ROBERT A. BONNETT

** ********* ****

Toronto, Ontario

M1L 4V7

416-***-****

OBJECTIVE

I have had an opportunity to enjoy experiences in various industries including Food, Automotive and Home Health Care. Through these industries I have gained vast knowledge and have acquired start-up, centralization and closures experience, construction and design in both retail stores and distribution centres in North America, creating Hubs and operating Multiple Distribution Centres, Retail Operations and Branches. In addition, I have experience dealing with both unionized and Non-unionized environments. Accomplishments in my previous positions include implementing I/T systems to track financial, inventory control, transportation, service levels and productivity of employees in order to reach higher levels of customer service. I feel that the experience and skills that I am able to offer would make me a great candidate and an asset to your Company.

EMPLOYMENT HISTORY

KBC Tools And Machinery C.O.O. For Canada and USA Nov.2014 to Present

1.Shape and develop branch strategy and organization.

oEnsure proper report structure with branches and departments

oHelp identify opportunities and areas for improvement within each division

2.Advise the President on strategic business development and key corporate planning issues that relate and impact the operations of the company.

oDetermine resource allocation among branches

oKeep the President informed about business activities, performance, opportunities, and recommended courses of action

3.Lead managers to evaluate and take actions that are consistent with the company's overall strategy.

oChallenge basic assumptions underlying each branches operations

oAct as a sounding board for branches heads

4.Set performance goals tailored to each branch.

oDevelop operational goals for each branch which are aggressive, yet obtainable, and tied to long-term goals of the company

5.Monitor branch performance against performance goals to ensure progress is being made and corrective action, if necessary, is taken.

oCreate an environment for success where we are all one company.

oBuild an organizational culture in which passion for continuous improvement is possible.

Specific Duties:

Strategic management of the production, shipping, receiving, technology, inventory, and facility management departments

Optimization of customer satisfaction/loyalty through improved operations

Implementation of productivity/quality metrics and to minimize costs and enhance efficiency

Effective planning and layout of workflow, equipment, and assembly procedures

Recruiting, hiring, coaching and developing staff

Maximizing of workforce

Successful contract negotiation

Health & Safety compliance

Improvement of quality by researching best practices and identifying new/needed skills, processes, or methods

Implement location system and bar coding process for the Machinery Division

Ensure Inventory counts are completed before Sept. 30 2015 creates documents and rules for counting and guidelines for disposition of non-inventoried items.

Create Daily, Weekly and Monthly Scorecard for all branches

.Reduce freight costs and increase service levels.

Explore same day deliveries for all branches

Create clear definition of corporate responsibilities vs branch responsibilities

Remove barriers to ensure everyone understands we are one company not multiple locations.

Minimum once a month branch managers meetings

Attend monthly and quarterly meetings with the leadership team to update on business and strategic plans

HME July 2013 to Nov. 2014

LOGISTICS CONSULTANT

Redesigned warehouse layout. Integrated Sales, Operations and Customer Service teams. Continuous improvement for Health and Safety team. Construction and design, process mapping

SHOPPERS HOME HEALTH CARE

NATIONAL DIRECTOR, LOGISTICS & OPERATIONS January 2005 to July 2013

Responsibilities

Manage multiple Hubs, Distribution Centers and Stores through the following activities:

Construction and Design

Create yearly planned and potential Capital projects, Budget and timelines for Completion.

I was responsible for selecting the locations and then create Cad drawings, architectural drawings, and tenders for new construction for stores, distribution centers or hubs All Capital projects were completely set up and functional then turned over to the managers anywhere in Canada. All projects opened on time and on budget

Budgets were created and tracked for every project and reviewed regularly

To ensure we stayed within our budget for each capital project. There would be a meeting to debrief after each project so we could document all opportunities, update SOPs and action them to maximize the process and reduce lead times and Capital investment.

Prototype store.

I was asked to create a new look and design for our retail stores across Canada.

The first store was built on time and below budget. This new store concept was introduced to our Senior Leadership Team and was then used in all new stores and retro fits of existing stores.

Operations

Health & Safety

Ensure through audits, SOPs, Training and Awareness Programs are executed

effectively across Canada.

Centralization of inventory and business units throughout Canada

This reduced our investment in Capital, Inventory and Real estate.

Supply Chain

Negotiate terms and conditions with vendors on products and services Nationally.

Centralize purchasing and delivery.

Increase inventory turns and reduce inventory depreciation, write offs

Continuous improvement projects to build strategic objectives for sales growth Sales were increased through a quality on time delivery system that our customers and partners could count on.

Responsible for Operational Budget Performance.

oPerformance improvements to outbound freight. negotiation of freight rates and service levels with all carriers

oMonitor (Bench Mark, Measure and Analyze) that all distribution systems and programs are operating effectively

oAnalyze and review the warehouse operating expense and capital budgets

Responsible for internal communication between department team members

oSupport for numerous Sales/Marketing programs.

oMaintain daily lines of communication with all staff (open door policy) to assess employee morale, work (and personal) related issues and concerns, and resolve problems.

Liaise with District Managers to monitor workflow, coverage of shifts, efficient dispersal of manpower, workload, and tools required for employees to do their jobs.

Work with DM’s and Regional Managers, branches etc. to ensure consistent, correct, and efficient interaction with employees and processes between departments.

Implement measurements and accountabilities (metrics reporting)

Plan, develop & implement process improvements for enhanced operational efficiency while increasing service levels & market competitiveness.

Partner with V.P. Sales to deliver marketing & sales objectives established for their teams.

Partner with Call Centre and inside Sales Managers to maximize efficiency and meet customer service delivery goals.

Responsible for H.R. activities and policies.

SNAP-ON TOOLS OF CANADA LTD

LOGISTICS MANAGER May 1999 to December 2004

Responsibilities:

Industrial Relations - Negotiating and administering Collective Agreements for United Steel Workers

Continuous improvements to build strategic objectives for sales growth

Personnel coaching and development

Continuous process improvements to our quality management system governing the Regional Distribution Centre’s Operations ISO 9002

Operational Budget Performance supporting the Distribution Centre’s continuous improvement goals:

oPerformance improvements to picking productivity/inventory control/cycle counting (in conjunction with Supply Chain report on inventory control issues)

oRespond to customer inquiries and either resolve or forward to appropriate personnel

oPerformance improvements to outbound freight. Negotiation of freight rates and service levels with all carriers

oMonitor (Bench Mark, Measure and Analyze) that all distribution systems and programs are operating effectively throughout the RDC

oAnalyze and review of warehouse operating expense and capital budgets

Responsible for internal communication between department team members

Support for the numerous sales/marketing programs. Keep updated on the latest new products (education is on-going). Effective communication with RCSC Managers, supply chain,. G.O., and sales force

Responsible for Canadian distribution of all Snap-On branded inventory and related products

Annual physical inventory. Responsible for $15 million at the Distribution Centre and another $10 million in the field

Manager for Canada and supported U.S. D.C.’s

Manage and Support Annual Sales Convention

Responsible for Health and Safety with regard to Regional Distribution Centers

Member of Senior Management Team

Human Resource Management for Regional Distribution Centers

UNITED AUTO PARTS (UAP/NAPA)

DC MANAGER November 1997-May 1999

NATIONAL GROCERS

SR. DISTRIBUTION SUPERVISOR July 1995-December 1996

OSHAWA FOODS

SUPERINTENDENT July 1994- June 1995

ACTING SUPERINTENDENT July 1992- July 1994

WAREHOUSE SUPERVISOR May 1992-July 1992

EDUCATION & PROFESSIONAL DEVELOPMENT

Logistics Management Cornell University May 1995

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