Ralph J. Belling 205-***-****

**** *. ****** ****, ********, WI 54913 ad4hgc@r.postjobfree.com

EDUCATION:

Central Michigan University: Master of Science: Administration/ Health Services

With an emphasis in Quantitative Analysis Grad: 1994

United States Naval Academy: Bachelor of Science: Physical Science/General Engineering Grad: 1987

PROFESSIONAL EXPERIENCE

Horseshoe Beverage Company 2022 to 2023

Assistant Factory Manager

Assist General Manager in organizing, planning & implementing strategy.

Coordinate day-to-day operations for production, quality, maintenance, and warehouse.

Ensure company guidelines are followed.

Achieve safety, quality, productivity, and costs goals.

Manufacture coffee beverages to glass bottles and cans for large companies throughout America.

Meier’s Wine Cellars 2013 -2021

Plant Manager ($14 Million a year Spirit Company)

Directed and managed all plant operations with overall responsibility for Safety, Housekeeping, Inventory Control, Production Planning & Schedules, Sanitation, Maintenance, Raw Materials and Shipping. Operating budget $2.6 million.

Provided servant leadership and direction to accomplish company goals and business objectives via monthly financial reviews with direct reports. Lead Product Launches for over seventeen new bottling and canning projects for 2019 - 2020!

Seven direct reports. Achieved profitability for calendar years 2013 – 2021.

Held direct reports accountable and engage with new spirit items in processing and production lines motivating teams to achieve daily goals and continuously raise the bar. In December 2020, led production team to achieve 84.07% improved capacity of gin for Costco simply adding two temporary employees and increasing line speed from 17 BPM to 39 BPM.

Developed and justified capital projects improving capacity, efficiency, and costs. Managed $760,000 for 14 capital projects for 2020. Several of these projects improved customer packaging needs.

Well versed in GMP and Lean Principles to achieve continued business results.

Managed and complied with Federal and State Regulations.

Familiar with WMS including Red Prairie, Yard Smart, SAP, WICS, JD Edwards and Epicor.

C&S Wholesale Grocers ($21 Billion a year food distributor to 36 states) 2010 - 2013

Warehouse Operations Manager, Indianapolis, IN 2012 - 2013

Accountable for a direct budget of $2,876,589 and a total budget of $5,375,262 for fiscal year. Shipped 10,695,640 cases.

Improved customer service levels from 89.77% to 96.94%.

Reduced shortages from .56% to .15% against a goal of .25%.

Improved on time deliveries to 99.77% against a goal of 99.50%.

Warehouse Operations Manager, Windsor Locks, CT 2010 - 2012

Led 230 non-union associates, three shift managers and 16 supervisors to achieve 14 KPI’s for a 1.1 million square foot facility.

Received praise and credit for bringing Grocery DC from # 18 of 18 to Best in Class # 5 of 18 in 16 months!

Saved $100K off direct labor in quarters 2 to 4 in fiscal year 2012 by holding shift managers and supervisors accountable to the budget. Self-motivated and results oriented. Servant leader in developing staff and hourly associates.

Improved retention among hourly associates from 35% to 84% in calendar year 2012 via daily supervisor interactions.

Led daily safety discussions and observed floor practices. Safety ORI rate improved from 26 to 3.4 for Grocery DC.

Del Monte Foods ($3.1 Billion a year fruit/vegetable distributor to 50 states) 2008 - 2010

Warehouse Manager (Crystal City, TX):

Accountable for $21 million annual operating plan for 240,000 square foot warehouse.

Implemented Gemba and Kaizen to improve cost budgets and KPI’s for new $1.6 million High-Speed Packaging Line.

Received no major discrepancies on 2010 AIB/BRC Third Party Audit resulting in an “Outstanding” score.

McLane ($11 Billion a year food distributor to restaurants, convenience stores, schools and hospitals nationwide) 2005 - 2007

Operations Manager (Northfield, MN):

Accountable for Distribution Center’s $13.4M annual operating budget and Transportation Department’s $15.4M operating budget with dotted line responsibility for facility’s $958M net annual sales.

Ensured production lines achieved an average of 218,000 pieces per day, or 56.7M per year, from 11 departments employing 245 warehouse teammates and 124 professional drivers.

Oversaw 44 capital projects, totaling $4.4M, for facility’s 560K square foot Distribution Center.

Oversaw an average of 180 loads per week to over 3,000 customers in 9 Midwest States.

Operations Manager (Longmont, CO):

Accountability for Distribution Center’s $16.2M annual operating budget and Transportation Department’s $15.2M operating budgets.

Ensured production lines achieved an average of 248,000 pieces per day, or 64.5M per year, from 11 departments in 360K square foot Distribution Center.

Achieved 1.2 million accident-free hours for Distribution Center’s 507 hourly and salaried teammates.

Del Monte Foods ($3.1 Billion a year fruit/vegetable distributor to 50 states) 2000 - 2005

Distribution Manager (Birmingham, AL):

Accountable for $4 million annual operating budget, shipped 26 million cases per year, managed productivity goals, safety and sanitation programs, and met all inventory standards. Achieved and maintained AIB standards in 300K square foot Distribution Center.

Managed 4 million case inventory and 800 SKU’s in a 300K square foot facility via JDE WMS.

Team lead for relocation project for Birmingham and Jacksonville facilities. Coordinated the transition of product from both warehouses into new 800K square foot distribution center in Atlanta. Transition and startup costs $9.8 million.

Achieved 99.4% on-time shipments for pre-paid loads.

General Warehouse Manager (Rochelle, IL):

Achieved fixed and variable cost budgets for 2002 fiscal year. AOP $3,454,788 compared to actual $3,227,463 or 6.6% better than plan at Del Monte’s largest distribution center, 744K square feet.

Ensured five-vegetable and fruit production lines met demand for entire United States. Production facility labeled an average of 21 million cases per year. Forty-seven employees met or exceeded annual production plan and achieved budget! Managed 1400 SKU inventory using JDE WMS.

Identified causes of rail demurrage and implemented a new railcar loading/unloading schedule. The result was a 73% savings in demurrage fees for fiscal year 2002.

Continued providing feedback to order selectors improving accuracy from 95.4% in 2001 to 97.0% for 2002.

Achieved an incident rate of .53 compared to goal of 5.0 despite an overtime rate of 26.1% for calendar year 2002.

Led safety training for three shifts resulting in incident rate of .62 compared to goal of 5.0 for calendar year 2001.

Monitored productivity and order accuracy via dock audits. Order accuracy improved from 92.3% in 2000 to 95.4% for 2001. This resulted in a 20.2% reduction in trade shipment returns compared to prior year.

Frito-Lay, Inc. ($11 Billion Snack Food Company distributing to all 50 states) 1999 - 2000

Operations Resource (Kathleen, GA):

Coordinated the transfer of finished products from three manufacturing departments into Frito-Lay’s largest warehouse, 365K square feet.

Worked in Potato Chip, Corn and Bakery Production Departments ensuring all shifts were properly operating.

Maintained 360,000 case inventory valued at over $1.8 million.

Promoted continuous improvement via bi-weekly performance process training resulting in improved warehouse operations and increasing productivity by 71%.

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