Logistics Manager Line Supervisor

Michael Caldwell

314-***-**** **************@*****.*** www.linkedin.com/in/michael-caldwell-mba

Process Redesign / Change Management / Project Development / Implementation / Lean Six Sigma

Operations Management / Manufacturing / OSHA / Regulatory Compliance / Management Training

Leadership / Analytics / Customer Success / Project Management / Negotiations / Processes & Systems / P&L

Continuous Improvement / Team Building / Inventory Optimization / Productivity Improvement / 3PL

Process Flow Mapping / Business Strategy / Strategic Vision / Material Resource Planning

Transition Planning and Execution / Material Resource Planning / Part Induction

Respected professional with significant experience and success leading operations, engineering divisions, and project development for turnaround and high-growth organizations. Keen eye for identifying operational inefficiencies and implementing highly effective changes while guiding sizeable, cross-functional teams. Expert presenter, troubleshooter, and negotiator adept at forging solid relationships with strategic partners and building consensus across multiple organizational levels.

SELECTED ACCOMPLISHMENTS

Engineered solution saving costly downtime and damaged product. Masterchem experienced box jams in overhead conveyor causing significant downtime in production, reconfiguration, and cleanup. Analyzed problem, engineered, and installed directional arm to align containers in same position upon exiting the boxer, eliminating jams.

Saved $225K annual costs by identifying and implementing efficiencies eliminating need to hire eight full-time employees. ODW based needs for startup location on already established facilities. Evaluated processes, determined, and applied efficiencies including automating manual processes, color coding to increase lot visibility, and setting up effective workflow; hired staff as needed.

Negotiated 20% rate reduction for less than truckload (LTL) shipments by leveraging nationwide pricing. FKI’s high LTL freight costs negatively impacted margins. Negotiated with largest volume carrier to achieve economy of scale benefit for all North American FKI companies.

Reengineered space efficiencies, increased carousel conveyer capacity from 2700 to 8400 available shelves. FKI carousel setup contained only large locations very-small items wasted valuable space. Made multiple smaller locations by reslotting some larger spaces, standardized configuration across sections to enhance workflow.

Saved $8.5K in annual labor costs by automating manual ordering system. All Ryder shipping orders required manual entry, increasing expended time and errors. Led collaboration with Laird, UPS, and FedEx to create download of open order file to shipping systems. Instituted ability to pull orders and populate cells by scanning bar code order numbers.

Implemented lean methodology, exceeded all metrics and KPIs; achieved performance awards. ODW and customer had KPI targets to meet. Implemented lean methodology to improve all operational aspects. Through leadership and associate engagement, exceeded all metrics and KPIs for both organizations in first five months and continued to improve. Achieved Startup of the Year and Location of the Year awards over two years.

Leveraged network to identify lower priced supplies, produced $22K annual savings. Masterchem purchased 12 gross of jersey gloves monthly at $1.30 per pair. Consulted contacts and found source to purchase gloves at $0.24 per pair, realizing 82% cost decrease.

Turned around department culture, increased efficiencies, allowed elimination of overtime and prevented need for increased personnel despite 30% business growth. FKI department had reputation of poor performance, accuracy, and motivation. Set standards and metrics, enforced accountability, and provided positive reinforcement as merited. Department achieved elevated reputation, increased self-esteem, and improved productivity.

PROFESSIONAL EXPERIENCE

RYDER SYSTEMS, INC 2021 to 2021

Group Logistics Manager, 2021 to 2021

Site Manager for a new Start-Up location. Responsible for all facility operations including Safety, P&L, Continuous Improvement, Maintenance, Inbound, Warehousing/Inventory Control and Outbound activities. Managed 225 associates with a management staff of 13 and 4 direct reports.

OTTS INC. 2019 to 2021

Management Consultant / Project Manager

Multiple projects utilizing Process Flow Mapping, Overall Business Strategy, Strategic Vision, Reengineering, and various research assignments. Directed short-term engagements from three to nine months in length. Utilized Unity Methodology Project Management skills from Initiation/Assessment to Closure/Lessons Learned. Led all aspects of a 3PL operation including safety, receiving, warehousing inventory control and parts distribution. Managed three shifts with over 120 employees and nine direct reports. Accountable for multimillion-dollar budget with P&L responsibility. Member of Innovation Center implementation team.

Updated processes and procedures to increase efficiencies.

Established strong customer relationships by acting as organization liaison and making positive improvements in safety, security, facility cleanliness, and employee morale.

ODW LOGISTICS 2016 to 2019

General Manager

Directed successful new facility startup; designed operational layout, partnered on project management, ensured regulatory compliance, and promoted continuous improvement mindset. Managed 24 employees with two direct reports and P&L budget. Surpassed expectations in metrics, safety, lean principles, and customer satisfaction within first year of operation. Promoted to customer liaison for all three sites.

Streamlined processes and practices substantially increasing productivity; recognized as top location within five months of startup; achieved startup and operation awards in subsequent years.

Established golden zones for high movers to facilitate efficient product picking and put away; set up QC area to process and receive import shipments more efficiently.

Implemented simple identification process for outbound orders to easily track and verify shipments.

Instituted location bar-code marking system enhancing ability to get items in and out of correct locations.

Saved $225K annual costs by reducing budgeted headcount from 32 to 24 FTE.

RYDER SYSTEMS, INC 2010 to 2016

Senior Logistics Manager, 2015 to 2016

Promoted to manage six 3PL national locations and improve customer-centric metrics, lean implementations, and perform some HR duties with over 60 drivers, warehouse workers, and diverse management personnel.

Developed acquisition and growth strategy, managed 3PL Verizon cross dock and 60 truck fleet working within customer’s SAP / ERP system to track product.

Logistics Manager, 2010 to 2015

Led 3PL operations management team for Laird technologies; managed all aspects of receiving, warehousing, inventory control, parts distributions, safety, and P&L for North American distribution center. Simultaneously managed five Xerox locations nationwide. Managed 50 employees with six direct reports.

Streamlined processes and personnel directives to increase production and minimize errors, improved inventory control and effective employee communication.

Launched Lean Journey initiative to increase productivity, eliminate waste, and encourage a culture of continuous improvement.

Saved $125K annual costs by streamlining processes to reduce FTE necessity from 12 to 7.

Saved $5.8K annually by implementing sales order database download directly to UPS and FedEx systems.

Conceptualized, developed, and initiated build of three drive-by dispatch boards, employee suggestion board, A3 board, and Lean quality wall.

FKI LOGISTEX 2000 to 2009

Senior Supervisor, CSS North America, 2004 to 2009

Oversaw and managed receiving, warehousing, inventory control, and shipping of after-market parts. Managed and developed project workforce including 68 union employees to control inventory of over 9500 products. Led daily production meetings to track product flow and enable timely customer deliveries. Managed the ISO 9001 standards for my department. Developed and managed stockroom personnel performance metrics.

Negotiated 20% UPS Freight company-wide rate reduction producing significant cost savings.

Improved inventory accuracy by introducing aggressive daily 50-part cycle count program.

Designed and implemented carousel inventory stocking plan increasing shelf capability 103% in same space.

Managed and completed stockroom relocation from St. Louis to Cincinnati in three months, five months sooner than projected time.

CSS Stockroom Supervisor, 2000 to 2004

Organized and maintained incoming and outgoing product flow while coordinating activities, determining reasons for record discrepancies, recommending improvements, and training team members.

Earlier: Assistant Manager, Purchasing Agent, Line Supervisor, Masterchem Industries.

EDUCATION

Master of Business Administration, Project Management, University of Phoenix

Bachelor of Science, Business Management, Maryville University of Saint Louis

Six Sigma Lean Professional Certification, Management and Strategy Institute

APICS Certification, Execution and Control of Operations

APICS Certification, Inventory Management

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