Manager Service

EARNEST SALTA VERSOZA

*** ******** **., ****************, *********, PASIGCITY

Mobile: 092*-*******

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

CAREER SUMMARY

Known for ability to rapidly assess department’s needs and make quick-start solutions. Operations and Logistics Management Strategist with cross-functional expertise in:

Administration

Customer Service

Inventory / Materials Management

Operational System Design and Development based on Six Sigma A Registered Mechanical Engineer with vast experience in:

Production, Manufacturing

Facilities and Maintenance Management

Engineering, Design and Product Design Innovation An MBA Graduate with 18 years of cumulative experience in raw material, equipment, and FMCG industries

Solid experience in management spanning multiple industries in:

Forklifts

Footwear & Apparel

Minerals

Consumer Goods

Food

Chemicals

Fabrication & Construction

In brands and companies such as:

Crown &Tailift (Prime Sales Inc.)

Crocs (Six Degrees Inc.)

Baby Co. (SM Shoemart)

Northwest Luzon Mining Corporation

Super Bowl of China (Big Buddha Restaurant Inc.)

Leverson Brothers Corporation.

Proactive, Analytical, Creative with Solid understanding of Business Dynamics. WORK EXPERIENCE

Operations Manager Taguig City

Prime Sales Inc.

April 1, 2013 - Nov. 30, 2015

Oversees all activities in the organization of the Material Handling Equipment Service division for an effective execution of services to clients. Managing a total of 45 individuals composed of assistant manager, supervisors, coordinators and technicians servicing 65+ sites / clients in NCR, Calabarzon, Bulacan, Pampanga, Cagayan De Oro, Cebu and Davao.

Delivering superior customer experience by leveraging, amending and negotiating our contracts with our partners/clients to drive enhanced customer experiences, operational efficiencies and sales

Strategically recognizes the goals of the organization by planning, implementing, developing a simple to understand and simple to perform operation.

Designing the process in performing services to clients by creating visual algorithms and setting key personnel on monitoring critical points of the process

Regularly prioritizing and deciding action plans involved with operation based on set of guidelines that are aligned with the organization’s short and strategic / long term goals.

Controlling the operation’s activities and resources and ensuring that job is done correctly with the least cost.

Continually monitoring the operation and proposing improvements to the overall performance of our operation to the General Manager

Heads the coordination of the MHE division to the other divisions of the company. Senior Warehouse Manager Pasig City

CROCS (Six Degrees)

September 3, 2012 – March 30, 2013

Serving a total of 95 concept,wholesale, institutional and outlet stores across NCR, Luzon, Visayas, and Mindanao with an average daily delivery of 15 branches.

Efficiently conceptualized the logistics to NCR and provincial MEGA SALE events

Managed the annual physical audit count and daily random cycle count.

Utilized Aquila Inventory Systems and QuickBooks

Operated a daily pick and pack operation for distribution of various shoe models to all 95 destinations.

Promoted an effective execution of:

5S+1

Total Quality Management (based on Six Sigma)

Lean Production

Total Productive Maintenance (TPM)

Good Warehouse Practice (GWP)

Reports directly to the President

Eliminated all sources of discrepancy and theft

Maximized storage utilization

Revolutionized the picking & packing operation that is fast, efficient and effective that increased warehouse personnel utilization by 70%

Efficiently managed 28 - 55 admin and warehouse personnel depending upon lean to peak season

Provided an employee training manual for 95% contractual personnel SM Shoemart (Nursery Care Corporation/Baby Co.) Manila Logistics & Warehouse Manager

December 1, 2010 – November 15, 2011

Serving 71 SM Shoemart and SM Hypermarket branches across NCR, Luzon, Visayas, and Mindanao with an average daily delivery of 30 branches following a strict delivery schedule.

Utilized MMS (Merchandize Management System, similar to SAP)

Operated a daily packing operation for distribution of various goods to all 71 branches.

Performed root cause analysis to solve problems based on Six Sigma Methodology.

Performed Continuous Improvement activities that significantly refined guidelines and implemented policies and procedures that notably reduced warehouse problems through deliberation with stakeholders resulting to a systematic pattern of work activity.

Initially functioned as the Project Manager (of 5 non-skilled workers) that conceptualized and executed the installation of the racking system credited for a 95% effective, clean, orderly and efficient put away and picking process that drastically eliminated damages, losses, misplacements, and faulty stacking methods.

Enforced a strict policy in receiving items from suppliers with proper labelling and documentation which upgraded the support to accounting, merchandizing and branch- sales operations.

Premeditated and enforced a staging area that supplemented the racking system for improved control of items for dispatching that reinforced SM Shoemart’s Quality Assurance Standards.

Created a culture of resourcefulness and team spirit. Establishing a sense of initiative, enthusiasm to help others and adapting to different functions.

Established a culture of cleanliness. Significantly improved the housekeeping activities.

Strictly enforced punctuality not just at the chrono but the actual presence during pep talk done daily at exactly 8:30 AM inside the warehouse. Pep talk was established as a strategic action in order to inspire department-wide involvement and communication. Pep talk is held before and after work every day.

Administered 55 workers by initially establishing a warehouse department tailor-fit Key Performance Questions to generate KPIs. Delegated functions to personnel of different levels depending upon the job knowledge and skills. Managed workers considering differences of aptitude, temperament, skills, past-employment, function and over-all character. Following an open door policy management encouraging suggestions, concern and grievances.

North West Luzon Mining Corporation Pangasinan

Operations Manager

February 1, 2007 – November 30, 2010

Lead the company in its Silica Mining operation

Responsible for business development, implementing policies and procedures.

Lead the company’s operation in ensuring that the mission and core values of the company are put into practice

Overseeing company operations to ensure productivity, quality, service, and cost effective management of resources.

Administered KPI of 70 skilled and non-skilled personnel. Big Buddha Restaurant Inc. Mandaluyong City

Super Bowl and Big Buddha Restaurants

Facilities Manager (while being the Warehouse and Logistics Manager) November 30, 2005 – January 30, 2007

Spearheaded a utility conservation project that resulted to 25% power cost reduction and 40% water-consumption reduction

Organized a company-wide Fire Evacuation Drill activity with Fire Prevention Seminars.

Coordinated with the Engineering Department andmanaged the link with Third-party service providers in establishing and maintaining a service network that provided a wide range of services at time-honored schedules

Implemented and developed synchronized programs with all departments to effectively manage reoccurring and predictable facility and equipment expenses (CYCLICAL MAINTENANCE) and eliminated deferred and unaccomplished maintenance tasks. Provided preventive and fast remedial upkeep of building components (air-conditioning, electrical, plumbing, generator, lighting, carpentry and painting). Ensuring that quality, scope, response and cost parameters are consistent with company principles.

Managed the selection of most cost-effective products and systems to ensure long-term service of company assets.

In close coordination with Health & Safety Department of the local government

Managed company Security

Administered KPI of skilled regular personnel with numerous third-party on-call service providers

Warehouse Manager (while being the Logistics Manager) August 30, 2005 – January 30, 2007

Provided efficient and effective plans, implementation and monitoring of dry, frozen and vegetable-chiller items following a successful application of Current Good Manufacturing Practices (cGMP) and Hazard Analysis and Critical Control Point (HACCP)

Applied an effective Par level (stock) management based on seasonal index, stock out probabilities and standard deviation.

Utilized the Restaurant Back-End Information System (RBEIS, similar to SAP)

Commissioned the IT Department to create a systematic picking system using the RBEIS

Managed and established a culture of order and cleanliness of the entire warehouse.

Administered KPIof14 warehouse personnel.

Logistics Manager

June 15, 2005 – January 30, 2007

Effectively applied Good Distribution Practice (GDP)

Optimized inventory and material distribution by proper planning, implementing and monitoring of deliveries to outlets following a multi-drop transport management

Delivered items without (or minimal) variances

Implemented dispatching procedures, target time for deployment and monitored drivers using self-made MS Office programs that eliminated driver’s personal / side trips.

Administered KPI of 5 delivery personnel and three third-party accredited delivery maintenance and repair shops.

Leverson Brothers Corporation Pasig City

Manufacturer of Aluminum Sulfate, Sulfur, and Calcium Carbonate.

Toll Processor of various materials

Operations Supervisor

March 15, 1999 – June 15, 2005

Supervised 40 administrative and production employees. Empowering selected employees to make decisions. Driven by a Lean Production principle.

Managed the entire flow of information, materials, and service linkages from raw material suppliers to the plant, and to the end customers. In close coordination with the supplier, bank, broker, plant heads and customers. Outsourced raw materials from China through research and negotiated a reduced supply cost by 32.2% or an annual value of Php 19.5 million

Supervised the production of laborers on all facets of the standard and customized-to- order manufacturing processes. Maximized plant productivity to meet rapidly changing demands. Reduced off-spec/reworks on production.

Oversaw the inspection of incoming, work-in-progress, and outgoing supplies/products to ensure quality assurance. In close coordination with the laboratory technicians and laborers at the plant.

Worked with a team that redesigned and implemented the manufacturing process from a batch type to semi-continuous flow at sections of the production line. Significantly reduced waiting time and bottlenecks in some sections of the plant. Reengineering was assessed monthly.

Coordinated with the president, vice president and engineering supervisor on business plans on customized orders, tolling works, and in-house projects.

Designed, implemented and developed the incorporation of efficient computation process utilizing MS Excel programming from labor-intensive-manual computations.

Was head of an interim sales team that was able to close the biggest account for aluminum sulfate which amounts to Php 32.64M annually. Client focused with the ability to identify client needs and to provide high levels of client service.

Worked closely with the Engineering/Maintenance Supervisor to ensure smooth operation of manufacturing. Estimated completion schedules and cost reports given directly to the president. Progressively reduced maintenance cost during the initial 4 months of operation and strategically designed the shop floor area with the focus on the positioning of replacement parts and lubrication.

General Contractor

Project Supervisor

May1, 1997 – March 15, 1999

Technical Assistant and researcher to the President in all of its project developments.

Assisted on the design of milling equipments/plants

Assisted on the correspondence to suppliers and sub-contractors regarding the status,

amendments and other related matters concerning the projects PROFESSIONAL EXAMINATION

Professional Regulations Commission, Board Examinations Mechanical Engineering License No. 0053359

October 10 – 12, 1998

EDUCATION

ATENEO GRADUATE SCHOOL OF BUSINESS Rockwell, Makati Master in Business Administration

Dean’s List – 1st Sem. SY 2000- 2001

Dean’s List – 1st Sem. SY 2002 – 2003

Dean’s List – 2nd Sem. SY 2002 - 2003

UNIVERSITY OF SANTO TOMAS Manila

Bachelor of Science in Mechanical Engineering

DON BOSCO TECHNICAL COLLEGE Mandaluyong

Elementary and High School

ORGANIZATIONS

Rotary Club of Pasig –Director of Service Projects, 2009-2010

Philippine Canoe Kayak Federation

SAG-1Dragonboat Team – current Team Manager (International Affairs)

Philippine Dragon Boat Federation

Aqua Fortis Dragon Boat Rowing Team - President 2005 – 2009 UST Dragon Boat Rowing Team, 1991 – 1993

Legion of Mary – President (UST Engineering Chapter) – 1995 INTEREST & OTHER EXPERTISE

Proficient in MS PowerPoint, Excel and Word

Enjoys a variety of indoor and outdoor activities and sports.

Contact this candidate