Supply chain mangement

Stephen L. Krokowski

** ***** ***** • Eads, TN *8028

Cell 901-***-**** or home 901-***-**** • ******@*****.***

PROFESSIONAL PROFILE

An innovative, results-oriented logistics professional offering expertise in logistics management, reverse logistics and supply chain management. A decisive, persuasive team builder with proven communication, management, and planning skills.

AREAS OF EXPERTISE

Supply Chain P&L Responsibility Reverse Logistics

Distribution Operations Start-Up-Operations Logistic Management

Strategic Planning Process Improvement Training & Development

IT Management Policies & Procedures Call center operations

EMPLOYMENT HISTORY

Director, Logistics – Olive Group – Nesbit, MS 2005-Present

Directly responsible for all procurement and material management issues to include contract negotiation, inventory control, transportation, budgeting, maintenance/repair, and information technology. Responsible for providing logistic leadership to the organization though 300% growth in 2007. Responsible for a logistics team that maintains and supports a 780 acre training facility for military and police units. Directly responsible for keeping all courses within budget as well as ensuring training objectives are met logistically. Logistic support to numerous large security projects and life support missions worldwide.

Senior Supply Chain Manager – FedEx Supply Chain Services – FedEx, Memphis, TN 2005-2005

Projected ended.

Senior supply chain manager directly responsible for daily operations of FedEx Supply Chain Services largest logistics/distribution account. Implemented cycle count scheduling to achieve 100% accountability each quarter (ABC scheduling). Implemented additional cycle count metrics to evaluate performance and contract adherence. Responsible for daily operational management of 4th party logistics provider. Daily monitoring of all operational metrics to ensure adherence to customer metrics. Daily interaction with customer to proactively resolve potential issues and anticipate future needs.

Senior Distribution Manager – Market Support/Channel Planning – Cingular Wireless, Memphis, TN 2003-2005

Responsible for market support and channel planning for all Cingular Wireless national markets to include stores, kiosks, agents, B2B and national retail customers for bulk shipments. Driving force on three major projects, direct fulfillment conversion to WMS, Oracle 11I upgrade implementation and Order Lifecycle Management (OLM). Directly responsible for inventory control conversion to WMS. Reduced out of balance SKU’s and direct fulfillment inventory issues dramatically from 16% to 2%. Instituted new processes designed to increase support to internal customers and external customers significantly increasing on time, correct product delivery. Subject matter expert, operations test lead and implementation manager for Oracle 11I implementation and OLM integration.

General Manager – uBid.com Distribution /Asset Recovery Center, Memphis, TN 2001-2003

Company was purchased and operations moved to San Diego.

Responsible for start up and daily operations of reverse logistics operations, build out of facility and setting up an operational repair and distribution facility. Complete P&L responsibility, customer management and operational control of the facility. Cut logistics operational costs by $400,000 per month and shut down current reverse logistics providers and consolidated operations in Memphis. Directly responsible for taking the facility from zero to $4mil per month in revenue. Personally responsible for changing the facility from a cost center to a profit center.

Distribution Supervisor – Technicolor Distribution, Memphis, TN 2001-2001

Left to take a GM position

Distribution Supervisor in a 658,000 sq. ft. distribution facility in Memphis, TN. Directly responsible for all distribution and logistics operations associated with Disney (Buena Vista) home entertainment to include pick, print and apply, and shipping operations of individual and bulk orders. Initial stages of implementing e-commerce. Responsible for approximately 300,000 sq. ft. of distribution facility in a one shift operation.

Group Director, Operations – 3Re.com, Memphis, TN 2000-2000

Company ran out of investment capital and closed

Approximately 400,000 sq. ft. of distribution and technical facility and 200 personnel. Recruited to come to Memphis and take over logistics operations for a small electronics repair and distribution company and transform the operations to accommodate $1billion in revenue by e-commerce. Stabilized the existing customer base and then ripped apart the existing process. Designed and implemented new processes to upgrade and increase efficiency to prepare for a much larger operation. Trained personnel on new processes, achieving a 50% increase in efficiency while dropping overtime expenditures to zero. Increased quality by 17% by stressing written process and formal training over prior verbal training. Company fell short of its vision as investment money for the dot com area decreased with consumer confidence and the company was forced to fold.

Operations Manager – ESSC/Genicom. Louisville, KY 1998-2000

Parent company filed chapter 11.

Approximately 400,000 sq. ft. of distribution and technical operations facility and over 300 personnel. Heavily recruited to come in and take over operations for an unprofitable repair and distribution depot about to lose its largest customer. Established a plan of action and briefed the largest customer one week after accepting the position. Given sixty days to achieve the stated goals/metrics or the project would be pulled. In sixty days, rewrote and trained all personnel on new processes designed to exceed expectations. All metrics and measurements were brought to satisfactory levels within the first sixty days and 100% on time shipment was achieved. Met with the customer on the sixty-first day and agreed on a ramp plan to increase daily volume by 600%.

Evaluated existing contracts, many of which were unprofitable. Worked closely with the controller and general manager to establish new profitability guidelines for the depot. Renegotiated several contracts, including the largest that had just been saved and the depot became profitable in the first six months. Although the depot became profitable, the parent company still had financial problems filing for chapter 11 and closing the Louisville Depot.

Operations/Site Manager – GTS/EFTC, Louisville, KY 1996-1998

Recruited to conduct a turn around of operations at Genicom

Approximately 300,000 sq. ft. of distribution and technical facility. Start up operation and partnership with UPS Logistics near the hub in Louisville, KY. Joined the company at 40 personnel and took over responsibility for a UPS project (150 personnel in a three shift operation) which was not meeting metrics and successfully met all metrics in 60 days, facilitated a consistent turnaround in 45 days, met quality goals in 30 days, and delivered 100% on-time shipments in 60 days. After assuming control of operations, increased efficiency from 48% to 92% in four months, reduced backlog from 5,000 to 200 pieces in 60 days, and improved employee morale, reducing turnover from 2% per week to 2% per six months. Promoted to Operations/ Site Manager after six months with direct P&L responsibility for service and distribution operations. Direct responsibility for over 450 technicians, staff, engineers, quality assurance, customer service and distribution/logistics personnel.

Production Manager – Crucible Magnetics, Elizabethtown, KY 1995-1996

Oversaw all aspects of production for rare earth magnets, from raw material preparation through quality inspection. Doubled production from $800,000 to $1.7 million per month in one year, increased overall quality by 32%, and increased production capacity by 40% in six months. Responsible for distribution and shipments of magnetic products worldwide. Originally hired as the maintenance engineer for three facilities. Events surrounding a strike changed responsibilities to production, first managing exempt personnel during the strike and later taking over one department after another gaining the trust and confidence of both the union personnel and management.

ACADEMIC CREDENTIALS

West Virginia Institute of Technology Bachelor of Science – Management

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