Manager Customer Service

Ed Cordero

** ******** ******, ********, *** Jersey 07026

Phone 201-***-****

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

Profile

Dynamic, results-oriented leader with a strong track record of performance in turnaround and high-paced organizations. Keen analysis, insights and team approach to drive organizational improvements and implementation of best practices.

Core Competencies

Operations Management

Staff and Customer Satisfaction

LEAN Distribution

Six Sigma Principles

Logistic and Fleet Management

Safety and Compliance

WMS Systems Trainer ( RF, Voice and Light Applications)

Inventory and Storage Plan Utilization

Professional Experience

NAL Worldwide; Cranbury, NJ, 2000-Present

$3.6B 3PL Warehouse Company including computer hardware, apparel, telecom, food, dry food, building supplies shipping to retail stores, consumers, and warehouses.

Director of Operations

Responsible for 3 locations: 1,500,000 sq. ft. (500 total hourly headcount – 29 direct reports – distribution center), 235,000 sq. ft. (300 total hourly headcount – 10 direct reports – product overflow), 210,000 sq. ft. (75 total hourly headcount – 12 direct reports – slow moving or discontinued equipment)

P&L responsibility: $24 million operating budget, $234 million inventory base, 161 vehicles and drivers, 222 outbound deliveries daily, 170 inbound deliveries daily, Union

Direct all functions of the 3 locations; duties include development of all operational procedures that contribute to the overall efficiency, safety, and productivity of those programs

Oversee employee hiring, development, and corrective action

Interact with the corporate Human Resource Department

Monitor and control time and attendance as well as productivity standards

Motivate and manage the staff, manage workflow and fluctuations, coordinate workplace safety, act as the liaison between the facility and property management company

Establish employee performance standards, manage all distribution and warehouse functions (shipping, receiving, picking, packing, stock fulfillment and rotation, inventory control, etc.)

Maintain facility systems, manage various departmental managers and supervisors on a three shift operation (25 direct reports)

Proficient in WMS program; System (AMS-Asset Management System, PTS-Product Tracking System-Novell)

Accomplishments

Automation of direct packing station with headcount reduction of 56 employees at a savings of $1,426,880 during the first year

Stock level categorizing of all inventory facings with a reduction of discontinued inventory 127 SKU’s and a cash flow gain of $278,000

Renewed all machinery contracts on a $1.00 buyout lease option with a monthly savings of $15,354 on repairs and labor

Developed daily cycle count program which eliminated the need for perpetual inventory. This resulted in a 25% tolerance and $75,000 cost savings on overtime for inventory prep

Due to tremendous spikes in temporary labor costs, developed a program by research and analysis to recover costs by working with 65 employees in overtime versus temporary labor which resulted in a cost savings of $273,000 during a 3 month period

IKEA; Elizabeth, NJ, 1996-2000

$22B Top furniture retailer, home furnishings and other housewares with about 250 stores in 34 countries.

Operations Manager

Distribution center – 275,000 sq. ft., Home delivery hub – 75,000 sq. ft.

In-transfer warehousing, retail store support and home delivery

21 in house fleet – distribution, 15 home delivery vehicles

P&L Responsibility: $17 million operating budget, $140 million inventory base, 300 employees, 15 direct reports - nonunion except for drivers

Responsible for the daily functions of the operations department: order picking, staging of orders and auditing for corrections and mispulls

Worked closely with the distribution terminal and various IKEA stores when coordinating deliveries into the facility

Dealt with merchants in establishing proper delivery criteria for customer satisfaction

Scheduled manpower in conjunction with daily workflow

Scheduled incoming loads from outside carriers with the traffic department

Handled customer pickups and restructured the operations handbook according to new standard operating procedures instituted by my staff and I

Negotiated with third party contractors and responsible for P&L marginal figures through monthly flash report

Henkel Plastics Inc., Passaic, NJ 1992-1996

$3B Consumer Product Goods Company

General Manager

Manufacturing/distribution center – 190,000 sq. ft.

P&L Responsibility: $14 million operating budget, $179 million inventory base, 15 total vehicles, 180 employees, 9 direct reports, non-union

Responsible for overseeing all warehouse operations, fleet management, inventory control, management/labor relations, safety programs, receiving of goods and dispatching deliveries

Also in charge of building maintenance, on site supervision, public relations with clients, sales, purchasing, loss prevention

Developed time and motion studies to set productivity standards with the addition of early RF scanning – resulted in an increase of service level from 83.1% to 91%

Marcal Paper Mills, Elmwood Park, NJ 1990-1992

Manufacturing and recycling company of branded and private-label products – paper towels, napkins, facial tissue, and other paper products for the home, office and food-service industry.

Warehouse/Operations Manager

Manufacturing/distribution center – 200,000 sq. ft., 200 employees, 12 direct reports, union, 50 total vehicles

Responsible for keeping the daily operation of the plant functional, including any maintenance and constructional work needed

Supervised all routing of deliveries and pickups (50 vehicles in fleet)

Assigned all daily warehouse work assignments

Supervised and approved all purchases of merchandise

Realized savings of $51,000 per quarter on workers compensation and time loss through enhanced safety programs and audits

Realized favorable severity rate of 8.9% versus 18.9% in prior quarter

Liz Claiborne, Inc., North Bergen, NJ 1984-1990

$4.9B leading US seller of clothes and accessories for women and men supporting 400 specialty stores, in more than 330 outlets.

Distribution Management Supervisor

Direct distribution center – 230,000 sq. ft. (4 level facility with product on 3 floors)

Relabel and retag program – 250 employees, 5 direct reports, union

Responsible for stock planning, inventory control, order picking, and supervision of incentive system - including processing of engineered incentive payroll

Followed up on all computer (system 38 & Phoenix) related issues, contact with customer service, allocation, returns, quality control, engineering, payroll, health services and security

Improved total net error rate (shorts, overs, and mispicks) from 11/1000 (11 errors per 1000 units picked) to 2/1000

Performed random audits of pick and reserve slots

Developed a program to cut costs in temporary labor during high seasonal spikes by allowing overtime versus temporary labor costs which resulted in a cost savings of $200,000

Education

BBA in Business Management, Pace University, New York, NY 1983

Received the Lubin School of Business Award for Excellence in Business Ethics

Training and Development

MS Office, Word, Excel, PowerPoint and T-Logic (WMS), Six Sigma (Green Belt) and Lean Principals/5S, Kaizen, Hazmat Certification, System Experience in Tracks software, DRP, MRP, TMS, APS, SOP Protocols

Bilingual – Spanish

Contract Negotiation Experience

Employer/union contract renewal, Carrier LTL rate negotiations, Material handling lease contracts, Fleet (vehicle) purchase and lease, Additional square footage construction bidding contracts, Overflow facility lease contracts

Contact this candidate