Supply Chain Manager

Spare Parts Logistics Manager

Thyssenkrupp Elevator, Tampa, Florida, October, 2017 to Current

Define current processes and future analysis

Standardize item master

Direct delivery to field mechanics via 3rd party locations

National Parts Distribution/Operations Manager

Konica Minolta Business Solutions, St. Petersburg, Florida, 2012 to October, 2017

Manage outsource relationship with 3PL provider for warehousing functions with a $5m operational budget and inventory value of $18m containing over 40k SKU’s

oManage KPI’s to include same day receipts and shipments, quality/accuracy, physical inventory and shrink dollars

oReduced annual shrink dollars by 38%

oSemi-annual physical inventory average 99.90%

oDeveloped an offline Access database to conduct physical inventory and reduce timeframe by one day

oAverage 45 errors per month on average 35,404 monthly orders

oImplemented a quality program that reduced number of errors by 25%

oImplemented parts replenishment program for over 2,000 service technicians to consolidate orders and reduce freight cost by 60%

oManage international shipments to Canada, Mexico, Central and South America

oNegotiate contract renewals

Provide process/system support to 3 company owned master DC’s for continuous evaluation of efficiency

oImplemented new picking process increased volume by 30%

oManage and facilitate semi-annual physical inventory with average accuracy 99.98% on average value $115m

oDesign cycle count processes based on ABC classification

Manage reverse logistics for equipment, supplies, and parts utilizing small package and LTL carriers

oImplemented tech return process for unused parts for centralized access

oDocumented all process

oMaintain website for internal/external customers to log order issues for resolution

Manage customer support team to resolve issues relating to the warehouse and shipping

oResolve customer issues within 48 hour timeframe

oSchedule all pickup returns via LTL carrier and schedule reconsignments

oMonitor interface transactions between SAP and Warehouse Management System

oProvide specialized customer support for high end customers

oEscalation process for out of stock inventory to meet customer requirements (both internal and external)

Develop/execute test scripts and implementation of Supply Chain/Logistic changes, software upgrades, and integration of acquired business entities

Responsible for SmartWay EPA program reporting for Transportation

Liaison with internal and external auditors pertaining to warehouse process testing

Supply Chain Manager

Danka Office Imaging (Acquired by Konica Minolta Business Solutions July, 2008), 2004 - 2012

Managed team of analysts providing process/system support for Planning, Purchasing, Warehousing, and Inventory Control

Managed team providing support to service technicians throughout the U.S.

oDefined escalation process through internal investigation and Purchasing from vendors

oDeveloped Intranet site for information repository for technical bulletins, Standard Operating Procedures, parts notifications

Managed employee development for increased productivity, empowerment and advancement

Managed vendor relations with numerous outsourced parties and suppliers for effectiveness, efficiencies, process improvement and operations

Managed the consolidation and rollout of forward stocking locations from 28 to 10 and increased inventory accuracy from 91% to 99%

Managed Oracle implementation of 11.5.5 and upgrade to 11.5.9 for Supply Chain module

Developed and conducted training of warehouse personnel for transition of Oracle to SAP

IT liaison between Supply Chain and outsourced providers managing production support tickets and projects

Developed and presented potential projects to governance committee and monthly update presentations to senior management

Continuous evaluation of systems and business requirements to develop tools for business users to be more efficient and increase revenue

Supply Chain Analyst

Danka Office Imaging, 2002 - 2004

Managed inventory levels and system transactions for distribution warehouse in excess of $10m and over 1,200 field personnel

Managed interfaces for failure points and implemented an alert system between WMS and host system

Stabilized the IT infrastructure of warehouse with legacy system to be operational 2 additional years until relocated

Build and managed ad-hoc reports for supplier performance and reduce costs

Managed Canadian operation implementation from proprietary system to Oracle 11.5.9

Work closely with sales team focusing on forecasting and ensuring fulfillment is achieved

Work closely with planning to ensure correct inventories are available and dispositions are changed based on demand

Manage and publish Sarbanes Oxley documentation including Standard Operating Procedures and end to end Process Flows

Develop reports to trend the entire fulfillment process for effectiveness and act upon any abnormalities that result in decreased cycle time

Director of Operations

Tropical Sportswear International, March 2002 – August 2002

Scheduled and optimized daily workloads including receiving, stocking, picking and shipping

Managed workflow of manufacturing for application of value-added service to apparel

Supervised over 100 associates from 5 departments

Managed cost forecasting, planning, budgeting, tracking, and reporting

Managed employee development for increased productivity, empowerment, and advancement

Managed relocation of Atlanta warehouse containing over 500,000 units due to acquisition

Maintained OSHA standards and reporting requirements

Inventory Manager

Tropical Sportswear International, 2000 – March, 2002

Managed inventory movements throughout the warehouse from receipt to shipment, controlling all adjustments through the implementation of barcode technology

Planned warehouse layout for a 250,000 square foot building to maximize space for seasonal and core apparel goods

Held responsibility for annual receipts and shipments of 20 million units and over 75,000 SKUs

Supervised inventory team conducting cycle counts and troubleshooting issues

Increased monthly system warehouse productivity from 90% to 99%

Increased turnaround time for an order to be in a shippable status from two days to one day

Increased inventory accuracy from 90% to 99.5%

Warehouse Process Analyst

Tropical Sportswear International, 1999 - 2000

Implemented PKMS Warehouse Management System

Documented all processes through flowcharts

Documented standard operating procedures

Developed training program, coordinated, and conducted training of warehouse personnel

Administrative Assistant - CIO

Tropical Sportswear International, 1995 - 1999

Project coordinator for SAP implementation

Responsible for $10m project budget relating to hardware purchase, consultant fees, and internal costs

Managed IT vendor RFQ process

Managed rollout of several initiatives: phone system, computer upgrade, MS Office upgrade

EDUCATION

MS Logistics, Florida Institute of Technology, 2016

Master Business Administration, St. Leo University, 2014

BA Business Administration, University of Phoenix, 2001

SOFTWARE

SAP ERP (10 years)

Oracle ERP (7 years)

PkMS WMS (7 years)

EXE WMS (10 years)

MS Office Suite (20+ years)

Google Apps (10 years)

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