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Platoon Leader Noncommissioned Officer

Arlington, TX
April 28, 2022

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RICHARD W. EVANS JR. **** Sigmond Dr.

Home 315-***-**** Arlington, Texas 76017


A Proven Supply Chain Leader who has developed and executed comprehensive globally strategic distribution supply chain solutions to drive optimal customer satisfaction and profitability. A passionate leader experienced in analysis based solutions, I bring value through cost reductions solutions in Distribution, Warehousing, and Logistics. Knowledgeable on all aspects of Supply Chain Management, as well as SAP ERP and WM implementations, and the business functions associated with relevant technologies including MRP, MPS and demand planning and forecasting. Proficient in ISO and AMA certification processes, as well as international shipping regulations related to all commodities in international and domestic food and beverage distribution. I drive results through positive, support relationships in a team-based atmosphere.


Civilian: BS in Criminal Justice, AS in Business Administration & Military Science, Central Missouri State University, Warrensburg, Missouri, SEPT 1989 – JUN 1991, MS in Administrative Criminal Justice (Research), Central Missouri State University, Warrensburg, Missouri, GPA 3.4, SEPT 1991 – JUN 1993, 6 hours needed for completion.

Military: Combined Arms Staff Course, JAN – FEB 1998, Infantry Officer’s Advanced Course, MAR – AUG 1997; Ranger School, AUG 1997 – JAN 1998, Air Assault Course, MAR 1996, Advanced Land Navigation Course, Feb 1996, Field Artillery Basic Course, SEPT 1993 – FEB 1994, Light Fire Support Officer’s Course MAR 1994 – APR 1994, Airborne Course, AUG 1992

Achievements: Distinguished Military Graduate, 4 Army Achievement Medals, 3 Army Commendations, 1 National Defense Service Medal, 2 Army Expeditionary Service Medals, 1 Humanitarian Service Medal, 1 Army Service Ribbon; Cornell Gro cery Supervisor Certification


March 2019– January 2020 Tellworks Communication, LLC Central United States

Regional Director of Operation in Cell Tower parts distribution for 14 markets, 11 distribution centers, 12 managers, 50 associate and $10 million in inventory. Worked directly with senior management and owners for strategic oversight and guidance. Directed operational activity and managed the customer and company operational business relationships, while maintaining full responsibility for all aspects of the management and operational performance of the Region. Provided strategic direction in daily operations through daily and weekly meetings with the regional operations manager and distribution managers focusing on performance and execution. Managed strategic planning processes to ensure SLAs were met including metrics and measurements for all regional facilities to rectify and resolved process compliance issues that contributed low performance in quality and performance. Monitored regional Inventory cycle count processes for adherence and accuracy, ensued that discrepancies are resolved weekly. As customer regional liaison for customer inquiries, completed all customer initiatives and provided problem resolution to customer in order to rectify operational issues to improve inventory storage practices and material flow. Ensured that all process related to receiving new and used goods, product put-away, picking and shipping were followed and took corrective action when not followed. Facilitated and developed relationships with key customer stakeholders. Drove Safety Initiative across region. Reviewed and approved all region payroll and human resource actions.

1.99.5% in Receiving, Ship staging, Shipping, and RMA customer SLAs and company KPIs

2.100% converted project managed 8 3PL distribution centers conversations to company owned distribution centers

3.90% reduction or $12 Million in the Region’s at risk high dollar asset tagged inventory

4.Mentored 8 new managers, 4 existing managers and 30 new associates to higher performance

5.Achieved 99% in 2 customer process and inventory audits

6.99% in OSHA recordable/loss time accidents by daily team meetings.

Feb 2018– March 2019 Communications Test Design Inc Flower Mound, Texas

Regional Logistics Manager for CPE STB device, Tote Build Program, and Materials Outbound Operations Manager responsible for the overall performance and staff productivity. Directly oversaw all finished goods inventory operations within the branch to ensure 100% daily order fulfillment. Managed reports, statistical analysis, and daily P&L to monitor operations. Partnered with the quality department to ensure standards were consistently met. Communicating was key with various levels of management and customers to ensure that customer expectations are met and issues are resolved, including turnaround time. Provided input of ideas for continual process improvements as well as implemented new processes. Ensured compliance with CTDI safety programs and initiatives and all applicable OSHA and state workplace safety laws through daily supervisor checks and manager inspections. A hands on leader, led the teams upfront and on the production & warehouse floor in a high volume and fast-paced environment. Used strong interpersonal skills to motivate others in a high volume distribution. Excellent leadership ability with proactive problem solving ability, strong in computer skills, including proficiency in Microsoft Word, Excel, and other spreadsheet applications as well as expertise in the electronic device market for cable modems as well as cell phones.


1.98% on time for shipping departures through reorganization of trailer unloading, picking, and loading on 2 shifts.

2.100% order fulfillment through independent forecasting necessary to identify any production plan gaps for daily orders.

3.101% productivity in Shipping & Tote Build through daily performance feedback for the previous day’s work.

4.95% success in CTDI Quality SOP Compliance through a daily supervisor and manager quality check program.

5.Zero OSHA recordable/loss time accidents by daily team meetings & required participation in the Safety Committee.

6.Mentored and developed 2 supervisors and 2 team leaders through continual daily interaction, monthly one on one sessions, and individual development plans.

July 2014 – Feb 2018 XPO Logistics Ft. Worth, Texas

Operation manager with General and overall responsibility of weekend operations and senior shift lead to the customer for cell phone electronic refurbishing and warehousing operation with up to 100 - 325 associates, 5 supervisors, and 15 team captains in a 400,000 square foot. Deliberate planning and execution within a lean focus on full compliance to client procedure and customer SLA’s, as well as lead the operation team to full operational capacity. Reporting directly to the Director of Operations, must integrate with all supporting departments (engineering, quality, and maintenance). Assists Director of Operations with work methods, procedures, controls and staffing to achieve accurate and timely movement and processing of product and assists with the DC's financial, operational, people and process and service related objectives to drive continuous improvement and efficiency. Coaches, train, and develops supervisors, team leaders, and associates informally and through formal training programs, providing both informal and formal job performance based feedback. Created an employee-centered work place that demonstrates care and concern for all Associates and ensure a culture of safety by following safety policies and procedures, monitor DC safety, physical security and operational metrics on a daily, weekly and monthly basis.

1With all new leadership and staff, led 3rd to fully performing shift in 1 months.

2.101% productivity in Trades & Core 100% to plan in Shipping & recieving

3. 95% success in QMS SOP Compliance in KPI Quality Audits of training for compliance

4. 98% in OSHA recordable/loss time accidents KPI

5.Mentored and developed 3-4 supervisors and 6-8 8 team leaders

6.99% Compliance in Training of work documents to include all and vendor instruction manuals

7.Led shift to cross training of 90% of shift of inbound receiving, processing and shipping.

JUL 2013- NOV 2014 UTI Logistics Dallas & Fort Worth, Texas

Inbound and Processing Operation Manager with overall performance responsibility for 30 + traditional and fluid doors, 50+ receiving, material handling, and unloading associates in a 1 million square foot warehouse record management sites, including the oversight of coordinating operational service functions and activities with 5 supervisors, 4 coordinators/leads. They must ensure operational excellence to SOP in all inbound warehouse areas, efficient operation of warehouse management system(s) and related equipment. They must assists GM/AGM with work methods, procedures, controls and staffing to achieve accurate and timely movement and processing of product and assists with the DC's financial, operational, people and process and service related objectives to drive continuous improvement and efficiency.. They must coaches, train, and develops supervisors, team leaders, and associates informally and through formal training programs, providing both informal and formal job performance based feedback. Create an employee-centered work place that demonstrates care and concern for all Associates and ensure a culture of safety by following safety policies and procedures, monitor DC safety, physical security and operational metrics on a daily, weekly and monthly basis

1Increase DC inbound volume by 20% through enforcing SOPs and performance coaching for associate success.

2Incurred zero OSHA accidents on both overnights, and weekend Inbound shifts.

3Led the startup and full weekend shift to a full distribution inbound shift in 1 month.

4Mentored and developed 2 supervisors and one associate for higher leadership positions in the DC operation

5 Improved SOP compliance by 20% through daily focus audits by shift leadership, weekly training sessions, and coaching associates for success on procedural compliance.

NOV 2011-OCT 2012 Iron Mountain, Inc Dallas & Fort Worth, Texas

Operation Manager with P & L responsibility for multiple 300, 000 square foot warehouse record management sites, including the oversight of coordinating all day to day operational service provision functions and activities with 3 supervisors, 4 coordinators, and associates. Responsible to execute the most cost effective and customer satisfying operation, while championing and implementing Iron Mountain regulations and processes. Key accountabilities include responsibility for the day to day running of the sites and transportation to ensure provision of timely, quality service and total customer satisfaction; Supervising projects with coordination of direct reports within timeframe and previously agreed cost; The coordination and training and guidance of the subordinated team, distribution of the day-to-day tasks, assurance of their observance and timely fulfillment; Maintain all business standards, ISO standard, Business Continuity requirements, facilities, vehicles, health and safety, and personnel issues within the SD function; Ensuring regular training of subordinates that facilities are maintained to the IM standards and legal requirements for employee health and safety: Conducting market research for Suppliers to ensure value for expense; Providing leadership/example in the drive to train, manage and develop the team’s skills and competencies.

1. Increased sales revenue by 20% through a renewed focus on key and at risk accounts

2 Brought 4 warehouses dilapidated to full OSHA and company compliance standards

3. Completed installation of new company Direction for productivity standards

4. Oversaw the initial inbound and distribution of 3 high profile accounts for the market

5. Improved to a 99.8% associate accident rate and mproved accidents through a team Safety focus

DEC 2008-JUL 2011 Wal-Mart, Stores Central New York, New Hampshire

Super Center General Manger, responsible for driving sales in a 24 hour $125 - $60 million annual Supercenter by ensuring merchandise presentation, including accurate and competitive pricing, proper signing, in-stock and inventory levels, budgeting and forecasting sales, and assessing economic trends and community needs. Ensure compliance with Company policies and procedures through Associate and manager accountability. Providing supervision and development opportunities for 8 salaried managers and 300 + hourly Associates in the Facility. Drive the financial performance of the Facility in a 65,000 square foot box. Directs the management team in Facility operations and communications with both management and hourly Associates about the Facility operations, merchandising and Company direction. Uphold the Company’s Open Door. Proficient in managing finances.

1.With no retail experience, successfully managed 4 Supercenters in New York and New Hampshire (Cobleskill, NY, Rotterdam, NY, Albany, NY, Gorham, NH).

2.Achieved 96% to sales and profit plan, against an aggressive sales plan.

3.Achieved .29 in inventory shrink against goal of .39.

4.Implemented Inventory Management System, Customer Must Win program, New Store Structure Program, the one-team concept,

5.Raised over $10,000 in support of the CHAD hospital in New Hampshire, and over $3000 in support of the Children’s Miracle Network, and provided over $10,000 to local community organizations.

NOV 2004 – JULY 2008 Hero-Beechnut Nutrition Corp Canajoharie, NY

Director Distribution, Warehousing, and Logistics responsible for inventory related to Broth, Baby food, and Preserve categories and 9 million cases of product in 8 outside warehouses (300K – 800K Sq. ft) with an annual budget of 11 million dollars. Reporting directly to the Vice President of Operations, responsibilities are for 42 union personnel in the production warehouse and 5 salaried managers, personnel and salaried managers for outside warehouses, and 142 logistic companies contracts. Manage personnel and managers with all 3d party logistic and Distribution warehouses. Knowledge of Information Technology is a must to reduce informational processing costs. Knowledge related to food production, and the ability to manage change is critical. Maintain customer fill rate of 98% in order fulfillment. Maintain distribution to support 9 billion dollars in annual revenue.

1. Yearly managed expenses to warehousing and distribution under budget when volume grew from 16 million to 28 million and order fulfillment rate of 98.2%

2. Set up 3 outside warehouses to support distribution on the West Coast and Midwest in 2006 and 5 outside warehouses to support Wal-Mart Remix Sales Distribution Plan in 2007.

3. Led the team in the installation and conversion to SAP in 2008.

4. Set up distribution for 9 million cases to dedicated contract warehouse for a $500,000 annualized savings to support facility transition to 156 million-dollar new production plant in 2008.

5. Negotiated volume rate with a Global 3d party Logistics company for annual savings of $300,000 in 2007.

MAR 2004 – NOV 2005 Rite Aid Mid Atlantic Distribution Center Perryman, MD

Operation Manager for Facility throughput responsible for the oversight of consistent product from the initial point of dispensing to the conveyor to the last departing point of product throughout the 15 miles of conveyor of the one million square foot distribution center during day operations. Manage daily activities through 12 supervisors and 500 associates. Reporting directly through the Senior Operations Manager to the General Manager, responsible for immediate operational status in all departments throughout the 12 hour day, and required to take numerous measurements of all current production to ensure on track for Budget and production, as well as expected to make staffing changes to accommodate lacking departments. Knowledge of all department operations and the ability to positively interface as a team member with the other department operation managers is critical for daily execution.

1Developed execution tool to identify hourly execution timelines for each department

2Oversaw the reduction of sorter recirculation from 30% to less than 5 % per day.

3Development of the facility conveyor wave tracking tool, and assumed direct maintenance of the tool in August 2004.

4Expanded Facility tracking of conveyor statistics through the assistance of Rapistan.

AUG 2003 – MAR 2004 Rite Aid Mid Atlantic Distribution Center Perryman, MD

Operation Manager for Replenishment responsible for oversight of the daily management of 24 hour replenishment production with 8 salaried managers 36 team leaders, and 250 to 300 replenishers to ensure all standards of quality, safety, and productivity are achieved. Frequent independent judgments are essential, and all duties and responsibilities must be performed in a safe manner consistent with corporate policies, as well as local, state, and federal laws. The essential duties & responsibilities are as follows: Oversee the management of the DC's replenishment expense, safety, quality, and production goals; Complete the responsibilities of the Senior Operation Manager in his absence; Monitor staff and equipment levels to ensure adequate and effective resource utilization; Enforce all work regulations; Anticipate the Distribution Center's replenishment needs and act accordingly to ensure all objectives are met; Establish performance objectives for replenishment associates in the distribution center; Analyze performance reports to find better ways to operate in replenishment.

1Managed the replenishment of over 7.2 million cases for picking operation

2Reintroduced Corporate Production Tracking program for replenishment operation

3Gained extensive knowledge of the Warehouse Management System

4Reduced omits by .75 % since assumption of position

5Initiated daily database to track replenishment production activities to plan

6Streamlined functions of replenishment by eliminating 720 hours per day.

MAR 2000 – AUG 2003 Rite Aid Northeast Distribution Center Rome, NY

Operations Manager responsible for directing the nightly activities of the Distribution Center in Rome, NY and Utica, NY, including labor scheduling, supervision, and proper utilization of space, equipment, inventory, and manpower for 250 employees, 7 supervisors, and 2 employee leads. Key responsibilities are staffing, employee development, Distribution Center Operation, Maintenance of the facility & equipment, Implementation of safety, security, housekeeping, and sanitation programs, budgeting, and customer service. The Outbound Operations manager is accountable for safe, efficient, and economical operation of the facility.

1Improved night productivity, quality, replenishments and associate turnover by 30% within first year

2Led the safety & ergonomic committees in reducing OSHA recordable & lost time accidents by 30%

3Lauded by corporate superiors for developing a cohesive shift management team

4Selected to be trained as the facility Six Sigma representative FY 04

MAR 1998 – DEC 1999 1st Bn, 15th Inf (M), 3d Bde, 3d ID (M) Fort Benning, GA

US Army Captain, Fire Support Coordinator for a worldwide rapid deploying mechanized infantry battalion. Advised the commander on the capabilities, limitations, and integration of artillery, mortars, close air support, and naval gunfire. Supervised the welfare, morale, and training of a battalion fire support platoon consisting of 5 commissioned officers, 18 noncommissioned officers, and 24 junior enlisted soldiers and their families. Supervised the maintenance of 1 M577 diesel command post carrier, 4 M998 diesel fire support vehicles, and all associated equipment worth in excess of 6 million dollars.

1Evaluated as one of the top three captains among 17 captains in the battalion

2Developed first fire support standard operating procedure in 5 years.

3Recognized by superiors for developing the first Brigade Fire Support Management Training. Program.

4Successfully deployed personnel & equipment to the NTC, FT Irwin, California and Kuwait within a 12-day notice.

JAN 1996 – FEB 1997 E-7 FA, 10th Mtn Div (Light) Fort Drum, NY

1st Lieutenant, Platoon Leader of a worldwide rapid deploying general support artillery platoon. Managed the tactical and administrative aspects of battery operations and performance. Directed the training, administration, property accountability, and physical security of the platoon. Command 1 commissioned officer, 12 noncommissioned officer, and 39 enlisted soldier and their families. Responsible for the supervision of maintenance activities pertaining to 4 M198 howitzers, 4 large 5 ton diesel trucks, 2 M198 diesel vehicles, and the associated communicative equipment, amounting to 4 million dollars. Additional duties include Unit Maintenance Officer, Unit Training Officer, and Unit Budget Control Officer.

1Evaluated as one of the top 2 lieutenants of 50 lieutenants in the Division Artillery.

2100% accountability of 4 million dollars of weaponry, communication and target acquisition devices and vehicles.

3Won a commendable rating from controllers for leadership, annual Battery external evaluation.

4Implemented new weekly training minimum standards for howitzer sections, increasing crew proficiency of crews.

5Accredited by observer controllers for supervision of the first impenetrable howitzer defense in the Joint Readiness Training History.

JUN 1994 – DEC 1995 A Co., 2nd Bn, 87th Inf (Light) Fort Drum, NY

2d Lieutenant Office, Fire Support Coordinator for a worldwide, rapid deploying light infantry company. Advised the commander on the availability, capabilities, & limitations of all fire support assets. Coordinate fires and preplanned targets for mortars, cannon and missile artillery, naval gunfire, close air support, & attack helicopters. Command, trained, supervise, & maintain 4 noncommissioned officers, 8 enlisted soldiers, and their families, as well as supervised & accounted for $ 500,000 worth of equipment.

1Evaluated as one of the top 6 lieutenants of 21 lieutenants in the battalion

2 100% accountability managing $ 500,000 of weaponry, communication, & targeting devices, and vehicles.

3Spearheaded innovative civilian affairs program for company operations in peacetime deployments, Haiti 1994.

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