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Logistics Manager, Warehouse Manager, Assistant Operation Manager

Forest Park, Illinois, United States
80000 -90000
October 02, 2016

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Robert W. Dunne

Forest Park, Illinois ***** 708-***-****


• Operations and logistics professional with strong history of managing teams, analyzing and resolving problems while increasing productivity and delivering bottom line ROI

• Skilled team player who brings out the best in people and in team development; strong labor relations

• Experience in customer service, just-in-time delivery, safety and training; standard operating procedures

• Adept with KPIs, Lean, quality assurance, budget and inventory management

• Certified in Food Service Sanitation; HACCP and SQF for safe food manufacturing Specialty Areas

Key Performance Indicators Customer Service Lean

Team Building Cost Savings Time Management

Forecasting Safety Advocate Conflict Resolutions



Logistics Manager 2013-2015

Managed overall operation of delivery division, as well as shipping and receiving departments. Served as purchasing manager for raw ingredients, packaging supplies, and production floor supplies. Incorporated methods to improve inventory procedures from ordering to storage to production floor. Established close relationships between customer service and off-site, third-party warehousing. Sustained and improved daily supervision, coaching, and motivation of employees in accordance with organizational policies, labor contract, and applicable laws. Collaborated with plant manager, production manager, superintendents, and maintenance department to optimize daily production and shipping needs. Trained and ensured warehouse and delivery personnel were compliant with all GMPs and Food Safety Rules.

Reduced raw material inventory by $400,000.00.

Reduced packaging inventory by $100,000.00.

Instilled ownership and self-pride in staff.

WALGREEN COMPANY Berkeley, Illinois

Distribution Center Manager 2005-2013

Supervised warehouse of 90 workers, 36,000 cartons shipped daily, and 22 daily trailers. Managed inventory, administration, and customer service. Served as safety manager. Developed and enhanced team members’ working knowledge of management experience in shipping, return goods, lift picking, conveyor picking, receiving, location control, consolidation, and new-store opening procedures. Maintained department budgets. Enhanced and maintained efficient product flow. Monitored daily performance of team members. Managed quality improvement. Managed and improved productivity standards.

Achieved 100% on-time delivery of new-store opener merchandise.

Accomplished 5% increase in productivity for consolidation pickers.

Earned Illinois certification in Food Service and Sanitation.

Reduced DART rate by 50%.

HOME PRODUCTS INTERNATIONAL, INC. Chicago, Illinois Distribution Manager 2005

Managed three warehouses of 300,000 square feet, 20 workers, and 50 daily trailers. Managed the overall operation of distribution and finished-goods warehouses. Improved on-time and complete shipment of customer orders by 10%. Enhanced department’s knowledge of routing and traffic, use of RF scanning equipment, and all internal warehouse activities. Established close relationship between customer service, corporate logistics, and central planning. Operated warehouse equipment when necessary. Improved daily supervision, coaching, and motivation of employees in accordance with organizational policies and applicable laws, including employee work ethics, attendance, safety compliance, and overall work performance.

Reduced detention charges by 10% through development of standard operating procedures.

Instilled ideas of ownership and self-pride into staff.

Developed and implemented company-wide housekeeping and equipment maintenance program. OFFICEMAX Bolingbrook, Illinois

Assistant Operations Manager 2000-2004

Managed warehouse of 100,000 square feet, 60 employees, three managers, and 2,500 daily orders. Built a close working relationship between customer service, transportation and freight, production departments, and material services, such as receiving, shipping, returns, and re-stock. Held responsibility for managing and scheduling all 60 warehouse workers. Collaborated with sales managers to improve short-term and long-term resource allocation. Established methods to improve procedures throughout delivery center for optimal efficiency. Operated warehouse equipment when necessary. Trusted by OfficeMax management to lead warehouse closure resulting from Boise Cascade acquisition and served as final on-site employee.

Reduced production department staff by 25%.

Initiated housekeeping and equipment maintenance program.

Assisted with key human resources functions; recognized consistently for developing improved labor relations.

Ensured routine updates of all written departmental manuals, procedures, and specifications.

Lowered cost-per-stop by 7.8%.

Decreased delivery expense by 2.5% while industry delivery expenses increased. A D D I T I O N A L E X P E R I E N C E

HARRIS-MARCUS GROUP, Chicago, Illinois, Warehouse Operations Manger, 1994-2000. Directed warehouse of 200,000 square feet, 25 staff, three supervisors, and 3,000 cartons. Coordinated shipping and receiving functions. Integrated automation into multiple organizational procedures to maintain and increase inventory accuracy and accountability. Reduced trailer loading time by 75% and shipping errors to less than 1%, and improved overall productivity by 25% through development of standard operating procedures and by teaching and stressing preparedness and idea of looking ahead. NEWARK ELECTRONICS, Chicago, Illinois, Shipping Supervisor, 1993-1994. Managed warehouse of 200,000 square feet, 23 staff, and 3,000 daily orders. Oversaw all facets of shipping functions. Integrated computer system into procedures to address problems with billable orders. Set up just-in-time shipping supply inventory, saving $7,000 annually. Improved productivity by 11% through enforcement of standard operating procedures and initiating importance of ownership and inter-departmental communication into department.

WILSON SPORTING GOODS COMPANY, River Grove, Illinois, Corporate Warehouse Operations Manager, 1984-1992. Led warehouse of 170,000 square feet, 27 staff, 6,600 pallet locations, 2,000 SKUs, and $10,000,000 inventory. Cut customer complaints of mispacked orders by 60%. Reduced incoming packing mistakes to within 2% and improved productivity by 10%. Eliminated mislabeling problem; reduced errors to less than 1% from 30%. Brought instances of misloaded freight down to 0.5%. Maintained net inventory accuracy plus- or minus-0.5% and improved order fill rate by 10%. Designed new warehouse layout, contracted and worked with vendors, and developed cost-benefit analysis for management. WILSON SPORTING GOODS COMPANY, River Grove, Illinois, Corporate Quality Services Manager, 1978-1984. Monitored quality levels of all Wilson and vendor factories. Selected sample products for sales force and trade shows. Requested and enforced product quarantine orders. Oversaw re-work projects and ensured consistent quality levels for Wilson’s product. Trained and supervised quality service technicians and increased quality assurance managers’ awareness of product quality. Supervisor of Golf Club Repair, Special Order and Plating Department, Assistant Production Control Manager. E D U C A T I O N

TRITON COLLEGE, River Grove, Illinois, Business Management C E R T I F I C A T I O N S

Power Industrial Forklift Training – Hygieneering, Inc., 2015 Train the Trainer – Crown Lift Truck, 2014

HACCP Concept for Safe Food Manufacturing, 2013

Implementing SQF Practitioner Concept for Safe Food Manufacturing, 2013 Food Service and Sanitation, State of Illinois, 2011 C O M P U T E R S K I L L S

Microsoft Office Suite, AS/400, and SAP

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