Manager Customer Service

Reginald Abel

*** ******* **** **. ******** SC **229

Phone: 803-***-**** Email: ********.****@*****.***

Career summary:

Results-driven Operations Manager offering more than 20 years extensive experience in logistics,

warehousing, transportation/driver control, shipping and receiving, management and supervision. Core

Strengths include:

• •

Materials/Inventory Control Full P&L Responsibility

• •

Cost Containment and Reduction Staff Development and Leadership

• •

Conflict Resolution Vendor and Client Relations

• •

Warehousing Organization/Time Management

• •

TPS/Lean Warehousing Champion Quality Improvement/ Assurance

Work History:

Journey UMC August, 2013 – Present

Church Relocation Coordinator, Columbia, SC (Volunteer Position)

• Responsible for the physical move of the church from it’s temporary location into newly

constructed 18,000 square foot sanctuary

• Reviewed bids and made recommendations for Irrigation and Landscaping awards to church

board

• Weekly updates to the board on all construction projects

• Served as point of contact between the church, the General Contractor, Site Foreman, and

material suppliers for this project

• Reviewed all county inspection reports to resolve all issues

Erie Logistics March, 2012 – April 2013

General Manager Grocery, Lancaster, NY

• Daily Operations of a 700,000 square foot facility, seven day two shift operation

• Pick, pack, ship, and receiving operation

• Supported the TOPS Friendly Markets Grocery Chain, with 137 stores in Western New York and

Pennsylvania

• Full P&L responsibility

• Management staff of Operations Manager(1), Shift Managers(2), and Supervisors(15), and 350

hourly associates

• Key Accomplishments: reduced ORI rate from 2012 rate of 12.71 to 5.60 in 2013, against an

objective of 6.0. Reduced selection error rate from 2012 year ending 17.7 per thousand to 7.6 per

thousand in 2013 against an objective of 8.0.

Pepsi-Co January 2011 – March 2012

Regional Warehouse Manager/Production Supervisor

• Responsible for 10 Pepsi Warehouses in North and South Carolina

• Size ranged from 30,000 square feet to 300,00 square feet

• P&L responsibility for these facilities

• Performance evaluations, building slotting recommendations, and manpower planning

• Supervised the operations of four production lines at the Columbia, S.C. production plant

• 15 direct reports, six day per week operation

• Produced 75,000 cases daily.

• Responsible for Maintenance, Lab, and Production employees

• Key Accomplishments: increased up time performance on two liter line from 67% to 72%.

Implemented Blow Molding operation for the 20 oz. bottling operation.

Carquest March 2009- January 2011

Director of Operations

• Managed the daily operation of a 100,000 square foot distribution center

• Managed the sales and customer service operation for the region

• Supported 67 Carquest, Monro Tire and Muffler, and Car Max facilities in three states

• Daily delivery of auto parts to all facilities

• Managed Fleet operations

• Two Managers and 4 supervisors as direct reports

• 45 hourly associates

• Key Accomplishments: Reduced delivery routes from nine to seven through consolidation.

Increased trailer size and re-routed all routes to accomplish. This reduced delivery cost by

approximately $200,000 annually.

Nissan North America July 2005-March 2009

Regional Parts Distribution Manager, Irving, TX.

• Managed Daily Pick, Pack, and Ship operation at 200,000 square foot facility

• Supported 136 Nissan and Infiniti Dealerships with next day parts delivery service in Texas,

Louisiana, Oklahoma, New Mexico, Colorado, and Kansas

• Held quarterly meetings with Dealership Parts Managers

• Visited top 25 sales volume stores twice per year

• Met weekly with Regional Sales and Marketing personnel for programs and sales events updates

• Supervised a staff of three Supervisors, five Support, and 40 hourly associates

• Key Accomplishment: Restructured Colorado route to make next day delivery possible from

Dallas. Changed cut off times for regular orders. Put a maximum order line cap on critical orders

to insure timely processing to make shipment departure. Got 18 Colorado dealerships to agree to

a 1:30 pm daily cutoff, four hours earlier than previous time.

Warehouse Operations Manager, Compton, Ca. February, 2004 – July, 2005

• Managed the Shipping operation at the 360,000 square foot facility

• Supported 120 Dealerships with next day delivery in Southern California, Arizona, Nevada, and

Hawaii

• Managed replenishment operation to the Sacramento PDC, providing next day service

• Supervised a staff of seven Supervisors, four support, and 88 hourly employees

• Key Accomplishment: Consolidated Costa Mesa, Ca. facility into the Compton facility over a 90

day period without service interruption to dealerships. Utilized temporary employees to staff

Costa Mesa while transitioning employees to the Compton facility. All selection for both

facilities was accomplished on straight time hours.

Pepsi Bottling Group January 2003 – February 2004

Process Improvement Manager, Columbia, S.C.

• Provided layout and slotting support for 11 Plant and 52 Satellite warehouses in my region

• Launched Warehouse Management System in two plants

• Launched Voice Pick at the San Antonio, TX plant, first to have in the network

• Training Manager for new Supervisors and Warehouse Managers

• Executed PBG’s warehouse improvement process’ and standards

DaimlerChryser May 2000 – January 2003

Parts Distribution Center Manager, Lathrop, CA.

• Daily operations of a 430,000 square feet facility

• Supported 120 dealerships in Northern California, Nevada, and Utah

• Established and provided training in Lean Operations principles

• Hired all management staff for startup operation

• Introduced Small Batch Processing to Mopar operations

• Key Accomplishments: Negotiated National contract with the UAW that allowed Lean

Operationing Principles to be implemented. Reduced salary groups from four to one to minimize

road blocks to rotate workforce through all functions in facility. Created Launch team which

included both management and hourly UAW associates to create training materials, test

processes, and assist with facility layout. Established an atmosphere of trust between

management and the UAW to facilitate operational changes to the workforce.

Toyota Motor Sales USA 1999 – May 2000

Toyota Industrial Equipment, Torrance, CA

Parts Supply Administrator

• Supervised support staff that provided customer service to 200 Toyota Fork Lift dealers nation

wide

• Maintained parts inventory for the Genuine Parts and Starlift Parts programs

• Supported United Airlines Account with satellite warehouses for their tow tractor engine needs

Toyota Industrial Equipment, Columbus, IN 1996 – 1999

Parts Administrator

• Managed the Pick, Pack, Ship operation at the Starlift Parts Distribution Center

• Maintained all contracts with vendors for facility

• Hired all personnel for the start up operation

• Negotiated all local vendor contracts, establishing JIT delivery for all supplies

• Supervised staff of one Supervisor and seven associates at the 30,000 square foot facility

Los Angeles Distribution Center, Torrance, CA 1992 – 1996

Supervisor/Office Administrator

• Planned daily work assignments for 65 associates in the receiving department of this 400,000

square foot facility

• Conducted employee safety trainings

• Conducted daily shift start meeting with team

• Tracking of the PDC operating budget

• Supervised a staff of 19 associates in the parts ordering, claims processing, and data entry

department. Supported 77 Toyota and 25 Lexus dealerships

Education

St. Olaf College, Northfield, MN

Major: English

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