***** ****** **** ***** ***********, OH 43046 email@example.com
SENIOR OPERATIONS EXECUTIVE
Supply Chain / Distribution Center management / Project Management
Performance-driven operations professional with demonstrated record of delivering millions-of-dollars in savings through supply chain expertise. Combined talent in reengineering projects and production functions that reverse negative operations and drive bottom-line results in start-up and growth situations.
VALUE TO THE ORGANIZATION
Productivity and Process Improvements
Rate, Contract and SLA Negotiations
Capacity Planning and Cost-Containment, P&L
Network Analysis and Redesign Implementation
Root Cause Analysis
JIT Shipping and VMI
Lean / Six Sigma
Relationship / Partnership Building
Setting Standards and Accountability
Sonica/Swisslog, WMS, Manugistics
Oracle, NetSuite ERP, Microsoft Office
Consulting Projects 2015 to Current
Increased Ecommerce picking by over 20% by ABC analysis based upon number of lines and batch picking.
Decreased transportation costs by 17% by analyzing order patterns/sizes and putting freight out to bid. Changed the mix of LTL and TL and small package along with better rates due to the use of annual history.
Reduced inventory for retail operations by 15% without service failures by developing better forecasting methodologies.
Developed processes for managing inbound customer orders and processing and tracking for orders to cash, reducing the time by 45 days and the ability to identify root causes of non-compliance.
Identified contract changes to improve cash flow further and reduce the potential for fines.
American Greetings, Cleveland, OH 2012 to 2015
Manufacturer and retailer of greeting cards, $1.5B in size.
Retail Inventory Manager
Manage ROP’s and processes for VMI product in up to 50k stores and 50M pockets.
Drove instock improvements in Walmart from below 95% to 98% via analysis of out of stock issues and driving process improvements in operations and data.
Drove training of personnel standardizing analysis techniques for root cause investigations for solving issues once. Then developed methodology for tracking issues and resolutions for training and education purposes.
Drove process improvements resulting in 25% headcount reduction, increased customer contact, by standardizing processes and investigation techniques.
Drove the change of getting analysts into the field to educate and learn about field issues. There was 40% plus turnover in the field and feedback that analysts knew nothing if what happened in stores. This built relationships and increased communication to identify and resolve store issues.
Consulting Projects 2008 to 2011
Reorganized a client warehouse that changed average customer pickup wait time from 25 minutes to less than 8 minutes while reducing head count by 10%.
Completed a network analysis looking at total logistics costs to determine optimal locations of distribution centers, using all 3PL. The result was reducing storage and handling by 15% and transportation by another 13%.
Bob Baker Page 2-708-***-****
Sears Holding Corporation, Hoffman Estates, IL 2005 to 2008
Retailer of general merchandise $50B in size.
Inventory Planning Manager
Evaluated and revised strategy and process for Bath reinvention project that resulted in early deployment and more than $1.5 million in savings on gross margin by effectively managing production schedules and the supply chain.
Developed and implemented S&OP managing P&L for product lines. Increasing margin % from 38% to 52% overall. Increased holiday line margin dollars from $1.4 Million to over $2.6 Million via variance analysis.
Spearheaded and implemented robust tracking report for product resets adopted by company as best practice.
Reduced inventory overhead by $6 million as a result of utilizing store/sku level modeling tool that improved accuracy of in-stock items from 73% to 95%. Tested and evaluated results to drive improvements.
Republic Windows and Doors, Chicago, IL 2004 to 2005
Privately held custom vinyl window manufacturer, $80M in size.
Directed a full scope of production improvement strategies to drive down costs and improve efficiency levels while maintaining quality performance. Managed operating costs of warehouse and transportation operations(fleet/drivers).
Production & Performance:
Reduced customer complaint volume by more than 50% by innovating process improvements and controls to move Finished Goods to customer sites and WIP in concert with developing metrics to illustrate current progress.
Reduced inventory levels by 18% via usage analysis and implemented forecasting for parts and materials.
Instituted backhaul program and outsourced transportation functions that led to immediate savings of $750,000. Backhaul program reduced deadhead expense by $400,000 per annum.
Managed common carrier performance and cost resulting 98% on-time-delivery and cost reductions of 8%.
Archibald Candy Corporation, Chicago, IL 2002 to 2004
Parent of Fannie May Candy, $88M in size.
Manager, Inventory Control
Charged with executing inventory accuracy for Raw Materials, Finished Goods and WIP (7,500 sku’s), and managing packaging warehouses, 3PL warehouses, and plant shipping, 24x5 operations, union and gang environment.
Reduced inventory by 45% by implementing just in time delivery of A items for packaging.
Reduced the time to take a physical inventory by 70% by developing a preparation methodology and training all personnel on proper procedures. More importantly, this increased accuracy by eliminating the need for recounts because the accuracy of the counts was now there.
Prairie Packaging, Bedford Park, IL 1999 to 2001
Plastic dinnerware manufacturer, $100M in size.
Director of Warehousing
Full accountability for 500,000 square foot Distribution Center startup and operation with nine supervisors and 120-180 associates in a 24x7 environment. Installed WMS, RF, automation, sortation and managed performance.
Engaged the rank and file to help determine the proper equipment to use in the new automated warehouse. Brought in equipment for the operators to use and critique to determine which brands/models they preferred.
Set up a mini warehouse with a WMS system to train and explain why we needed one. This drove the acceptance of the changes that were coming.
Drove the change from manually paper driven operations to a WMS driven operation with automation that allowed for the projected 30% business increase without adding more personnel.
Planned the new warehouse layout within 72 hours when the current warehouse manager was unable to provide a detailed plan. I also altered the layout of the warehouse to provide better efficiencies and reduced travel time utilizing aisles, and ABC and sister item analysis.
Bob Baker Page 3-708-***-****
Intel Corporation, Albuquerque, NM 1997 to 1999
Semiconductor manufacturer, $20B in size.
Site Logistics Manager and SW Region Safety Manager
Successfully negotiated carrier contracts and shuttle contracts for between-plant moves that reduced costs by 6%, and drove on-time delivery to 99.8%. Reduced personnel costs by 10% and packaging costs by 30%.
Reduced packaging costs by 60% by recycling inbound packaging and redesigning our outbound packaging for wafers. Changing the medium for the foam for the outbound wafers eliminated the contamination issues that the current packaging caused.
Eliminated safety incidents and recordables via training and recognition.
Developed safety protocals and trained multiple sites.
Sara Lee Bakery, Chicago, IL 1991 to 1997
Frozen baked goods manufacturer, $750M in size.
Distribution Operations Manager
Reduced warehousing costs by $1M in warehouse costs and eliminated $3M in total freight by network analysis. This in looked at total costs of the network based upon actual history and projected sales.
Reduced costs via crossdocks testing and implementation, identifying processes and system changes to support the new operations, resulting in savings of $800k in warehousing costs. This is now the new model for the Sara Lee/Hillshire Farms network.
Developed and implemented modular pallet programs to allow customers to crossdock our inbound product straight to their stores, saving them $2,000 per truckload in warehouse operations costs and increasing the inventory turns.
Developed and implemented a Direct Store Delivery Program that cost us $175 but resulted 130,000 cases of incremental business.
Ohio State University, Columbus, OH
Master of Business Administration (MBA) – Operations and Logistics Management
Franklin University, Columbus, OH
Bachelor of Science (BS) Management Science