Distribution and Transportation Management

Gregory J. Berrigan

**** *********** **** ( Dublin, OH 43016

Cell: 614-***-**** ( *******.*.********@*****.***

Profile: Distribution Operations Manager

Warehousing ( Logistics ( Retail ( Wholesale ( Kitting / Rework

Track record of success driving distribution efficiencies for overall

productivity, business, and bottom-line performance enhancements globally

at industry leader Big Lots

Expert in global distribution and fulfillment strategies that cut costs,

drive efficiencies, ensure compliance, generate revenue, and deliver high

levels of service quality and customer satisfaction. Generate additional

revenue through management of recycling programs.

Strengths in change management and team leadership. Functional experience

includes customer fulfillment, logistics, transportation and warehouse

systems, inventory control, facilities management, processes, procedures,

and policies, full P&L accountability, startup operations, performance

measurement, facility layout, large company and warehouse relocations, as

well as product returns management.

Talent for empowering multi-disciplinary teams and implementing best

practices. Earned top results on manager feedback surveys. Motivational

leader with high expectations and dedication to excellence.

Distribution centers and warehousing,

Examples of Distribution Leadership Effectiveness

V Delivered 20% reduction in operating costs for 2 Canadian distribution

centers and increased throughput by 42%; achieved administrative

operating cost decrease from 5.5% of sales to 3.8% during 1st year.

V Directed and orchestrated startup and implementation of Specialty Food

Processing System in 5 distribution centers in the U.S. that processed

1M+ pieces daily and contributed $1.5M in weekly sales to consumable

category; achieved processing costs of .025 per piece over 2 years.

V Processed $35M of customer returns back through the supply chain.

Established comprehensive reverse logistics procedure that also generated

$14.1M in OCC and plastic liquidation revenue through selling recyclables

to 3rd party form 2009 to 2011.

V Reduced operating costs $4.9M for Value Merchants by relocating and

combining 2 distribution centers from TN and NJ to IN without service

interruption. Increased throughput 20% and cut costs 9% per unit.

Core Skills Include: Distribution Operations ( Logistics ( Forecasting (

Distribution Center Design & Layout ( Relocations Startups ( Performance

Measurement ( KPIs ( Continuous Improvement ( Supply Chain ( Project

Management ( Process Improvements ( Negotiations ( Budgeting ( Cost

Reduction

PROFESSIONAL EXPERIENCE

Big Lots, Inc. (( Columbus, Ohio(( 1994 - 2014

Director of Distribution and Transportation Services (( Big Lots Canada,

Inc. (2011 - 2014)

In charge of operations for 2 distribution centers supplying 80 stores.

Lead strategy deployment process for Canadian Logistics and Distribution

functions. Represent Logistics and DC Operations in managing strategic

aspects of large and complex cross-functional projects. Develop and

maintain capacity modeling for Logistics and DC network. Engage with global

and supply chain counterparts to drive leading supply chain practices.

Manage System Analysis, Inventory and Production management teams to

deliver information to Logistic/DC teams that support improved decision

making. Oversee Logistics/Distribution script writing, testing, and

component validation of all IT system enhancements regarding WMS and

inventory controls. Direct staff of 118 through 8 reports, including

District and Store Managers and internal Department Managers, as well as 4

outsourced companies that handle transportation processes; sourced the

companies and negotiated terms. Accountable for managing to $7M budget.

o Cut freight costs $1.1M by optimizing truck capacity for delivery to the

39 highest transportation-cost stores, and saved $775K 5 months every

year by not using heated trailers from November to March.

o Saved $700K annually by orchestrating relocation of Vancouver

Distribution Center; delivered $27K under $155K budget and 2 weeks early

without service interruption.

o Directed $265K project to develop DC network master plan and roadmap that

reduced costs, optimized space, and efficiency.

o Restructured staff reporting structure that provided better supervision

and accountability.

o Established production and history reports for forecasting labor models

for appropriate staffing purposes, as well as KPIs for operations;

initiated annual performance appraisals for hourly associates.

o Implemented WMS enhancements, providing increased accuracy and individual

accountability in all areas, including inventory accuracy.

General Manager of Specialty Operations (( Big Lots, Inc. (( Columbus, OH

(1994 - 2011)

Charged with directing operations of 500K sq. ft. DC serving Big Lots

Wholesale, Consolidated International, and Wisconsin Toy Company on global

basis, as well as managing Specialty Processing, Reverse Logistics,

Document Destruction, and Recycling programs. DC serviced 2.5K customers

and sales of $65M. Directed 4 Managers and 45 Associates and ensured on-

time delivery. Collaborated with VP of Sales in assuring facility functions

aligned with sales projections and customer expectations. Developed and

instituted action plans that improved operational efficiencies and promoted

culture of continuous improvement.

Instrumental in starting the Specialty Processing program in 5 DCs that

contributed $1.5M in weekly sales to consumable category; accountable for

directing and developing 4 Managers and 79 associates in the processing of

all merchandise that could not be distributed to stores in the same fashion

that it was received into the DCs. These processes involved kitting,

labeling, ticketing, defacing, packaging, and detailed receiving for 14M

pieces annually.

Reverse Logistics responsibility included management of all customer

returned merchandise from 1.6K retail locations to a centralized location

for processing back to vendors, liquidation, recycling, or destruction with

average annual volumes of $15M.

Generated $7M revenue through direction of document destruction, OCC and

plastic recycling programs. Managed RFP process through to selection and on-

boarding of all service providers. Orchestrated movement, collection,

recording, monitoring, and documentation of tonnage and revenue generated.

o Saved $259K by reducing Wholesale CPU, gained $2.5K revenue by

liquidating customer returns, obtained $18K additional revenue from

recycling product returns, and eliminated $14.7K in landfill costs, as

well as saved $20.1K in Specialty Processing exceeding the goal.

o Increased recycling revenue to $7.3M in 2011 from $4.8M in 2010 and $2M

in 2009.

o Slashed average turn of Wholesale orders from 5.5 days to 1.5 days.

o Improved inventory accuracy by 15% over 2 years.

o Exceeded CPU goal for Specialty Processing by $0.002 with 10M+pieces

processed.

o Recorded a 35% improvement in accident frequency rate for all areas

combined.

o Decreased turnover rate from .14 to .056 for all areas.

o Directed conversion and implementation of Wholesale Warehouse Management

System from Lawson to SAP.

V Participated in writing test scripts and planning for Phase 2.

o Collaborated with DC HR Manager in planning and executing elimination of

the 2nd shift for Specialty Food and Specialty processing staff;

successfully placed all Associates and 1 of 2 Supervisors in other areas.

o Orchestrated planning and execution to relocate Wholesale DC. Moved 640

trailers of inventory and 20.4K pallets, and all fixtures were relocated

or liquidated; completed on-time and under budget without service

interruption.

o Promoted from role as General Manager of Wholesale Operations for

Consolidated International Wisconsin Toy Co.

V Recruited to improve DC operations and layout, establish KPIs,

restructure and develop management team/distribution staff, and

enhance WMS.

V Saved $259K by reducing CPU, cut average order turns from 5.5 days to

1.5 days, and directed DC relocation from IN to OH; delivered on-time

and $79K under $375K budget.

Prior experience includes General Manager at Value Merchants, Inc., and

Distribution and Transportation Manager at Paperplains, Inc.

o Managed 700K sq. ft. DC, $7M operating budget, and staff of 88 FTEs and

40 seasonal for Value Merchants; saved $4.9M by relocating and combining

2 locations.

o Key role in establishing DC functions for the Paperplains startup;

adjusted operations to accommodate sales growth from $1M in 2st year to

$18M in 5th year. Involved in site selection, layout and design, as well

as processes and procedures. Staffed and trained 20 FTEs and 30-40

seasonal personnel.

V Achieved 99% on-time delivery to wholesale customers.

EDUCATION

Marshall University, Huntington, WV

Villanova University, Six Sigma, Lean

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