Manager Service

NOEL SANTIANO VELASQUEZ

** ****** ***** ****** ***** 2 BF Homes Caloocan

Cell phone: 091********/092********

E-mail: *********@*****.***

WORK EXPERIENCE:

LBC EXPRESS INC.

Delivery Manager (May 1, 2011 to October 31, 2015)

North Luzon Delivery Officer (April 3, 2006 to May 1, 2011)

1.Improved the delivery performance of the teams with the implementation of the plans and programs below developed from the evaluation and analysis of both internal and external factors affecting the performance of the delivery hub:

Evaluated and recommended additional manpower and vehicle complement to augment the present delivery team to hit the target.

Trained team heads on supervising and monitoring their teams on a daily basis to ensure operational compliance and productivity.

Restructured delivery zones to accommodate the increase in volume of shipments where in an adjustment in the productivity and travel time was made to balance workload of the couriers.

Adjusted shuttling route and pickup time in the Sales branches for early processing in the Exchange and arrival of shipments in the Delivery hubs which minimize waiting time and increased delivery time.

Expansion of delivery coverage with the opening of non-serviceable areas which gave more sales opportunities.

2.Conducted delivery training to all delivery personnel to refresh the delivery procedures and update on the system enhancements, Reviewed customer service practices which improved level of service rendered. Reduced operating cost by negotiating a reduction in rent and rates of the third party service providers, reduced fuel allocation and maximize courier productivity to lower cost per piece, promoted awareness to the teams to control usage of utilities, relocated delivery hubs to warehouses with lower per square meter rate.

3.Evaluated and recommended potentials candidates to be trained to assume management position based on their competency and function.

4.Implemented Company standards, plans and policies of improving team operations and performance. This is regularly reviewed and discussed in the monthly team head and team meeting for monitoring and compliance.

5.Addressed the daily requirements in Operations, Logistics, Human Resource, Customer Relations and Finance with utmost urgency and pro-active approach by attending to the issues directly in coordination with the concerned department or team.

DELBROS SUPPLY CHAIN SOLUTIONS

Distribution Officer (November 2003 to March 31, 2006)

1.Managed the overall operations of the National Network Distribution Group Operations Team by conducting regular meetings with all Supervisors, Dispatchers and Document Controllers to make sure that all teams have efficient delivery operation which complied with Master Operating Procedure (MOP) and Company policies to hit the productivity target.

2.Increased delivery efficiency and lowered operating cost by closely coordinating with the Planning and Operation Control team the daily implementation of capacity planning for maximum productivity and, address the, issues and concerns validated in National Network Distribution Group by Operation Control.

3.Lowered delivery cost by negotiating the reduction of the delivery rate of all accredited subcontractors. Established a business relationship with the service providers that gave priority to us during the peak season.

4.Implemented the Master Operating Procedures for the National Network Distribution Group and ensured compliance at all times by reminding and reprimanding all violators. Disseminated and reiterated to the teams, to consistently comply with the MOP to attain the acceptable ratings

5.Monitored and controlled the departments operating cost by checking and approving the division’s debit memos, cash advances, liquidations and request for payments endorsed by the Cost and Audit Group. Maximizing the route and, truck and container utilization lowered the groups operating cost.

6.Improved personnel attitude and performance by conducting yearly evaluation and assessment of the National Network Distribution group operation team. Coached and mentored personnel who needs to be corrected or improvement.

7.Assist Business Solutions Department (BSD) in meeting and developing long term business relationships with respective Information Logistics Account contracts by assisting in the routing and mode of transportation to be used.

CTSI LOGISTICS PHILS. INC.

Transportation Manager (2002 to March 2003)

Trucking Manager (2000 to 2001)

1.Directly managed and controlled the operation of the Domestic Forwarding and Trucking Sections that ensured that all delivery commitments are served and all vehicles as well as manpower resources are all utilized.

2.Reduced the down time and repair cost of all delivery vehicles with the implementation of a maintenance and repair program and the education of all drivers on the process.

3.Increased delivery efficiency with the accreditation of third party service providers that ensured all transportation requirements whether overland or inter-island are served.

4.Enhanced service level to all customers at all times through constant monitoring of compliance to the departments quality procedures by conducting audit on the team and implementation of corrective action to any noncompliance made.

5.Lowered operating cost by promoting awareness by discussing the monthly operation report to all department personnel and reiterated the need to maximize all department resources to be within the department budget.

6.Improved the delivery service by reviewing and analyzing the operation performance of the team and client feedback. This is shared and discussed to the team for the formulation of a preventive or corrective action.

7.Implemented a developmental program for all office staff and subordinates in handling their respective functions through constant guidance and teaching.

INTEROCEAN CONTAINER LINES, INC.

CY /CFS Manager (1998 to 1999)

Trucking Manager (1996 to 1998)

1.Directly managed the operation of the Container Yard (CY)/Container Freight Station (CFS) department with the maximization of all resources to ensure all pickup and delivery of all Full Container Load (FCL) and Loose Container Load (LCL) shipments are served.

2.Increased profitability of the CY/CFS department by creating and implementing together with the Sales team, marketing strategies for the warehousing and trucking department.

3.Maximized the performance of all CF/CFS staff and trucking personnel by monitoring and distributing work assignment that ensured fast and quality service to all customers with updated status information of all export and domestic cargo movements.

4.Reduced operating cost and vehicle breakdown by implementing a preventive maintenance program for all company vehicles that was strictly followed by the assigned driver who were also educated on basic repair and maintenance practices.

5.Addressed the daily document requirements of the department in preparing billing, payroll and allowances by requiring all concerned personnel to submit all pertinent documents in order for it to be processed by the concerned department on time.

6.Lowered operating cost and maintained the quality of equipment and materials purchased with the accreditation of reputable suppliers. Expedite processing of documents to government agencies required for the operation of the CY/CFS department in compliance to regulation and on time submission of requirements.

EDUCATION:

Don Bosco Technical College, City of Mandaluyong, Philippines

Bachelor of Science: Mechanical Engineering

LICENSES:

Licensed and Registered Mechanical Engineer – Philippines

AFFILIATION:

Philippine Society of Mechanical Engineers

SPECIAL SKILLS:

Computer Literate, Automotive Maintenance and Repair

SEMINARS ATTENDED:

1.Critical Management Seminar – G Hotel, August 28 – 29, 2015

2.Problem Solving and Decision Making – Heritage Hotel, August 19 – 20, 2015

3.Leadership Challenge – G Hotel, June 25, 2015

4.Coaching for Success – G Hotel, June 24, 2015

5.Finance for Non Finance – Star Cruises Building, April 16, 2012

6.Foundation of Leadership – Marriot Hotel, March 26 – 30, 2012

7.IQA Workshop - CTSI Logistics Phils. Inc., January 3, 2003.

8.Warehouse Management Seminar – The Pearl Manila Hotel, March 20 2002.

9.Integrated Logistics and Customers Service Seminar – College of St. Benilde, June 8, 2001

10.Business Management Course – AFPI Training and Development Center, March 5 - 9, 2001.

11.Leadership Management Seminar – Fontana Leisure Parks, November 28 – 29, 2000.

12.Trainer’s Training Seminar - CTSI Logistics Phils. Inc., July 18 & 25, 2000.

13.11th Basic Freight Forwarding Seminar – P.T.T.C., March 14 – 16, 2000.

14.Writing to the Bottomline (Effective Business Communication) – Golden Bay Hotel, January 15 – 16, 2000.

15.ISO Awareness Program – Bayview Hotel, November 13, 1999.

16.ISO Orientation – Tabacalera Conference Room, November 10, 1999.

17.Personal and Professional Effectiveness – Montevista Resort Calamba Laguna, November 7, 1999.

18.Quality Management Training – Focus Philippine Compound, October 5, 1999.

19.Team Effectiveness, Attitudinal and Motivation Seminar – Calaca Batangas, October 10 – 11, 1998.

20.National Truckers’ Congress – Fiesta Pavilion Manila Hotel, February 27, 1998.

21.Total Sales and Service Skills Workshop – Development Academy of the Philippines, November 29, 1997.

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