Manager Sales

GARY E. WIEDER

Home: 630-***-**** Email: ********@***.*** Cell: 630-***-****

SUMMARY

Senior manager with over 30 year’s experience in manufacturing, distribution and process operations, direct retail sales and new business startups. Skilled in developing and implementing strategic initiatives, budgets and business controls. Innovative manager with solid contributions in the areas of total quality systems, safety and team based operations. Proven leadership skills and experience with both union and non-union environments.

Strategic planning

Change Agent

Operational excellence

Team building

Continuous Improvement

Focused factories

Operating Income growth

Employee development

Cost controls

Market penetration

Performance metrics

New business startups

PROFESSIONAL EXPERIENCE

MIDWEST WAREHOUSE AND DISTRIBUTION SYSTEMS-Azimuth, LLC, Bensenville, Ill. February 2015-July 2016

A 3rd Party (3PL) Warehouse and Distribution Services company specializing in food grade AIB certified Warehouse and Distribution Solutions.

Operations Manager

Responsible for the daily operations at three different company warehouses.

Instituted processes and procedures to insure inbound product was received accurately and warehoused in accordance with proper storage methods.

Directed employees in the daily order picking and shipping processes to insure customer’s orders were picked and shipped with a goal of 100% accuracy.

Coordinated the completion of major customer special pack/repack projects insuring that they were completed in line with the customers shipping commitments.

THE ROOM PLACE, div. TRP ACQUISITIONS, INC., Lombard, Ill. March 2011-March 2014

A $200 million furniture retailer with 20 store located in Illinois and Indiana.

Sales Associate

Position responsibilities include interaction with customers to assess their needs and to the recommend products and

services to meet their requirements.

Implement sales, financing, and product protection programs in order to maximize sales revenue for corporation.

Worked on transition team to open a new store and consolidate non-performing locations.

Facilitated product training programs with vendors in order to introduce new merchandise features and benefits to sales staffs at various stores.

EJA ENTERPRISES, INCORPORATED, Willowbrook, Ill. June 2002-December 2010

Home Services business specializing in cleaning, flooring sales and installation, kitchen and bathroom remodeling.

President

Founder and owner of a $650,000 home services business. Managed all aspects of the business including planning, staffing, payroll, marketing, sales, purchasing and negotiations, as well as day-to-day operations.

Built business from startup to $650,000 annual sales, offering various packages of related home services and products.

Created full service vehicle fleet, with full capability for each service person to meet the customer’s needs at the visit without needing to return.

Focus on marketing and sales. Grew the business clientele through strong marketing efforts via mailers, promotions, magazine and newspaper ads, and customer referral program, etc.

Instituted revenue sharing program for employees, enabling them to increase their compensation through “up selling” of products and services to customers.

I-3 LOGISTICS, div. SPECIALTY FREIGHT SERVICES, INC., River Grove, Ill. January 2000-June 2002

Third party logistics firm specializing in freight payment services and associated systems, warehouse design, management and operational process improvements.

Consultant – Manufacturing and Distribution Services

Projects ranged in the areas of facility design/layout, management of operations, process improvements utilizing “Lean” manufacturing and Six Sigma quality systems.

Leased, managed, and operated third party warehouse operations, resulting in reduced operating costs of 20% and improved flexibility in client’s ability to service their customers in timely manner.

Provided project management services in the design of new facilities, equipment and process layout /flow to maximize productivity, efficiency and throughput.

Instituted “Lean” manufacturing and Six Sigma in both manufacturing and distribution organizations enabling these companies to improve processes and realize annual savings of over $100,000.

Successfully implemented quality systems based on ISO 9000 and QS 14000 quality certification.

NEW BREED CORPORATION, Bolingbrook, Ill. March 1998-January 2000

A $150 million integrated manufacturing and logistics corporation providing services to the United States government

Plant Manager

Complete responsibility for the construction, start-up and daily operations of 500,000 sq. ft. manufacturing and distribution facility with over 500 employees servicing the United States Postal Service.

Complete responsibility for the startup project including the hiring of the entire hourly staff of 480 and salaried staff of 35; while overseeing the construction of the facility, the implementation of training programs and the installation of the "shop floor" production system.

Member of corporate management team responsible to negotiate operating contract with US Postal Service

Implemented production standards and "gain sharing" incentive program. Increase in operating revenues the first year was $4 million as the result of this program.

Instituted Lean Manufacturing and Six Sigma practices reducing lead-times to our customer from 9 to 4 days.

Designed and implemented “shop floor” production system utilizing Radio Frequency terminals and bar code technology to improve order fulfillment accuracy by 35%, while enabled the plant to meet customer’s requirement of timely reporting of manufactured product availability.

J.C. WHITNEY, div. WARSHAWSKY & CO., Chicago, Ill. December 1996-February 1998

A $150 million mail order distributor of auto parts and accessories.

Director of Distribution

Direct the operations of a 325,000 sq. ft. distribution center in LaSalle, IL. Responsible for operations, logistics, facility engineering, employee training and team-based programs, with 150 hourly and 15 salaried personnel.

Total responsibility for start-up of $15 million distribution center in LaSalle, IL, while maintaining operations at former warehouse in Chicago.

Transitioned traditional union operation to non-union team-based workforce.

Directed the efforts to hire the entire hourly and salaried staff while developing training, leadership and quality programs for the new facility.

Implemented PKMS order processing system on AS400 platform. Directed MIS and software vendor in the design of modifications and enhancements to base system.

Developed "team-based" employee incentive program for hourly workforce.

HELENE CURTIS INDUSTRIES, INC., Chicago, Ill. June 1989-November 1996

A multi-national manufacturer of health and personal care products with annual sales of $1.2 billion.

Manufacturing Manager (June 1992-November 1996)

Total responsibility for 650,000 sq.ft. manufacturing complex, consisting of 800 hourly workforce, 46 salaried personnel, 32 production lines and associated compounding operations. Full financial responsibility for $52 million operating budget.

Manager of Distribution Planning and Analysis (June 1989-June 1992)

Complete responsibility for Industrial Engineering, long range planning, systems design and integration, total finished goods inventory control, routine maintenance of the distribution center and its associated equipment.

MARMON KEYSTONE CORPORATION, Butler, PA. April 1986-June 1989

A $500 million multi-national distributor of industrial pipe and tubing.

Director of Planning and Development, Manager of Production Planning

REGAL TUBE COMPANY, div. COPPERWELD CORP., Chicago, IL. June 1974-February 1986

A $650 million manufacturer of structural steel pipe and tubing.

Operations Manager, Asst. Traffic Manager, Production Scheduler, Mill Operator

EDUCATION

M.B.A., Manufacturing and Industrial Management, Illinois Institute of Technology

B.A., Business Administration, Saint Xavier University

A.A.S., Transportation (High Honors), Richard J. Daley College

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