Personnel development, Sales Manager, Operations, Profit, Forecasting
Resume:
JOSEPH M. SAZIO
OBJECTIVE
• Work in an organization with a desire to grow and increase net profit.
• Contribute to both growth and profit.
• Learn from others in the company.
• Teach others in the company.
• I consider my job to be: Do whatever needs to be done.
SKILLS
• Able to quickly evaluate any system or procedure and recognize areas that can be improved. I can always increase efficiency.
• Able to focus on net profit and teach others how to do the same. All employees can be taught to think like an owner.
• Understand and can communicate with specialists: Lawyers, Real Estate Brokers, Bankers, Investors, Engineers, Computer Wizards, etc.
• Understand and can communicate with non-specialists: Sales People, Laborers, Managers, CEO’s, etc.
• Incentive Plan Creation to align employee/customer/company goals
• Sales management: Retail, Wholesale, Call Center
• Distribution management
• Manufacturing
• Purchasing, Forecasting, Slotting
• Facilities lay-out and set-up
• Negotiation
• P&L Responsibility
• Budgeting
• Mechanical Engineering, Mechanical Design
• Bilingual (English/Spanish)
COMPUTER SKILLS: AutoDesk Inventor, AutoCAD, Turbo CAD, Microscribe Digitizer, Mechanical Desktop, including 3D modeling; CNC Laser programming; Word processing (MS Word); Spreadsheet (Excel, extremely advanced); Data Base (Access); Accounting (Peachtree, DacEasy, QuickBooks, Quicken, Isis, Maddenco); RFR scanners. Can quickly learn anything new.
EDUCATION
• A.S. degree, Riverside Community College, Physics
• B.A. degree, California State University at Long Beach, Business Management
• G.P.A. 3.8
EMPLOYMENT HISTORY
TRANSAMERICAN AUTO PARTS, 08/03 – 05/14
• Inventory Control Manager
• Company’s largest region (Compton distribution center and the stores it supplies). I improved inventory control procedures company-wide, including: Receiving, Scanning, Cycle Counts, Physical Inventory, and Tracking Mounted sets of Returned Tires. We completely revised the way we make, buy, and sell Explorer (our in-house manufactured brand) suspension system kits to reduce inventory levels, increase inventory turnover rate, and improve inventory accuracy. This made receiving and parts picking simpler and more accurate. I implemented case quantity UPC codes on Explorer shocks to allow scanning of each box once, rather than manually entering quantities. All sales departments noticed and commented on the increased dependability of our inventory. Our fill rate improved. Accuracy was greatly improved and problems were addressed more quickly. I trained warehouse personnel to follow the new procedures and to understand how the things they do affect our product flow and other people’s jobs. I trained a young, inexperienced warehouse worker to better understand what we were doing, and to continue doing many of the things I had been doing.
• Reviewed Call Center orders prior to shipping. Updated product descriptions and sales notes on hundreds of part numbers. First month reduction of returns of $56,000, saving $25,000 expense. All of our salespeople can depend on the computer more to help them avoid mistakes and sell more related products.
• Modified all incentive plans for the retail sales division: Installers, Shop Foremen, Salespeople, Assistant Managers, Store Managers, and Regional Managers. The results were increased revenue through sales of both parts and labor, higher customer satisfaction, reduced returns, increased employee satisfaction, greater sales of preferred brands, and higher net profit.
• Promoted to Director of Distribution. This department includes 5 Distribution Centers and 200 employees. Designed racking layout at all DCs. Implemented narrow-aisle, wire guidance installation and operation in 275,000 sq ft DC with $22M inventory. Improved accuracy and productivity in all DCs. Pushed all cut-off times later, including no cut-off time at all for our own delivery trucks. Trained all DC Managers, making them more effective and taught them to train their own people. This included the management way of thinking, how to see how each task affects the entire company. Also trained all managers in slotting.
• Promoted to International Inventory Manager / Supply Chain Consultant / Assistant to the COO. Total $70M inventory value. Implemented Multiple-Bin WMS. Oversaw Physical Inventory count at 5 DCs and 60 stores. Personal oversight at 3 DCs. Worked with WMS provider to make programming improvements. Wrote procedures for PI count. Increased inventory turns and reduced excess and obsolete inventory. Created the position of Retail Store Inventory Manager and trained the manager. Created the store forecasting program in Excel. Sales in newly forecasted stores exceeded their sales budgets by 12%. Created extremely advanced spreadsheet reporting using Excel macro programming. I provided these custom-designed files to analysts in every dept. and taught my people how to create their own. Wrote procedures as needed for all depts. that handle inventory and related expenses. Trained Regional Inventory Control Managers for each DC and the stores and events (off-site shows and sales) it supplied. Trained purchasing dept. in forecasting.
STULL INDUSTRIES, 11/02 – 07/03
• Product Development Manager
• Designed replacement grilles and running boards. Designed unique brackets using adaptive, parametric computer 3D modeling. Programmed laser to cut out parts, including etching bend lines and part numbers. Built prototypes. Built show samples and displays. Improved product for better fit and easier installation. Improved installation instructions, making them clearer and simpler. Coordinated Product Development with Sales Dept. to design parts that they can sell. Improved production methods. Improved welding fixtures. Combined fixtures to make more parts with fewer fixtures. Improved production information forms and check off lists to eliminate misunderstandings and deviation from design. Verified accuracy of outsourced product samples.
EXTREME SUSPENSIONS, INC., 08/01 – 10/02
• Suspension Design Engineer and G.M. Operations
• Designed a 9” Suspension Lift System for 1999-2002 GM ton 4WD pickup truck that is stronger and easier to install than any competitor’s 4” or 6” system, displayed at SEMA show.
• Designed a 10” Suspension Lift System for 1999-2002 GM 3/4 ton 4WD pickup truck that is stronger and easier to install than any competitor’s 4”, 6”, or 8” system. Displayed lifted truck with all accessories at the SEMA show in Las Vegas.
• Designed a 7” Suspension Lift System for 1983-2002 GM S-10/S-15 4WD pickup truck and Blazer that is stronger and easier to install than any competitor’s 4” or 5” system. Displayed at SEMA show.
• Built, installed, and tested working prototypes for all systems, perfect results.
• Created 3D CAD drawings for both entire systems, including: Assembly positioning, layered, dimensioned views of each component.
• Created 2D CAD drawings for use by CAM laser cutting machine.
• Created 2D CAD drawings for use by CAM brake (steel bending) machine.
• Answered all Tech line calls from customers and installers.
• Trained owner, purchasing agent, sales staff, kit packagers, and installers.
• Sales and technical work at trade shows.
• Sales and technical seminars at customers’ stores for their employees.
• Updated previously existing Suspension Systems to improve fit and to increase application coverage.
• Wrote Sales Points (features and benefits) for various Systems for Sales Dept. and Advertising Dept.
• Wrote Installation Instructions for new Systems and revised instructions for existing Systems. These Installation Instructions are clearer and easier to understand than any competitors’ instructions.
• Showed our suppliers (mfrs) better ways to use their own equipment and taught their engineers how to do more with their own CAD programs.
• Shopped for and selected mfg. and shipping equipment.
• Created commission program for sales staff.
TRANSAMERICAN AUTO PARTS, 09/00 – 07/01
• Manager of Operations
• Compton and Union City warehouses. Reduced puller errors by 95% of previous average, (was 2%, reduced to 0.1%) for all methods of wholesale shipments. Eliminated puller imposed cut-off times; we pulled all orders until shipping time. Eliminated puller and packer errors for wholesale truck shipments. Inspected all returns that were not factory-sealed to prevent used, damaged, and incomplete parts from being returned to stock. This allowed us to give credit properly, receive credit properly from our vendors, and protect the next customer from getting problem parts. Tracked special order parts that were canceled by the customer.
• Solved the problem of excessive and damaged returns. Created a plan to adjust sales commissions based on return percentages and restock charges. $11,000 in expense reductions the following month.
• DC Manager: Jacksonville, FL
• Implemented scanners and the bar-code system.
• Retail Store inventory reduction: Pulled, inspected, packed, and shipped returns. Rented equipment, trained warehouse workers, salesmen, installers, and managers. Repaired product for return or sale. Tracked unsellable parts for refurbishment.
PAVEMENT OPTIONAL, INC., 04/93 – 08/00
• President. Started a small tire, off-road and truck accessory business. The two pre-existing off-road shops in the area closed in 1995 & 1996. Two other shops with much more money and bigger stores have opened since. We remained open doing more business than either.
• Performed, trained, and supervised: Sales, Installations, Advertising, Marketing, Purchasing, Accounting, Payroll, Tax Preparation and Filing, all other Operations.
• Designed, built, and installed custom suspension systems and accessories.
• Manufactured 1-piece truck-bed lumber racks.
• Entire payroll was a shared commission plan, guaranteeing only minimum wage.
DICK CEPEK, INC., 09/78 – 04/93
• Hired to change tires. Duties expanded to include suspension installation. Promoted to sales while training my replacement in service dept.
• Promoted to Assistant Manager. Promoted to Store Manager.
• Safety Committee Chairman.
• Promoted to Director of Personnel Development. Opened new stores, trained store Managers and all of their staff, then moved on to the next store. Developed training program for all retail stores.
• Took over operation of SC mfg. (A division of Dick Cepek, Inc.) from start-up manager who we hired because he had experience in soft-top manufacturing. The division was not making money so I replaced him. Improved patterns, purchasing, operations, procedures, sales and PROFIT.
• Wrote Operations & Procedures Manual for our company as it was, with the intention of franchising. We did not sell franchises, but the manual was ready.
• General Manager. Supervised 10 stores and the distribution network that supplied them. Revamped the payroll system from hourly and salary to a greatly reduced flat rate with a substantial bonus program. Employees responded, bad ones quit, good ones worked harder and were happier. Store sales and profits increased dramatically. 20% sales growth per year; 26% profit growth per year.
THE BIG WHEELS, 06/76 – 09/78
• Hired to paint wheels. Duties expanded to include all steps of wheel manufacturing, tire changing, suspension installation, front end alignment, truck driver, warehouse loft construction, and inventory organization.
Joseph M. Sazio
*******@*****.***
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