DONALD WAGENBLAST

*** ********** ****, ******, ** 07871

973-***-****

ac6fci@r.postjobfree.com

EXECUTIVE: OPERATIONS and LOGISTICS MANAGEMENT

Experienced in the areas of:

RETAIL / WHOLESALE/ ON LINE OPERATIONS – DISTRIBUTION – WAREHOUSING

SUPPLY CHAIN – FACILITIES – TRANSPORTATION – CUSTOMER SERVICE – REPAIRS --

DOMESTIC & INTERNATIONAL MANUFACTURING & LOGISTICS – PURCHASING – CONTINUOS IMPROVEMENT-SYSTEMS IMPLEMENTATION-SALES-PURCHASING

Key Strengths:

Key executive with vast experience in numerous facets of domestic and international manufacturing and distribution operations management and administration.

Top and Bottom Line, “high impact professional- increase sales and revenues, control and reduce costs.

“State-of-the-Art” leader that can maximize “best practices” with new technologies (“paperless warehousing”).

“Hands-on” management style, effective in achieving results with multi-cultural and/or unionized workplace.

PROFESSIONAL EXPERIENCE

Chief Operating Officer, PAIGE ELECTRIC CO. L.P. Union, NJ 2013 - Present

Reporting to the President with full responsibility for North America, Asia and Europe manufacturing, distribution, logistics and overall supply chain. Overseeing 5 distribution centers in the US, 1 in China and 1 in Europe and contract manufacturing operations in Mexico. Liaison between sales divisions and corporate offices with a focus on process and information flow and optimization. Responsible for and in charge of purchasing, sales, finance, distribution, logistics, IT, manufacturing, inventory management and customer service.

*Developed an MRP system supporting manufacturing operations domestically and internationally with owned and contract manufacturing reducing inventory and improving fill rate. *Renegotiated ground, air and ocean freight contracts worldwide resulting in freight reductions in excess of $1 million per year. *Hired trained and motivated staff in distribution operations in China, Europe and the US. *Partnered with a contract manufacturer in Mexico making cable and harness assemblies reducing costs and inventory carrying levels. *Managed P&L for 7 distribution operations and 2 manufacturing operations worldwide.

Vice President of Operations, BON CHEF INC. Lafayette, NJ 2005-2013

Reporting to the owner and President, have full responsibility of all facets of the company operations including administration, production, custom mill shop, metal fabrication, powder coating, purchasing domestically and internationally, vendor management, order entry, distribution, transportation, returns, repairs, facilities, personnel, customer service and billing.

*Reduced payroll in the plant by 30%

*Reduced operating expenses by 45%

*Improved packaging and reduced packaging costs by over 70%

*Reduced Raw Materials inventory by improving vendor lead times and changing reorder cycles

*Reduced overall carrying inventory by over $1 million

*Introduced a conversion coating to the powder coating operation eliminating product failures in the field.

*Eliminated order backlog with ability to ship orders same day on hundreds of items

*Last person to resolve customer service issues with customer base. The buck stops with me.

Vice President of Operations, ETHICAL PRODUCTS INC. Newark, NJ 2000-2004

Ran, with full P&L, all aspects of the operations for this wholesale-manufacturer of pet toys and accessories.

Had full charge over: sales, systems, administration, production, purchasing, personnel, distribution, transportation, negotiations, real estate (facilities management), billing, returns, order entry, warehousing, legal and customer service.

Directed a workforce of 70 employees with 4 direct reports (Warehouse/Transportation Manager, Customer Service Manager, International Logistics Manager, and Director of Domestic Purchasing), and numerous sales rep groups.

Fired, recruited, and hired replacements as needed.

*Drove the top line (increased sales) by becoming the “closer of deals” with company’s customer base.

*Turned around an under-productive operation to be one recognized as a strength of the company.

*Reduced cycle of order processing from up to 4 weeks to 3 days by establishing customer service standards in order entry, fulfillment and shipping.

*Reduced ocean transportation costs by $75,000 per year by changing re-order cycles and moving to all water shipments for non-critical inbound containers.

*Established a “never out” program on key components in domestic purchasing, reducing inventory and space requirements and reducing lead times on orders.

*Produced the company’s first-ever policies and procedures manual.

*Completely reorganized (re-aligned) the entire reporting structure of the entire corporation.

*Successfully planned and executed a relocation of entire company operations from Newark to Bloomfield, NJ under budget and with no interruption of services to customers.

*Created a “Strategic Planning Committee” to determine clear direction to empower various levels of the company to share ownership of corporate goals and objectives.

*Trained customer service and distribution departments to operate as a team and resolve customer issues.

Vice President of Distribution and Logistics, TRENDLINES INC. (MA), 1998-1999

Brought in to turn around and run all operations for this $300 million, 240-store specialty retailer made up of 3 retail divisions (Woodworkers Warehouse, Golf Day, and Post Tool stores) and included, featured, and supported a $45 million catalog business. Directed the activities of 600 employees involved in either distribution, call center or corporate operations. *Quickly met and resolved the challenge of huge bottlenecks, significant outs, bare shelves and unfilled orders.

*Led a successful campaign against efforts to organize and unionize the labor force.

*Reduced a 7-day, 24-hour operation to 5-day, 2-shift operation, reducing distribution center payroll by 50%.

*Renegotiated freight contracts with FEDERAL EXPRESS and UPS reducing shipping costs $75k per year.

*Automated outbound transportation activities by introducing UPC scanning on all retail deliveries.

*Directed a successful Warehouse Management System (WMS) implementation on time and on budget.

*Restructured a 100-person call center, reducing management payroll 20% and hourly payroll by 30%.

Vice President of Distribution and Logistics, ADAP, INC. dba AUTO PALACE (MA), 1995-1998

With focus on warehouse and delivery operations, directed the efforts of 300 employees supporting this 125-store automotive aftermarket retail chain. Direct reports included: 2 Warehouse Managers, a Traffic Manager and a Return Goods Manager.

*Conducted a flawless company- wide systems implementation without any disruption to store deliveries.

*Reduced operating expenses including outbound transportation from 4.2% to an industry best 3.0%.

*Developed procedures on vendor recalls reducing turnaround time from 8-12 weeks to 10 days, allowing company to utilize between up to $200,000 of cash for future purchases and 6 weeks sooner.

*Developed a return-to-stock program from the stores to the distribution center removing $4 million of excess inventory, at cost, in the chain, reducing new purchases by more than $1 million per month.

*Negotiated nearly a $1,000,000 in savings in capital expenses of material handling equipment during relocation.

*Successfully planned and completed a corporate relocation including consolidation of 2 distribution centers.

*Converted a teamster private fleet to a third party transportation service, eliminating union affiliation and reducing costs from 1.8% of sales to 1.0% with no work stoppage.

Regional Distribution Center Manager, PEP BOYS CORPORATION (PA), 1994-1995

Ran, with full P&L for the region, the largest volume distribution center for this $1.5+ billion, automotive aftermarket retailer. From two facilities serviced stores throughout the entire Northeast.

Managed and coordinated all activities of this 3-shift, 7-day per week operation within 2 buildings totaling 550,000 sq. ft. with over 300 management and hourly employees. Directly managed 38 teamster drivers in a private fleet.

*Turned around the largest teamster facility and least productive operation to the most productive one in the country.

*Reduced operating expenses from 4.2% to 3.4% of sales.

*Developed an RF UPC scanning system for shipping overseas to new stores opening in Puerto Rico.

General Manager, JAMESWAY CORPORATION (NJ), 1988-1994

Promoted to run a 830,000 sq.ft. automated distribution operation with 45 management and 450 teamster employees in a 3-shift operation to support a 143 store discount retail chain. Products included: general hard lines, furniture, basics, ready-to-wear, flat-to-hang and specialty items. Range of duties covered operations, administration, distribution and personnel.

*Increase productivity 57% with hard lines and 18% with soft lines by developing, training and motivating a management team and an undisciplined union workforce that enabled a cost effective conversion of a distribution center from a manual to an automated material tracking system.

EDUCATION

B.A. program, Business Administration, LYCOMING COLLEGE, 1980-1984

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