Robert Stalker

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

Madison, WI ****6

608-***-**** (h) / 608-***-**** (c)

d4ftfx@r.postjobfree.com

PROFILE

High Achieving Logistics and Supply Chain Manager who excels at delivering returns that consistently improve organizational results. Skilled leader in identifying and implementing innovative strategies and negotiating programs that enhance productivity, reduce material and labor costs, improve critical record keeping, and increase key customer metric results. Strong ability to initiate development of and expand concept of self-directed workforces that meet/exceed company goals and objectives. Coaching/mentoring skills fundamental to increasing employee’s ability to grow company contribution.

CORE COMPETENCIES

• Distribution Center Management • Purchasing/Cost Reduction Programs

• Logistics Optimization • Inventory Optimization/Cycle Counting

• Carrier / Vendor Contract Negotiation • Business Practices Enhancement

• Vendor Management • New Software Integration

• Domestic/International Shipping • Regulatory Compliance

EDUCATION

Concordia University, Madison, WI

University Oshkosh, Oshkosh, WI

PERFORMANCE SCORECARD

• Reorganized distribution center operating systems and practices that increased productivity 15%, increased order accuracy by 19% to 99.98%, and lowered cost per order by 10% - Distribution and Transportation Manager: Cardiac Science

• Replaced antiquated, single operation focused warehouse management system by integrating

into new organizational ERP program for 2,500 SKUs that resulted in 20% reduction in operating cost savings - Vice President Operations: Baker Healthcare Distribution

• Negotiated 10% saving on annual $500k MRO buy, and achieved extended warranty coverage –

Director of Warehousing and Transportation: Certco, Inc.

• Project Manager for new non-food distribution center, including design, vendor relationships,

construction, and operational startup that meet both timetable and cost objectives – Director

of Warehousing and Transportation: Certco, Inc.

• Established a national program using local delivery agents to make retail store deliveries for

Fortune 500 companies on required timing schedule – Operations Manager: Transport

Logistics

• Developed and implemented a 10% transportation cost saving “Pool Distribution” program for 835 retail store chain for weekly delivery in 7 major metropolitan markets – Transportation Manger: Famous Footwear

• Established new systematic product stocking program, which increased order picking by 25% and decreased mis-picks to 99.98% accuracy and – Vice President Operations: Baker Healthcare Distribution

PROFESSIONAL EXPERIENCE

Cardiac Science, Deerfield, WI 2005-1/2010

Manufacturer and Distributor of class III Medical Devices and Supplies to domestic and international customers.

Distribution and Transportation Manager

Responsible for the overall management of 30,000 sq. ft. Distribution Center, shipping 300-400 orders/day to numerous customers on a global basis. Supply chain included parcel shipments, LTL, and white glove shipments in accordance with all applicable FDA and ISO regulations. Negotiated contracts with all carriers and vendors. Managed an operating budget of $9M, with 2 direct reports and a total staff of 13. Reported to Senior Director Operations.

• Reorganized basic product cataloging and warehouse location/identification, compiled Pareto analysis and determined root cause for mis-shipping, and revised internal procedures to increase productivity by 15%, increase order picking accuracy 20% to 99.95%, and reduced cost per order by 10%, resulting in a net $40,000 personnel savings, with 15% revenue growth.

• Developed procedures and successfully implemented training to meet FDA requirements for all warehouse employees.

• Negotiated a new warehouse lease, reducing costs by 5%, and move overstocked inventory to new location without impacting manufacturing efficiency and customer order delivery.

• Initiated a more flexible vendor pickup program that expanded options on moving product from vendor to Distribution Center, saving $10,000 year.

• Team Leader in evaluating vendors and implementing an expanded capabilities shipping platform that reduced process complexity for international and certain hazardous goods.

• Created an international shipping “bundling” program, featuring an International Priority Distributor for the United Kingdom that maintained confidential company information.

Baker Healthcare Distribution, Hartland, WI, 2004-2005

Regional distributor of medical and equipment.

Vice President, Operations

Recruited to family owned business to direct the non-revenue portion, especially all warehouse, logistics, and transportation vendor negotiation in 25,000 sq. ft facility. Operating budget $ 1M with 4 direct reports. Managed $500k, 2,500 SKU inventory. Reported to President.

• Established a new systematic product stocking program, redesigned Distribution facility, and implemented new receiving/outgoing procedures that increased picking productivity by 25% and decreasing mis-picks to a 99.98% accuracy rate.

• Successfully implemented a new business ERP software program and transitioned data from prior system in four months with no negative impact of customer service.

• Reduced net inventory value by eliminating obsolete inventory and improving delivery coordination that increased net T/O.

Certco, Inc., Madison, WI 2002-2004

Distributor of food and non-food products to grocery stores in a 3 state area.

Director Warehousing and Transportation

Responsible for the operations of 450,000 sq. ft. Distribution Center with 150 union employees and staff of 7 Supervisors/Managers. Operating budget of $8M. Managed a fleet of 20+ tractors and 40 trailers. Reported to VP Operations.

• Implemented an innovative voice activated direct stock picking software for processing customer orders that improved productivity 10%, reduced mis-picks by 12% with no increase in staffing as company grew revenues 15%.

• Instrumental in designing layout for new non food 125,000 sq. ft. distribution center, with prime responsibility for project management, including vendor negotiation and construction schedules. Met timing and budget goals.

• Instituted 3 operational shifts using new 10 hours day concept on a 7 week schedule to meet accelerating customer orders and reduce overtime.

• Reduced annual $500k MRO buy 10% through negotiation, achieved extended warranty coverage.

• Developed cycle counting program that improved inventory accuracy, optimized buying and saved $35k/yr in labor costs.

North Farm Cooperative, Madison, WI 1999-2001

Distributor of organic foods across 13 state area.

Transportation Manager

Managed the inbound flow of organic products from vendors across U.S. with dry and refrigerated carriers. Coordinated deliveries to 2,000 customers with a fleet of 11 tractors, 17 company drivers, and an office staff. Operating budget $5M. Reported to General Manager.

• Consolidated shipments and negotiated bound supplier vendor price reductions, saving $100,000/year.

• Optimized route structures on outbound shipments that saved $150,000 annually.

• Developed a new layout for freezer and refrigerated trailers that reduced spoilage potential.

• Negotiated new tractor and trailer lease, lowering operating costs $50,000/year.

Transport Logistics, Wichita Falls, TX 1999

Third party logistics provider.

Operations Manager

Recruited out of Famous Footwear to direct the development of a national program to facilitate the delivery to local retail outlets for Radio Shack, Famous Footwear, and Blockbuster. Negotiated rates, training delivery agent’s employees, and monitored carrier performance versus internal metrics.

Reported to President.

Famous Footwear, Madison, WI 1993-1999

National footwear retailer, operating nationwide with 825+ retail stores and 2 regional distribution centers.

Transportation Manager

Managed a $13M operating budget for a combination of company owned fleet operations and 3rd party shippers for both LTL and full truckload shipments to 40 states. Responsible for inbound flow to 2 Distribution Centers and delivery/pickups at local stores, rate contract negotiation, and driver training.

Managed staff of 7. Reported to VP Operations.

• Developed/implemented “Pool Distribution” model as a weekly delivery method in 7 seven major metropolitan markets, saving 10% of overall transportation costs.

• Developed partnership with 3PL Company to manage weekly delivery/pick up for outlet stores in key market areas that improved on-time delivery from 85 to 95% within the designated 1 hour window.

• Team Leader for search for second regional Distribution Center. Used sophisticated software to calculate cost savings and led organizational presentation to Brown Group Executive Group.

• Negotiated annual carrier cost saving that met organizational objectives.

• Created internal freight claims department the expanded organizational expertise and focus was fundamental to improved 3rd party delivery performance.

PROFESSIONAL DEVELOPMENT

Registered Zengar Miller Facilitator – Supervisor Training

Lean Manufacturing/Value Stream Mapping, 5S Principles Seminars

University of Wisconsin Transportation Series

Lean Manufacturing/Visual Factory Seminar

Hazardous Material Training

FDA 21 CFR Parts 820 and 110, and ISO 13845:2003 Training

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