Logistics, warehousing, distribution

Jasen M. Barabash

**** ******* ***** ***** ***. *1 • Toledo, OH 43615

acr5ji@r.postjobfree.com • c: 419-***-****

EDUCATION

Bowling Green State University, Bowling Green, OH

Masters, Organization Development, GPA: 3.3

Lourdes University, Sylvania, OH

Bachelors, Human Resource Management and Business Administration, GPA: 3.0

CAREER HISTORY

Sunland Logistics, Toledo, OH (Private Third Party Logistics Company) June 2015 – September 2015

Site Manager

Lead and managed a 250,000 square foot startup distribution center that warehouses automotive rims for Wanfeng Automotive Wheels. The distribution center was contracted to supply the automotive rims to twelve automotive plants between Ford and General Motors in North America and Canada.

Reported to the Sunland Logistics Vice President of Operations and Vice President of Quality as well as the Wanfeng Automotive Wheels Vice President of North American Operations and Chinese Vice President of Business Development.

Responsible for sourcing, interviewing, and hiring the entire staff which consisted of three supervisors, one team lead, two shipping and receiving clerks, and twenty-two warehouse associates.

Collaborated with our customer and their previous supplier to ship all automotive wheels into our distribution center and enter all inventory into our warehouse management system.

Developed work instructions and procedures for employees to be trained on to perform job functions in a safe and productive manor.

Implemented a second shift to the distribution center operation to support our customer demand.

Developed metrics to monitor warehouse associate performance in order to implement productivity improvement plans.

Kenco Logistics, Dundee, MI (Private Third Party Logistics Company) December 2011 – June 2015

General Manager

Lead and managed a 100,000 square foot 3PL distribution center which warehouses specialty metals and supplies for Carpenter Technology. I managed a team which consisted of an administrative assistant, one supervisor, and ten warehouse associates. I was also responsible for overseeing Ryder who took care of the distribution center’s transportation and logistics. The Ryder group consisted of a transportation supervisor and six drivers.

Reported to the Kenco Director of Operations for Carpenter Technology the Vice President of Domestic Distribution for Carpenter Technology and we meet monthly to discuss metric attainment, budgetary topics, productivity, and continuous improvement initiatives.

Lead all distribution center safety functions to ensure employees are working safely and have a safe work environment to work in. Also maintain high standards of housekeeping and sanitation to ensure an orderly work place.

Distribution center went three years without an OSHA recordable accident which is attributed to employee involvement in all facets of the distribution centers safety programs.

Was nominated to be placed into a high potential leadership program. Completed the program in October 2013.

Responsible for all financial and budgetary aspects of the distribution center. FY12-$154,000 below budget, FY13-$60,300 below budget, FY14-$4,400 below budget.

Worked with Kenco corporate engineers as well as Carpenter Technology to install new halogen lights throughout the distribution center. Payback for the lighting project was one year and will also provide our customer with a $16,000 a year energy cost savings.

Started a cross functional continuous improvement team that met weekly to discuss and review daily metric and efficiency reports. The team then collaborated and implemented ways to drive improvements within the distribution center.

Conducted monthly business reviews with the distribution center team. The topics discussed include KPI’s, efficiency data, Kenco communications, customer news, procedural training, and safety training/discussion, and open round table discussion.

Daily use of multiple warehouse managements systems that include SAP, TMS, Axiom, and AS400/Mainframe.

Team member involved with the acquisition and merger of Latrobe Steel Company into the Carpenter Technology distribution centers that lead to increase in customer base and revenue.

Betco Corporation, Toledo, OH (Private Chemical Manufacturer) April 2010 – December 2010

Plant Distribution Manager

Lead and managed a 300,000 square foot distribution center for commercial cleaning products and was responsible for 100% of the company’s distribution (domestic and international). Lead a team that included 30 hourly employees, operations supervisor, traffic manager, shipping clerk/secretary, inventory analyst, company driver, and maintenance staff. Executed all human resource and plant functions which included employee relations, payroll, training and development, performance reviews, planned daily shipping and receiving schedules, and inventory accuracy for 15,000 SKU’s. Reported to the Chief Financial Officer and Executive Vice President of Operations and met regularly to discuss freight budget, payroll budget, on time shipping to our customers, and to ensure all productivity standards were being met.

Daily use of WMS, OMS, and TMS systems. Also responsible for training workforce how to properly use RF scanners.

Implemented and trained distribution center employees on the 5S program within the plant that I managed.

Lead plant safety committee to ensure all OSHA regulations are followed, raise employee safety awareness, and to ensure all employees are working in a safe work environment.

Developed and implemented KPI’s/metrics for all dock employees to measure employee productivity and effectiveness.

Reduced damages in our small package department resulting in an estimated yearly savings of $28,000 a year.

Performed a number of cost analysis to provide Betco with the best options for shipping with both LTL and TL carriers to provide our customers with optimal service at the best price. The cost analysis estimated to save Betco $750,000 per year in carrier costs.

Projected to save $750,000 on freight budget for 2010. Projected to come below $50,000 for labor costs in 2010.

RLG International, Vancouver, BC (Private Consulting Firm) May 2008 – January 2010

Project Manager/Consultant

On-site project leader of projects to improve oil rig operations, safety records, and leadership for Conoco Phillips Alaska. Performed operational performance assessments, developed best practice improvement strategies, coached senior executives, and implemented HSE improvement initiatives.

Improved labor productivity by developing and implementing training programs designed to increase efficiency.

Lead teams to improve health and safety awareness as well as accountability; resulting in reductions of injuries by 50% and oil spills by 28% between June 2008 and June 2009.

Provided leadership coaching to Conoco Phillips Alaska executives, field management, and front line employees.

Reduced the down time related to the preventative maintenance performed on oil rigs and saving $1,000,000 annually.

Lead supply chain management best practices team that developed business model, marketing tools, project set up steps, key performance indicators for transportation /distribution industry to ensure project success for any of our consultants put on a supply chain assignment.

Through executive coaching with Conoco Phillips executives and oil rig management, improved fluid cleanliness of gas wells which resulted in a $1 million production increase per year for the next estimated fifteen to twenty years.

FedEx Ground June 1995 – May 2008

Promoted to Senior Operations Manager (Champaign, IL 2006-2008)

Managed daily shift operations; responsible for scheduling, labor productivity, budgeting, planning, achievement of operating goals and objectives, safety compliance, performance management, and management development. Also lead and implemented all continuous improvement initiatives for overall improvement of on time service and cost savings. Led and managed a workforce of 150 hourly employees and 10 operation supervisors.

Lead team that created optimization models that shortened throughput times, reduced costs by 5% and increased productivity and on-time delivery from 95% to 98.5%; resulting in a 7% increase in customer satisfaction ratings.

Designed and implemented a number of service enhancements (reduced damages and packages loaded on improper trailers) resulting in increased customer satisfaction and 10% savings in shipping and re-shipping costs.

Worked directly with line haul department to ensure trailers would arrive and be dispatched in time in order to meet our service goals. In collaboration with one another our Champaign facility hit a record 99.3% on time service.

Researched, designed and delivered management training particularly in the areas of conflict resolution, leadership, problem solving, communication, and team building.

Promoted to Internal Training/Organization Development Manager (Toledo, OH 2004-2006)

Operational training leader for the North Central Region; responsible for training and development of all new hourly and management positions; led initiatives to upgrade management training; and functioned as senior strategist to identify and solve operational issues.

Organized and facilitated Total Quality Management team meetings and led a number of improvements credited with enhancing the training and on-boarding process. Developed facility's "Train the Trainer" program.

Member of a corporate team that created corporate training video to reduce shipping costs and increase on time delivery service to customers.

Member of corporate team responsible for developing the corporate recruiting plan.

Trained and followed up with Operations Managers on their projects following the Plan, Do, Check, Act business model.

Promoted to Operations Supervisor (Toledo, OH 1999-2004)

Managed unloading and loading operations consisting of hourly workforce of 30 employees; responsibilities included meeting daily operating and service targets, equipment and labor utilization and efficiency, and being compliant with OSHA regulations. Daily use of WMS (Warehouse Management System) and TMS systems.

Package Handler (Toledo, OH 1995-1999)

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