Chris Ciampi

Chicago Area 630-***-**** ac0w9s@r.postjobfree.com linkedin.com/in/chrisciampi

Senior Manager, Inventory Control, & Process Improvement

Logistics and supply chain professional with over 10 years of experience in inventory control and logistics and 7 years in demand and supply planning, sourcing, and B2B distribution in manager-level position. Currently oversee six salaried administrators, 100+ hourly employees, $185M in inventory, and P&Ls on $30M budget at WW Grainger, North America’s leading B2B supplier of MRO products. Was lead coordinator and project planner for biggest-ever DC move in Grainger history (8-month project); designed, created, and lead project plans, project was on time and within budget. Current responsibilities include managing monthly, quarterly, and yearly budget reports for medium-term planning preparation and execution, training/development, and effectively communicating among various internal and external stakeholders. Dedicated to continuous, process improvement as demonstrated by progressive enhancements in inventory accuracy from 96% in 2010 to 100% in 2016 and lowering transportation costs by $150K annually.

Core Technical Competencies

SAP, MOVE, EWM, supply chain optimization, P&L management, budgeting, MTP preparation, strategy and prioritization, analytical and data-driven decision making, mentoring and coaching, project planning, effective oral and written communication with internal/external stakeholders, process improvement

Professional Experience

WW Grainger Minooka, IL

Grainger is North America's leading business-to-business ($10B annual sales) broad line supplier of maintenance, repair and operating (MRO) products with operations in Asia, Europe and Latin America.

Sr. Manager Inventory, Quality Control & Facilities 2016–Present

Manage six salaried administrators and 100+ hourly team members in a one million square foot distribution center with 500,000 SKU’s, $185 million in inventory and sales over $1 billion annually

Manage monthly, quarterly and yearly budget reports detailing activities and improvement plans. Controlled costs and was 17% under budget in 2016

P&L responsibility for all non-payroll budgets totaling over $30 million/year; increased profits by improving performance, continuous improvement projects, and educating team to understand and employ cost controls

Met building cost per line metric by $190,000 for 2016 by controlling non-payroll activities, reducing supply costs and streamlining ordering process to flow through single channel

Responsible for network standard work instructions and rate validation involving all inventory and quality control activities, identifying root causes of problems to provide solutions that reduce costs

Worked with cross functional teams including sales, manufacturing, merchandising, and logistics to eliminate inventory gaps or surpluses and to implement necessary measures to exceed KPIs and MTP budget goals

Lowered transportation costs $150K annually by partnering with cross functional teams to eliminate non-value added steps within the customer returns process

Achieved 98.9% building inventory accuracy performance by educating team members and leaders and by working with departments to better adhere to standard work instructions

Led and coordinate project lead for opening of 400,000 square foot offsite facility

Effectively communicated and translated complex information as point of contact among key stakeholders (finance, infrastructure, systems, real estate, space management, external stakeholders and transportation); led to strategic planning decisions that positively impacted operations and customer service

Inventory and Quality Control Process Manager 2010–2016

Fully responsible for $185 million of inventory, 500,000 SKU’s and direct leadership of 60 hourly team members and three salaried leaders

Significantly improved inventory accuracy, order accuracy, building efficiency, and slotting and worked with operations managers to maximize inventory availability and efficiency

Led, organized and executed annual inventory processes with progressive increased in accuracy rates: 96% (2010), 97% (2011), 98.78% (2012), 99.5% (2013) and 99.2% (2014), 99.3% (2015) and 100% (2016)

Consistently reduced costs through optimization and logistics planning; partnered with corporate space management in slotting of 350,000 items into the Minooka distribution center

Improved supply chain process by integrating and collaborating with inventory planning, systems, transportation, purchasing and DC operations during plan and move of 240,000 item, $100 million inventory transition from Niles to Minooka locations

Target Corporation Mundelein & West Dundee, Illinois

Target is the second-largest discount store retailer in the United States.

Logistics Manager (Super Target, Mundelein) & Operations Manager-Salesfloor (Target, West Dundee) 2008–2010

Managed logistics team of approximately 100 employees that comprised 50% of stores’ budgeted payroll

District expense captain for 9 stores with sales over $500 million; responsible for inventory management and loss prevention by fulfilling in-store supply planning policies

Managed daily operational tasks in $21 million in West Dundee store; oversaw customer service, daily payroll, sales, financial accountability, and overall store presentation

Demonstrated leadership of human resource initiatives by providing feedback, coaching, mentoring and recognition of all team members

Implemented best practices, developed staff, and analyzed reports to improve sales and inventory operations

Expertise Highlights

Supply Chain/Logistics

10 years of inventory management experience with knowledge spanning all supply chain functions; approximately 7 years in management roles (both retail and B2B)

Experience improving processes using continuous improvement philosophy; accomplishments include eliminating inventory losses by increasing accuracies by 4% in under 6 years, decreasing exception percent from 3.5% to 2.25%, reducing inbound/outbound tasks (decreasing annual costs by $100K+), and more

Fully responsible for all aspect of Grainger’s biggest-ever DC move: prepared move plans and procedures, coordinating among departments, developed staffing plans, and decommissioned old building.

Team Management

Work collaboratively with cross-functional teams (logistics, supplier performance, network design, and DC design) to improve services and processes; realized significant cost savings exceeding hundreds of thousands of dollars

Successfully coordinated a complex move involving multiple teams of $100M inventory from one location to another without service disruption, inventory loss, or budget overage

Provide leadership and supervision to develop human resource talents among multicultural administrators and line staff to achieve results in fast-paced, complex, dynamic, and business environment

Education

Bachelor of Business, Management & Marketing 2005

Western Illinois University, Macomb, Illinois

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