Customer Service Manager

D. Frank Delac

**** *. ****** ****, #*** Oakbrook Terrace, IL 60181 913-***-**** ********@*******.***

Senior Operations/Distribution Professional

Qualifications Summary

Innovative and results-driven, customer-focused visionary with excellent leadership abilities, skilled at leading change in competitive business environments. Critical thinker and decision-maker with strong problem-solving and organizational skills. Ability to smoothly manage complex needs in a dynamic environment. Excel at taking other’s perspectives while maintaining the broader picture to reach a successful conclusion. Proficient at reducing cost and improving service levels.

Accomplished business development strategist with success driving productivity to grow revenues and implementing continuous improvement. Utilize consensus-building strengths to form collaborative internal partnerships and sustainable client relationships to bring about success. Champion career development through training and mentoring.

Core Competencies

Operations/Distribution Management Training/Development Merger/Start-Up

Warehouse Management Contract Negotiations Safety & Compliance

Strategic Planning Inventory Control Quality Improvement

Customer Service/Relations Labor Relations Continuous Improvement

Cost Reduction Human Resources Lean Production

Budget Management Program Development Procurement

Professional Experience

AmerisourceBergen Drug Company

A $120B company and leading distributor of pharmaceutical products to hospitals, nursing homes, and retail pharmacies with annual revenue of over $30B for the Great Lakes District.

Vice President, Operations Great Lakes District 2013 to Present

Lead and manage a staff of nine direct reports and 670 indirect warehouse and office associates for 1 million square feet of distribution space covering five distribution centers. Oversee Computer Operations, Human Resources, Operations, Compliance and Procurement.

Accomplishments:

Reduced operating expenses $5.6 million over the past three years while revenue increased by $10 billion during the same time frame.

Led the expansion and automation upgrades in 4 distribution centers which increased capacity and efficiency.

Led the operational start-up and integration of the National Distribution Center in 2014. This is a fully automated 87,000 square foot cross dock facility.

Led the build and operational start up of two new state of the art distribution centers in Minnesota and Indiana in fiscal 2017.

During the past three years, the district has finished 1 or 2 in various metrics measured by the organization which include but are not limited to: Warehouse per hour, Accuracy, Fill rate, OS&D, and on time departures.

Vice President, Distribution Center Manager (Kansas City Division) 2011 to 2013

Led and managed a staff of seven direct reports and 105 indirect warehouse and office associates for a 300K sq. ft. facility. Oversee Customer Service, Data Processing, Human Resources, Operations, Compliance and Procurement.

Accomplishments:

Reduced operating expenses by $631K compared to plan for fiscal 2010 through 2011. Warehouse lines per hour remained consistent at 67.4 in fiscal 2010 with 1 million less lines filled. Division completed fiscal 2011 ranked 3rd overall in warehouse lines per hour compared to 25 other divisions

D. Frank Delac page 2

Professional Experience (continued)

and ranked 5th in the corporation. Improvements resulted in inventory accuracy of 98.72%, adjusted service level of 99.50%, and customer care surveys of 73.3% in fiscal 2011.

Awarded LEED certification in August, 2011 (100% green), implemented the 5S program in fiscal 2011 and converted to SAP November, 2011, the largest conversion to date in scope and capacity.

Vice President, Distribution Center Manager (Chicago Division) 2008 to 2011

Managed a 300K sq. ft. distribution center with annual sales of $3B. Oversaw Customer Service, Data Processing, Human Resources, Operations, Compliance and Procurement. Led and managed a staff of seven managers and 123 warehouse and office associates.

Accomplishments:

Reduced operating expenses by $4M compared to plan for fiscal 2007 through 2010. Improved warehouse lines per hour from 43 in fiscal 2007 to 60 in 2010. Reduced non saleable inventory from $3M in fiscal 2007 to $397K in 2009. Reduced inventory related adjustments by 50% from fiscal 2007 to 2008 and completed a physical inventory in July 2008 with a loss of $1,700 on total inventory value of approximately $150M. The Romeoville Division was recognized as one of the top five most improved divisions in fiscal years 2008-2010.

Increased associate retention from 40% in fiscal 2007 to approximately 70% in 2008. Completed an associate engagement survey in fiscal 2008 with 96% participation, highest in the company. All areas that were rated by associates were above the company average.

Improved the cumulative customer service survey score by 10 points from fiscal 2007 to 2008 with the majority of customer service staff having less than one year of experience.

Operations Manager (Kansas City Division) 2005 to 2008

Managed a staff of 5 direct reports and 100 indirect warehouse and office associates. Accountable for all areas of the operations department, including Inbound, Outbound, Transportation, PkMS Systems and Inventory Control, in a fast paced 300K sq. ft. automated facility.

Accomplishments:

Assisted with the merger and start-up of a new 300K sq. ft. automated facility. Managed operations staffing, associate training and implementation of new routing structure. Developed initial standard operating procedures for inbound/outbound operations.

Implemented productivity tracking prior to implementation of engineered labor standards in functional areas of the distribution center. The Division was ranked third among distribution centers in productivity at 54.9 warehouse lines per hour and third in cost per line of $1.49 for fiscal 2007.

Maintained budget during start-up process. At close of fiscal years 2006 and 2007 budgeted expenses were met or exceeded in Inbound Operations, Outbound Operations, Inventory Control and Transportation.

Organized the first paperless physical inventory system for the Division. Booked a $43K pick up on an inventory of $110M. Achieved 0.11% inventory adjustments as a percent to revenue versus budget of .26% for fiscal 2006. In July, 2006 the Division was rewarded and only needed to perform one physical inventory for fiscal 2007.

Posted the highest cumulative customer service satisfaction score within the Central Region of 65.5 for fiscal 2006 during several customer and facility consolidations.

McLane Company Northfield, MN

A $22B company and leading distributor of grocery/food service products to convenience stores, mass merchants, and quick service restaurants with annual sales of over $500M for the Minnesota division

Distribution Center Manager 2003 to 2005

Managed a 500K sq. ft. distribution center. Supervised eight direct reports, an administrative assistant and 242 indirect warehouse teammates. Accountable for all areas of the distribution center, including Shipping, Receiving and Maintenance.

Accomplishments:

D. Frank Delac page 3

Professional Experience (continued)

Implemented and developed new safety program, including a safety committee, McLane safe coach card program and a training program. Achieved 400K hours without a lost time accident in fiscal 2005 saving $200K in work compensation costs.

Reintroduced production standards for selection areas, increased overall productivity by an average of 20%, and reduced overtime by 7%, resulting in a savings of $125K for fiscal 2005.

Implemented a new quality improvement process to reduce mis-pulls, shortages and damages. Formed a quality improvement team and slotting initiatives to reduce pick paths and improve overall slotting strategies. The program order quality improved by 10% in fiscal 2005.

Developed a sanitation program for the distribution center. McLane Minnesota was the first grocery distribution center within McLane audited by AIB, receiving an excellent food safety standard rating.

Cardinal Distribution Kansas City, MO

Leading distributor of pharmaceutical products with annual sales of over $750M in the Kansas City division.

Operations Manager 2000 to 2002

Managed three direct reports, an administrative assistant, and 83 indirect operations associates. Supervised the distribution process, including shipping/receiving and transportation for a 100K sq. ft. facility.

Accomplishments:

Assisted with the implementation of new radio frequency system. Reduced warehouse out of stocks from 0.35% in fiscal 2000 to 0.11% in fiscal 2002 and increased service levels from 80% to 93%.

Implemented productivity and accuracy tracking in fiscal 2000. Increased productivity from 125 lines picked in fiscal 2000 to 180 lines picked by 2002. Improved accuracy levels from 10 errors per 1000 lines picked in fiscal 2000 to 4 errors per 1000 lines picked in 2002.

Coordinated a $500K retrofit project redefining the picking process and increasing operational efficiency. On-time delivery rate improved from 70% in fiscal 2000 to 97% in 2002. Reduced overtime from 25% in fiscal 2000 to 7% in 2002.

Assisted HR department with interviewing applicants. Developed a new orientation process, preferred work methods and training procedures, reducing turnover by 50%. Implemented new attendance policy, reducing absenteeism 50% from fiscal 2000 to fiscal 2002.

Sysco Food Services of Kansas City Olathe, KS

A fortune 500 company and leading marketer and supplier of food service products in North America with annual sales of over 300 million for the Kansas City division.

Warehouse Manager 1995 to 2000

Managed a staff of eight direct reports, four warehouse clerks, and 165 indirect operations associates. Accountable for all areas of the shipping process in a fast paced 400K sq. ft. facility.

Accomplishments:

Managed in a union environment and reduced employee grievances by 10% annually through effective interpretation and administration of collective bargaining agreement.

Increased cases per man-hour from 45 to 65 by re-implementation of engineered productivity standards. Improved customer on-time delivery rates and reduced overtime from 25% to 8% in fiscal years 1998, 1999, 2000.

Reduced lost time accidents by 60% for fiscal years 1998-2000 through effective supervisor and employee training, accident investigation and enhancements to overall safety program.

Maintained sanitation records and ensured weekly warehouse inspections were performed. Received the highest AIB rating of 925.

Integrated and trained warehouse staff and associates on radio frequency system. Reduced warehouse out of stocks from 0.20% to 0.06% in fiscal years 1999 and 2000.

Associated Wholesale Groceries, Inc. Kansas City, KS

Grocery wholesaler to member outlets with annual sales of over $1B for the Kansas City Division.

Warehouse Coordinator 1986 to 1995

Co-managed 12 direct reports, six clerks, and 350 indirect warehouse associates for a 750K sq. ft. facility.

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Professional Experience (continued)

Accomplishments:

Maintained overtime goals of 10% or less from 1990-1995 using engineered productivity standards, proper employee scheduling, and interpretation/administration of collective bargaining agreement.

Integrated a new safety program, which reduced lost time accidents by 25% from 1991-1995.

Education

Rockhurst University, Kansas City, MO

MBA, Management

BSBA

Certifications: OSHA Certification, AIB Certification, DEA Certification

Languages: Fluent in Serbo-Croation, Knowledge of Spanish

References

D. Frank Delac

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