Manager Project

ANDRE E. BEARD

**** ********** ***** ** *****: *****.*.*****@*****.***

Kentwood, Michigan 49508 Cell: 616-***-****

QUALIFICATIONS PROFILE:

Significant background of progressive, results-driven distribution and operations management performance. Extensive

hands-on experience in Pharmaceutical, Medical Device, Food and General Merchandising commodities.

Developed a successful track record in the implementation of lean manufacturing principles, establishment of

departmental performance metrics, process improvements and process standardization.

Demonstrated ability of coupling corporate agenda with strategic planning, project design and systems

implementation to deliver desired measurable results.

Well-developed analytical, interpersonal, team management and coaching skills.

PROFESSIONAL EXPERIENCE:

Meijer Walker, MI / Middlebury, IN

Director of Distribution 2013 to Present.

Direct the daily distribution of all point of sale replenishment to over 220 Meijer retail supercenters throughout the mid

west. Specifically overseeing general merchandising, fresh foods, frozen foods and Class 2-5 pharmaceutical drug

distribution in a 583,000 square foot general merchandising/pharmaceutical distribution facility in Walker Michigan and a

120,000 square foot Refrigerated /Frozen distribution facility in Middlebury, Indiana. Overseeing 3 Operations Managers,

12 supervisors and over 300 employees.

Responsible for developing and implementing a suspicious order monitoring program that monitors the thresholds for Class

2-5 drugs deemed to be orders of interest. Identified orders that were suspicious per the DEA OFFICE OF DIVERSION

CONTROL PART 1301 REGISTRATION OF MANUFACTURERS, DISTRIBUTORS AND DISPENSERS OF

CONTROLLED SUBSTANCES.

Project Manager appointed to drive the organization into the distribution of Class 2 drugs. Including the building of a 2,000

square foot vault to insure DEA storage compliance of the drugs.

Implemented a secure tote distribution process the resulted in $400,000 decrease in stock loss throughout the Supply Chain.

Developed Warehouse KPI’s to evaluate performance. Metric’s included Hourly pick/pack/ship rate, Hourly dock turns and

Pallet moves per labor hour.

Identified procedural bottlenecks. Facilitated a process change that is resulting in a 6% improvement in pick performance

year to date thru reduction of non-value added activities.

Aspen Surgical Hill-Rom Caledonia, Michigan

Warehouse Operations Manager 2011 to 2013.

Shift Operations Manager 01/2011 to 10/2013

Directed all daily operations of the Warehouse Department and the start up Distribution Network of the Supply Chain in a

24/5 medical device manufacturing facility. Specifically, managing order fulfillment for the site by overseeing customer

direct shipments, distribution, receiving, carrier rate negotiations, raw materials and finished goods inventory control in

excess of $3 million, staffing and asset management. Shipped both sterilized and non-sterile goods domestically and

internationally via UPS, trucking and air. Managed the day-to-day activities of 40 hourly employees, 1 supervisor and two

coordinators in a team-oriented environment.

WMS Project Leader: Assigned to modify a recently implemented Code 128.B barcode scanning RF inventory control and

electronic purchase order receipts WMS (IFS/Radley).

Creating performance metrics and developing strategic planning tools to improve customer fill rate from 79% to 90% of

2300 SKU’s.

Created standardized work assignments and determined labor requirements to successfully perform daily task.

Warehouse Continuous Improvement Team Leader: Lead multiple Kaizen events to identify and remove wasteful activities

in the current process.

Developed a PFEP (Plan for every Part) for 3200 Raw Material SKU’s and 2300 shippable SKU’s.

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Nestle’ Waters North America Ice Mountain Stanwood, Michigan

Warehouse Resource Manager 02/2010 to 2011.

Managed the daily operations of the Warehouse, Shipping and Palletizing departments in a 500,000 square feet, 24/7 water

bottling facility. Specifically, coordinating the timely departure of over 1400 FTL shipments of single SKU and grocery

list outbound loads weekly.

Decomposing and recomposing the production schedule to insure that 98.65% of orders are shipped to big box customers

on time.

Forecasting and scheduling the chase demand strategy labor requirements to fulfill the demands of the daily outbound

shipments.

Maintaining a 47,275lb. payload for each truck that departs from the facility by using optimal load configurations.

Managing the dropped trailer yard to calculate the drop trailer/live load ratio required to successfully execute over 200 FLT

deliveries daily.

“Best in class logistics” awarded for being the top KPI performer in the country.

THE SHERWIN-WILLIAMS COMPANY, Holland, Michigan

Warehouse and Distribution Manager 2002 to 2009

Shift Operations Shift Manager 1999 to 2002

Directed all daily operations of the Warehouse Department and Distribution Network of the Supply Chain in a 24/5 high-

speed aerosol and liquid fill manufacturing facility. Specifically, maintained a 98.75% service goal by managing order

fulfillment for the site by managing customer direct shipments, distribution to DSC’s and 3PL partners, receiving, carrier

rate negotiations, raw materials and finished goods inventory control in excess of $9 million, staffing and asset

management. Shipped both hazardous and non-hazardous goods domestically and internationally via UPS, trucking, air,

rail, container exports and inter-modal. Supervised the day-to-day activities of 40 employees in a team-oriented

environment.

Achieved 98.75% inventory accuracy and a three year zero recordable injury departmental safety record. This was

achieved while absorbing a 30% reduction in staffing, 25% increase in productivity and a 27% decrease in per-pallet

storage capacity.

Division Project Leader: Assigned to oversee the IT software development and implementation of a Code 128.B barcode

scanning RF inventory control, electronic purchase order receipts and ASN program. ROI of 16% reduction in staffing and

inventory accuracy of 96.75% obtained. Best practice awarded.

Formed departmental process improvement teams to revise departmental standard operating procedures eliminating non-

value added activities. A financial impact of 19% reduction in departmental overtime labors costs & a 20% reduction

forklift fleet requirements were obtained. Best practice awarded.

Partnered with the purchasing and warehouse groups to develop a demand chain management system using dual card

Kanban systems for high usage raw materials. Best practice awarded.

Personally delivered over $450,000 in validated cost saving/cost avoidance.

Facilitated a shift turnaround. Spearheaded a “worst-to-first” shift productivity performance initiative resulting in a 23%

units per man-hour increase over a two-year period. Achieved by introducing optimal line scheduling to minimize

equipment changeover, developed a standard operating procedure changeover matrix and establishing optimal line speeds

for each product family. Best practice awarded.

Recipient of the “Plant of the Year Award,” Sherwin-Williams highest honor.

ACADEMIC Bachelor of Science Degree, Michigan State University

CREDENTIALS: Major: Public Resource Business Management. Emphasis: Economics

ADDITIONAL ACCOMPLISHMENTS, TRAINING AND SKILLS:

Continuous Improvement Certification (2012) APICS CSCP certification (fall2014).

Lean Manufacturing Certification (2001) Six Sigma Yellow-Belt training (2006)

QAD (ERP/MRP) Software DOT Training (2005)

QAD, IFS & SAP (ERP/MRP)

Advance Order Management (AOM)

Software

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