Manager Customer Service
Resume:
Matthew McGirr
Email: *********@********.***
Address: Confidential
City: Abingdon
State: MD
Zip: 21009
Country: USA
Phone: 410-***-****
Skill Level: Management
Salary Range: $60,000
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
Matthew McGirr
*********@********.***
Goal: To obtain a leadership position where I will be able to use my management and team building skills, analytical abilities, and acquired knowledge to help take a team I lead to optimal levels of performance.
Technical Qualifications: USDOT certified Investigator/Safety Auditor, Automated bar coded conveyor systems, automated sorter, pick/pack to light technology, RF technology, TRACKS process control system, and Microsoft Office applications. Completed WMS implementations of PkMS Manhattan, Delfour, Caterpillar proprietary AS400 System, Lucent UNIX System, USDOT - Sentri, Aspen, MCMIS, Safer, errant process identification and process refinement and creation.
Industries Worked In: USDOT (contractor), consulting, bulk freight and LTL transportation, food distribution, heavy manufacturing, furniture manufacturing, consumer products, telecommunications, high-tech electronics, and third party logistics.
Work History:
HTSS (Harford Transportation Safety Services) February 2010 -Present
- Self employed transportation safety consultant working for container transport groups, trucking companies, and owner operators interpreting USDOT regulations and offering enforcement solutions for violations of USDOT regulations. Responsibilities include performing Level I/App. G CMV inspections up to and including placing CMV`s OOS and maintaining schedules of clearing violations on subsequent inspections after repairs have been completed, audit driver HOS records, and auditing existing driver qualification files and creating a process for establishing new files within USDOT guidelines including interpretations of controlled substance and alcohol tests.
- Created data tracking tools and matrixes for frequency and severity of roadside violations by driver(s). Have created data management tools allowing company representatives to create a `frequency of inspections required` by driver based on severity and frequency of violations during Level I/App. G inspections.
- Prepared companies and owner operators for USDOT New Entrant Safety Audits and Compliance Review Inspections.
Consolidated Safety Services, USDOT/FMCSA Contractors, Safety Auditor/Special Investigator
October 2005 through October 2007 and November 2011 through September 2012
- Conducted New Entrant Safety Audits and initiated Compliance Reviews where applicable for USDOT.
- Evaluated New Entrant business operations for USDOT compliance with but not limited to CFR parts 375, 382, 383, 387, 390, 391, 393, 395, 396, 100-185.
- Provided technical and educational assistance to help New Entrants operate safely and in compliance with USDOT regulations.
- Evaluated government databases investigating New Entrants for non-compliance of USDOT regulations; initiated Compliance Reviews when applicable.
- Performed in excess of 100 Level V CMV inspections.
Precise Forms Incorporated, Operations Manager September 2004 - November 2011
(from 2005 to 2012 worked as needed/part time)
- Create routing schedules to maximize cube and trav el time. Initial fuel costs savings of 18%.
- Initiate sales to existing customers to effectively utilize revised routing schedules.
- Conduct inventory functions to identify issues of shrinkage.
- Redesigned packaging processes/material eliminating damaged window product from 4% unusable to 0%.
- Reduced overtime from 18% to 6% of weekly payroll.
MKM Logistics, Transportation Manager November 2008 - May 2009
-Managed transportation department with three dispatchers responsible for scheduling 50+ drivers for multiple accounts delivering freight to retail stores. Scheduling included the proper equipment for unique delivery situations, i.e., lift gate trailers, straight trucks, pup trailers, etc.
- Responsible for scheduling pick up and shuttle of 150,000 + pounds weekly of back haul freight from the Mid-Atlantic market to the Indianapolis metro market. Pick up locations included the Port of Baltimore in compliance with Department of Homeland Security Federal regulations.
- Raised expectations for the driver work force creating a sense of "team" that allowed the workforce to advance from below 90% on time deliveries to an average of 99.5% on time delivering to 297 retail locations.
- Created effective routing that maximized the use of the driver work force in compliance with Federal USDOT regulations that eliminated $3,000 weekly costs associated with agency drivers. Effective routing eliminated the need for costly on demand rental equipment.
- Responsible for equipment costs and ensuring preventive maintenance schedules maintained timely, negotiate favorable terms with leasing/rental truck companies to minimize short term lease expenses.
- Renegotiated trailer lease contracts that resulted in savings of 30% annually.
- Contract surrendered due to 50% reduction in projected volumes.
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Marriott Distribution Services/Maines Paper & Food Service, Transportation Manager July 2002- December 2003
- Achieved 99.7% on time deliveries for 158 delivery locations within two months of start up of operation, average piece count of 100 per delivery.
- Completed re-routes of regional deliveries to maximize driver hours and equipment usage resulting in shrinkage of workforce and equipment needed saving approximately $160,000 annually.
- Initiated hiring and training of drivers/helpers workforce to deliver within company time standards utilizing safe practices and order accuracy.
- Ensured USDOT regulatory and safety compliance for delivery operations team consisting of 48+ drivers and helpers. Ensured satisfactory compliance of USDOT regulations for driver logs, accident register, testing in accordance with Parts 382 and 40, and DVIRs. - Coordinated with equipment leasing company to ensure PM schedule compliance and timely return of equipment down for repair. Marriott fleet consisted of 81 CMV combinations and yard equipment. Maines fleet consisted of 50 CMV combinations.
- Coordinated with warehouse management and customer service department to ensure special orders were entered, picked, and loaded in a timely manner and in proper sequence for next day delivery.
- All USDOT audits were passed successfully.
Ryder Integrated Logistics; Implementation/Start Up Manager May 2000 - July 2002
- Designed and implemented processes that improved cycle times for kit/job freight delivery by 40%.
- Through streamlining processes and team quality awareness improved kit/job accuracy from 93% to 99.7%.
- Coordinated operational support functions pertaining to all aspects of a WMS implementation maintaining inventory cutovers with 99.8% piece count accuracy.
- Published comprehensive security programs and HazMat programs including drafting WMS HazMat functionality where none existed previously.
- Functioned as operational implementation manager and lead for a high profile management team.
- Performed site surveys including safety and security evaluations; determined warehouse functionality and layouts to maximize cube and determined storage media requirements.
- Created and implemented a national operations and safety training program which trained individuals on how to operate PIT equipment in a safe manner, perform warehouse functions within standards of quality KPIs and perform job functions safely, introduced eight distinct workforces to the entire scope of the project.
- All team deliverables were on time and under budget.
Ryder Integrated Logistics, Operations Manager
- Member of a management team that redefined existing processes doubling sorter productivity through streamlining processes and implementing a comprehensive training package for the workforce. Result was elimination of manual packing functions.
- Led operational teams on second and third shift which had responsibility for picking, put-away, shipping, and cycle count team responsible for inventory integrity. The work force consisted of 75 people.
- Managed an operations team that had responsibilities for automated sorter operations and affiliated departments. Stabilized the workforce and reduced turnover to company standards.
QEP Roberts Company, Warehouse/Transportation Manager August 1999 - April 2000
- Improved material velocity 50% through the creation of a cross-dock operation eliminating excess movement of put away and picking functions for fastest moving items.
- Eliminated overtime expenses as a direct result of streamlined processes and cross training through a better utilization of the work force and reduced labor hours by 3% resulting in a cost savings of $97,000 annually.
- Improved shipping times for customer orders by 15% through streamlining processes and implementing a cross training program.
- Managed a warehouse facility and shipping department that received imports and domestic manufactured goods for distribution to regional customers and company owned facilities in MO and FL.
- P&L responsibilities included payroll budget, equipment budget, and building maintenance budget combined in excess of $1million annually.
Catalina Furniture, Warehouse/Transportation Manager December 1998 - July 1999
- Redesigned the Mexican cross border transportation functions resulting in cost reductions of $172,000 annually.
- Streamlined domestic freight shipments reducing LTL carriers from six to one improving delivery times 70% by building stop trucks, reducing dock congestion, and reducing freight costs resulting in savings of 50% through bulk discounts.
- Cut overtime expenses from 4% to 0.3% through more even work-flows across multi-shift warehouse resulting in cost savings of $72,000 annually.
- Managed two shift warehouse, domestic shipping office, Mexican maquiladora transportation office, and drivers for a fleet of 6 tractors and 15 fifteen trailers shuttling raw materials and finished goods from multi-plant operations in Southern California and Mexico.
- P&L responsibilities included payroll budget, equipment budget, and building maintenance budget combined in excess of $1million annually.
- All USDOT audits were passed successfully.
Caterpillar Incorporated, Operations Manager December 1993 - December 1998
- Implemented TRACKS process control system improving productivity from 58.3 IPLH (items per labor hour) to 75.8 IPLH per picker resulting in a 13% increase in productivity.
- TRACKS system also resulted in a reduction of picking errors by 17% through implementation of an audit program.
- Successful ISO 9002 audit and re-certification for business unit.
- Managed areas of receiving, shipping, exports to dealer operations, inventory control and coordinated warehouse staff training requirements and efforts.
Caterpillar Incorporated, Distribution Supervisor
- Implemented metrics to track the team`s performance and productivity and implemented process improvements that resulted in productivity gains of 8%.
- Increased customer satisfaction by reducing shipping errors 9% through quality assurance processes and improving on time departure of shipments from the warehouse facility.
- Trained and developed in an expansion environment a newly hired workforce with responsibilities for receiving and put-away processes including RF functionality; training included an introduction to corporate culture, corporate safety policies, and the safe operation of PITs.
- Second assignment included supervising emergency order filling and shipping operations including exports to dealer operations.
Education
Penn State University, BS
Kaizen
FMCSA New Entrant Academy 2005 and 2011
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