Project Manager Customer Service

Gary W. Morton

**** ******* ***** ****** ***** • Cordova, TN 38018

*********@*******.*** • 901-***-**** (h) 901-***-**** (c)

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Senior Management Profile

Supply Chain Management Strategic Operational Development Project Management

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Hand selected to lead Distribution Center Operations and major initiatives for reputation as a problem solver, strategic thinker, cross functional team coordinator, consensus builder, operational knowledge, and driver during double-digit volume and inventory increases.

Operations Management Team Building and Leadership Multi-site Responsibility

Budgeting and Forecasting Strategic Planning Quality Assurance / Control

Mergers and Acquisitions Consensus Building Purchasing and Procurement

Logistics Management Negotiations Cost Reduction / Containment

Process Redesign Vendor Management Procedure Development

Metrics Development Facility Layout Design Change Agent

Professional Experience

Operations Inc. Memphis, Tn. 01/09 – Present

Owner

Distribution consulting firm specializing in optimizing distribution throughput, process analysis, and implementing best practices to improve operational deficiencies. Project management experience includes facility expansion, layout, and relocation. (Documentation attached)

Scansource Southaven, Ms. 07/02 – 12/08

Operations Manager

Responsible for the operations of a 600K sq. ft., 200 employee, multi-shift facility serving the barcode, point of sale, and telephony industry. The pick and pack facility averaged 3200 domestic and international shipments per day, $210M average inventory balance, 16,000 sku’s, $2.2B in annual sales, and 1M cartons shipped per year.

Reporting to the VP of Warehouse Operations, responsible for the operations of the DC, including transportation, inventory control, and maintenance. Staff included 3 senior managers and 15 managers, supervisors, and leads.

P&L responsibility for $7.1M annual operating budget and $32M transportation budget for 2 sites. Initiated annual equipment capital requests.

Key contributor to the vision and roadmap of the distribution channel strategy. Partnered with senior corporate leaders, operations, purchasing, and marketing to identify, develop, and prioritize specific business initiatives to achieve company KPI’s.

Chaired facility redesign initiative to enhance order throughput, inventory integrity, quality, replenishment, and safety. Led an initiative to cube and weight entire sku catalog and implement FIFO tracking in WMS.

Boosted order output capacity by 60% through lean initiative and process flow. Right sized labor to match volume to increase throughput by reducing FTE’s and instituting a part-time work force to handle daily order peak. Part-time employees grew to 20% of the workforce.

Instrumental in reducing total cost per order by $4.20 thru improved productivity, reducing overtime from 250 hours / week to virtually zero, training, improved procedures, accountability, and negotiating favorable costs for equipment and supplies.

Improved inventory accuracy to 99.96% through improved department procedures, cycle count accuracy and root cause analysis for discrepancies.

Initiated and led facility wide initiative to rewrite all departmental procedures to improve performance in productivity, quality, safety, and housekeeping. Improved productivity by 75% in picking and shipping departments and 25% in receiving.

Implemented productivity standards and tracking mechanism in WMS to achieve facility KPI’s.

Selected by Executive VP of Operations and VP of Warehouse Operations to be Project Manager for 2 major project expansions. In 2004, the telephony business was moved from our 240K sq. ft. facility to a 135K sq. ft. facility. Both facilities were later consolidated in our 600K sq. ft. facility in Southaven ($5.5M budget). I designed both layouts, calculated space and throughput requirements, and developed the relocation plans (racking and product). I organized and was moderator for our weekly project meetings that included executive, operations, IT, accounting, and contractors for building, conveyor, electrical, cabling, and racking. Delivered project on time and under budget ($5.2M actual).

Hallmark Flowers Southaven, Ms. 11/00 - 06/02

Operations Manager

Responsible for the Flowers division of Hallmark’s 110K sq. ft. production and distribution facility. The facility imported flowers from around the world, assembled, and shipped overnight in the U.S. Scope of responsibility involved production control, budgeting, quality, and distribution.

Responsible for changing operation from manual to automated assembly facility, increasing productivity by 250%. Changes improved learning curve for seasonal employees, quality, and cost per unit.

Improved quality thru Six Sigma initiative and developing test plans to improve hydration, storage cycles, and handling.

Led facility redesign team to streamline processes in packing, cooler rack layout, and new shipping container.

Developed processes that cut packing and material handling costs by 50% while improving replacement and refund cost from 10% to 4.65%.

Flowers closed their business due to low sales

Toys R Us.com Memphis, Tn. 06/00 – 11/00

Assistant Operations Manager

Recruited to manage 2nd shift operations at Toys 500K sq. ft. internet fulfillment center. The facility is capable of processing 70K orders per day.

Toys announced 3 months after I came on board that they would close their 3 distribution facilities and use a 3PL provider.

Aerospace Products International Memphis, Tn. 07/99 – 06/00

General Manager

P&L responsibility for operations of multi-shift DC serving the general aviation industry. The Memphis facility ships to 72 countries and operates within strict FAA guidelines.

Implemented multiple improvement initiatives to improve throughput and reduce labor costs. Through improved scheduling, training, and accountability, cycle times improved by 40%.

Improved quality to 99.96% by reducing turnover rate to 5% annually, improving inventory accuracy to 99.8%, and reducing temp labor to 10%.

Brought costs in line with budget by improving labor costs and purchasing plan. Successfully operated within $2M budget.

Power and Telephone Supply Memphis, Tn. 06/98 – 07/99

General Manager

P&L responsibility for the operations of 2 facilities, 187K sq. ft total, employing 48 people.

Responsible for the turnaround of the operation by developing detailed procedures for each functional area that resulted in a 30% increase in productivity reduced the error rate by 90%. The company earned several vendor of the year awards because of improved shipping accuracy, reduced stock outs, and on-time shipments. Fostered a team environment and excellent employee relations that lasts to this day. Improved shipping backlog from 4 days to same day, increasing customer service and sales respect of the facility.

Moved all overstock and slow moving items to an off-site location to relieve a space shortage and eliminate bottlenecks.

Arrow Electronics Memphis, Tn. 09/1994 – 06/98

Project Manager 09/94 – 06/95

Process Manager 06/95 – 06/98

Initially hired to be the project manager for Arrow’s facility expansion from 100K sq. ft. to 224K sq. ft. due to the acquisition of a competitor. After the project was completed, I was instrumental in turning around the acquired facility and preparing it for integration into the Arrow facility. Once the transition was completed, I identified process change needs and led improvement initiatives to improve the operation.

Was on the facility design team and worked with the construction contractor, vendors, and Arrow project team to successfully complete the project.

Reduced headcount of a 95% temporary workforce at the acquired facility from 120 to 65. Workforce stabilization in less than 3 months and overtime reduced to zero.

Solved the facility’s theft problem of approximately $500K and instituted safeguards to prevent further losses.

Successfully moved the acquired facility inventory and trained employees into the Arrow facility with no disruptions in service.

Led design team for $1M, 50K sq. ft. mezzanine, when operational, increased pallet rack cube efficiency by 30% and increased pick productivity by 20%

Thomas and Betts Byhalia, Ms. 07/90 – 09/94

Shift Manager

Led 3rd shift operations (75 employees / 4 supervisors) at T&B’s 650K sq. ft. DC during high growth phase of the company. The Byhalia facility was a high volume TL / LTL operation.

Education

University of Memphis

B.B.A. Marketing

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