) in 74 hours
with no disruption in service. New facility corrected many limitations of the previous 2 facilities,
improving cycle times and throughput.
• I am very analytical, excellent Exel skills, and can justify the feasibility and ROI for proposed
initiatives. I take pride in mentoring and leading teams to succeed.
Hallmark Flowers, Southaven, MS. 11/00 to 05/02
Operations Manager
Responsible for operations of the Flowers division of Hallmark’s 110K production and distribution facility in
Southaven, Ms. The facility imports flowers from around the world, assembles and ships overnight in the U.S.
Scope of responsibilities involves strategic direction, budgeting, quality, engineering, and IT.
• Responsible for changing the operation from manual to automated assembly facility, increasing
productivity by 250%. Operational change improved productivity, learning curve for seasonal employees,
quality, and reduced labor per unit.
• Improved quality by developing test plans to improve areas of hydration, storage cycles, and handling.
• Led facility redesign team to streamline processes in packing, rack layout, and new shipping container.
• Developed processes that cut labor costs per unit by 50% while improving replacement and refund cost
from 10% to 4.65%.
Toys R Us.Com, Memphis, Tn. 07/00 to 11/00
Assistant Operations Manager
Recruited to manage 2nd shift operations at Toysrus.com’s 500K sq. ft. internet fulfillment center. The facility is
capable of processing 70K orders per day during peak season. Due to a distribution agreement developed with
Amazon.com, Toysrus.com closed all their distribution centers.
Aerospace Products International, Memphis, Tn. 07/99 to 6/00
General Manger
Full P&L responsibility for warehouse operations of multi-shift facility, serving the general aviation parts industry.
The Memphis facility ships to over 72 countries and operates within strict FAA guidelines.
• Implemented multiple improvement initiatives to improve throughput and reduce labor costs. Through
improved procedures, scheduling, training, and accountability, cycle times improved by 50%.
• Improved quality to 99.96% by reducing turnover rate to 5% annually, improving inventory accuracy to
99.8%, and reducing temporary labor to 10%. Implemented a quality tracking system to improve reporting.
• Brought costs in line with budget by improving labor costs and purchasing plan. Successfully operated
within a $2M budget.
Gary W. Morton____________________________________________________
Power and Telephone Supply, Memphis, Tn. 06/98 to 07/99
General Manager
Full P&L responsibility for the operations of 2 facilities, 187K sq. ft. total, employing 48 people.
• Responsible for the turnaround of the operation by developing detailed procedures for each functional area
that resulted in a 30% increase in productivity and reduced facility error rate by 90%. The company earned
several vendor of the year awards because of improved shipping accuracy, reduced stock-outs, and on time
shipments.
• Fostered a team environment and excellent employee relations which accounted for the dramatic increase
in productivity, quality, and inventory accuracy. Improved shipping backlog from 4 days to same day.
• Moved all overstock and slow moving items to an off-site location to balance facility and eliminate
bottlenecks.
Arrow Electronics, Memphis, Tn. 09/94 to 06/98
Project Manager 08/94 to 06/95
Process Manager 06/95 to 06/98
Initially hired to be the project manager for Arrow’s facility expansion from 100K sq. ft. to 224K sq. ft due to the
acquisition of a competitor. After the project was completed, I was instrumental in turning around the acquired
facility and preparing it for integration into the Arrow facility. Once the transition was completed, I identified
process change needs and led improvement initiatives to improve the operation.
• Was on the facility design team and worked with the construction contractor, vendors, and Arrow project
team members to successfully complete the expansion.
• Reduced headcount of a 95% temporary workforce from 120 to 65. Workforce stabilized in less than 3
months and overtime reduced to zero.
• Solved the facility’s theft problem of approximately $500K and instituted safeguards to prevent further
losses.
• Successfully moved the acquired facility into the Arrow facility with no disruptions to service.
• Led design team for a $1M, 50K sq. ft. mezzanine, which when operational, increased pallet rack cube
efficiency by 30% and increased pick productivity by 20%.
Thomas and Betts, Byhalia, Ms. 07/90 to 08/94
Shift Manager
Led third shift operations (75 employees and 4 managers) at T&B’s 650K sq. ft. DC during high growth phase of the
company.
Other Experience
Stylecraft Lamp Co., Hernando, Ms. 12/87 to 07/90
Service Merchandise, Memphis, Tn. 06/84 to 12/87
FedEx, Memphis, Tn. 01/79 to 06/84
Education
University of Memphis, Memphis, Tn
B.B.A. Marketing
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