Jeremy Thomas ac1xas@r.postjobfree.com 714-***-**** Roseville, CA 95747

http://webprofile.info/jeremythomas

DIRECTOR OF OPERATIONS

Driving Efficiencies Developing Future Leaders Controlling Costs Optimizing Profitability Results-driven operations leader with extensive experience in the pharmaceutical distribution industry. Highly skilled in warehousing and order fulfillment for pharmacies and hospitals. A Six Sigma Green Belt with the proven ability to improve operational productivity and efficiency by applying Six Sigma methodology and executing strategic plans. Exceptional capacity to identify, implement and lead cost savings initiatives, productivity enhancements and maintain the highest level of customer satisfaction. Adept at coaching, mentoring and motivating employees to develop future leaders.

- CORE COMPETENCIES -

Cross-Functional Team Management Operations Management Strategic Planning

Talent Identification / Mentor Budget Management / Cost Control Policy Development

Performance Improvement Employee Selection / Hiring Business Re-Engineering

WMS / WCS Proficiency Sarbanes-Oxley Adherence SAP Based Decision-Making

- PROFESSIONAL EXPERIENCE -

McKesson Corp West Sacramento & Santa Fe Springs, CA An American company distributing pharmaceuticals at the retail level. Distribution Center Manager 2013 – 2017

Responsible for the management of a 250,000-square foot building with 150 employees processing $4 billion in annual sales. Develop and oversee budgets for the entire operation. Administered contracts with courier companies to handle the 1,700 daily deliveries to customers. Interact with Teamsters Local 150 helping negotiate contracts and resolve grievances. Manage 12 direct reports.

STRATEGIC LEADERSHIP & MANAGEMENT

$7.4 million in building and capital projects managed to bring a 30-year-old facility up-to-date and enable additional space in controlled areas for future growth resulting in improved employee morale and working conditions.

10% boost in production achieved by implementing a leadership program for warehouse employees.

Onboarded a new customer with 200+ delivery points, orchestrated routing with the couriers, worked with HR to hire 15 employees to cover the increased volume, partnered with inventory to ensure adequate stock on hand and collaborated with the sales team to alleviate customer concerns. Incurred no mistakes or delays in customer delivery.

10% surge in productivity and elevated staff morale accomplished by introducing supplemental work rules to improve working conditions, enhance respect throughout the workforce and foster a professional work environment.

2.3% in employee pay increases, benefits and retirement options maintained for five years by negotiating a union contract that ensured retention of associates. COST CONTROL & SAVINGS

$1 million saved for the duration of the project by negotiating contracts with couriers to deliver products and locking- in the price for five years to minimize cost fluctuations.

$175,000 in annual savings realized by reducing headcount five FTE through the outsourcing of janitorial functions.

$100,000 in yearly savings reached by establishing development opportunities for supervisors and managers via training and Six Sigma projects.

Assistant Director of Operations 2006 – 2013

Oversaw a 275,000-square foot distribution facility with 200 employees processing $7 billion in sales each year. Managed six direct reports. Overcame challenges during a major three-year building retrofit project. FINANCIAL PERFORMANCE

$400,000 saved in the first year and a 20% surge in productivity obtained by installing warehouse automation.

$200,000 savings per year and a 5% uptick in productivity gained by playing a key role in negotiations for limited sick days and labor management with the employee union. Jeremy Thomas ac1xas@r.postjobfree.com 714-***-**** Page 2 Assistant Director of Operations Achievements Continued... LEADERSHIP

Recruited and developed five managers hired straight from college through the operational management development program, trained the associates on all aspects of the distribution environment, computer systems and customer interactions.

Managed the team handling a $50 million retrofit project to fully automate and update the 25-year old facility to create more efficient workspace for increasing volume and to provide for future growth.

Mentored and assisted with career pathing for more than 30 employees resulting in ten promotions.

Won the most improved distribution center award for two consecutive years by focusing on production, cost of productivity, transportation costs, order quality, asset management and safety. Inventory Manager 2005 – 2006

Directed $250 million in pharmaceutical inventory consisting of 27,000 SKUs. Supervised 16 inventory clerks, customer service representatives, ARCOS administrators and quality control staff. Handled and resolved customer service inquiries.

$200,000 in losses recovered by investigating inventory gains and losses resulting in maintaining an overall inventory loss of 0.005% for one fiscal year.

Built a cross-functional team of inventory staff and warehouse leaders, instilled open communication and exposure to each department forging strong business understanding leading to promotion of two associates to supervisor roles. Operations Manager 2002 – 2005

Steered daily tasks for a 24-hour operation. Led a manager and six supervisors through the pick, pack and shipping process. Mentored and promoted team members into higher positions across the region.

$50,000 in annual labor costs saved by orchestrating a wall-to-wall physical inventory for the building during the conversion to an SAP-based product for an asset management and accounting application.

85% improvement in the error rate on a fully manual pick process earned by establishing a quality program to boost awareness of errors by the order fillers, applying Six Sigma methods, creating thresholds of acceptable error rates, monitoring and holding staff accountable to drive customer satisfaction.

Guided a team to streamline the training program for new employees by establishing steps of classroom instruction, hands-on training and peer-to-peer training that helped decrease picking errors and bolster productivity.

50% improvement in monthly inventory loss cultivated by instituting awareness of the problem, introducing production incentives and increasing cycle counts of high costs products.

15% growth in production nurtured in the first quarter by applying an engineered standards program in collaboration with industrial engineers.

- EDUCATION & CERTIFICATION -

Bachelor of Science

In Business Management

University of Phoenix

Six Sigma Green Belt

OSHA Outreach

Leadership Training

Designated Representative with California State Board of Pharmacy

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