Customer Service Manager

JAMES R. GOLDFUSS ** Crown Lane, Westbury, NY

516-***-**** *********@***.***

LOGISTICS MANAGEMENT

Receiving & Distribution Operational Efficiencies Vendor Relationships

Dispatch Operations Process Efficiencies Inventory & Delivery Reports

Planning & Forecasting Budgets & Cost Controls Import & Export Protocols

Safety Compliance OSHA, DOT, and Hazmat Regulations Warehouse Equipment Maintenance

Loss Prevention Staff Supervision, Training & Scheduling

EXPERIENCE

Fresh Direct, LLC, Long Island City, NY

Senior Manager Receiving 5/2008 – Present

Through six Operations Supervisors, oversee operation in 2 facilities. Direct a staff of 80 receiving and replenishment personnel in the processing and management of inventory for a $100M retail operation. Orchestrate the efficient scheduling and daily unloading of up to 150 straight trucks and tractor trailers, containing perishable and non-perishable products, representing over 60,000 SKUs. In addition to inbound logistics considerations, manage the interdepartmental movement of merchandise.

• Review daily operations reports. Interact with Vendors, Buyers, Analysts, and Department Managers to manage inbound flow and replenishment. Resolve any issues regarding Receiving that required management intervention

• Initiated systemic changes to the Receiving delivery process. Researched, negotiated, and implemented the purchase of a delivery scheduling system that improved workflow efficiencies. This improvement resulted in the ability to expand daily dock capacity by 20%.

• Championed real-time RF Scanning of deliveries. This initiative resulted in a degree of accuracy on the Receiving dock never before attained (96% receipt accuracy). The accuracy improvements resulted in a decline in vendor claims by 63%, resulting in an average annual savings of $362K.

• Set performance standards for all operations and provided comprehensive team training. Improved productivity levels on grocery loads by 48%, reducing time to complete by 40% and reducing labor required by 33%.

• Maintain safety and sanitation standards to meet OSHA, FDA, and USDA standards. 100% pass rate. Set company record of 235 consecutive days without any inspection discrepancies.

• Oversee Purchase Order Accuracy and Vendor Scorecard results for Meat and Produce Departments. Resulted in improved inventory counts, reduced customer shorts, and improved vendor reliability for overall delivery.

TARGET CORPORATION, South Setauket, NY

Executive Team Leader Logistics 11/2006 – 5/2008

Through five team leaders, direct a staff of 28 receiving, warehouse, and stocking personnel in the processing and management of inventory for a $50M retail operation. Ensure the efficient weekly unloading of up to 18, 54-foot corporate trailers, with merchandise representing over 60,000 SKUs. In conjunction, orchestrate the receipt of perishable and non-perishable goods from 18 independent vendors, delivering 70-75 trucks of merchandise each week. In addition to inbound logistics considerations, manage the movement of merchandise between two warehouse sites.

Review daily sales reports. Interact with vendors to regulate merchandise quantities for favorable alignment with depletion schedules. Resolve all delivery issues requiring management intervention.

Championed and brought to fruition the cross training of staff to accommodate peak and trough manpower needs in the receiving function. This initiative resulted in lessening costly bottlenecks in the distribution center where trucks sat awaiting “roll out” clearance.

Continued…

JAMES R. GOLDFUSS

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Co-initiated the redesign of the warehouse floor for faster restocking and distribution. Reallocated warehouse space with judicious attention to anticipated sales growth and seasonal merchandise fluctuations. Communicated ideals for best practices in warehouse operations, which resulted in surpassing company’s preset and stringent “location-accuracy” goals.

Oversee maintenance of 26 pieces of warehouse equipment (forklifts, power jacks, hi-lows, 24ft Ryder truck).

Achieved #1 ranking ( #1 of 123 sites) in company’s regional contest of logistics operations (January 2008).

Set performance standards for all operations and provide comprehensive staff training.

Monitor safety procedures and prepare for OSHA inspections (100% pass rate).

UNITED PARCEL SERVICE, Uniondale, NY

Dispatch Supervisor (2005 – 2006), Operations Supervisor (2003 – 2005), Driver (2002 – 2003) 2002 – 2006

Planned and directed dispatch operations in a 300-square mile region of southern Nassau County. Managed the movement of over 10,000 packages per day amongst 84 daily routes.

Created and adjusted each driver’s daily route. Balanced load, mileage, and the efficiency of maneuvering in a defined geographic region. Continually re-evaluated routes to meet/exceed rigorous expectations for efficiency and cost avoidance. Named #1 out of 25 regional dispatchers for productivity of designed routes.

Reduced labor costs $170,000 annually through improved dispatching. Increased average stops per driver by 5.8%. Decreased costs an additional $33,000 through a 7% gain in load production.

Minimized delivery and package handling errors through intense and ongoing training.

Provided field training to drivers. Reviewed proper work methods including delivery documentation and customer interactions.

Implemented and monitored safety standards for compliance with OSHA, DOT, and Hazmat regulations.

Instituted loss prevention efforts. Researched and evaluated claims related to lost packages.

Oversaw three supervisors responsible for maintaining delivery records.

BED, BATH & BEYOND, Manhasset, NY

Department Manager 2001 – 2002

Oversaw retail department operations including staffing, merchandising, inventory, and customer service.

Led a team of six in completing annual physical inventories for all NY and NJ area stores. Project was accomplished in less than the allotted time and with a degree of accuracy never before achieved.

Revamped department with several initiatives including improved staff scheduling, targeted merchandising, and timely ordering. These activities increased the department’s sales by 14%.

ECKERD CORPORATION, Melville, NY

Regional Training Supervisor (2000 – 2001) Training & Development Specialist (1999 – 2000)

Assistant Store Manager (1997 – 1999) 1997 – 2001

Training Responsibilities & Accomplishments:

Developed and facilitated the company’s training program for the NY, NJ, and CT area (135 store locations). Managed budget of $3.8M for training initiatives encompassing performance management, professional development, sales, customer service, technology utilization, change management, and diversity. Conducted new hire orientations and identified candidates for supervisory positions.

Store Management Responsibilities & Accomplishments:

Oversaw daily operations including inventory control, merchandising, loss prevention, and customer service. Optimized inventory levels increasing profitability by 14%. Developed staff schedules based on anticipated shopping volume. Tapped to provide expertise to underperforming stores in the region.

JAMES R. GOLDFUSS

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EARLY CAREER EXPERIENCE

UNITED PARCEL SERVICE

(1996 – 1997)

Package Car Driver

UNITED AIRLINES

(1990 – 1993, 1995 – 1996)

Freight Operations Supervisor, Freight Planner/Dispatcher & International Freight Agent

FLIGHTWAYS OF LONG ISLAND

(1994 – 1995)

Flight School Director & Dispatcher

TRANS WORLD AIRLINES

(1986 – 1990)

Ramp Service Worker, Passenger Service Agent

EDUCATION / TECHNOLOGY SKILLS

Bachelor of Science, Management, 2002. University of Phoenix, Phoenix, AZ

Word – Excel – PowerPoint – Outlook – Access

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