Customer Service Manager

***** **** ***** **. *******, TX *****

713-***-**** primary 281-***-**** alternate **********@***.***

BRYAN H. ALTWEIN

Qualifications for Senior-Level Manager

Detail-oriented, results-driven leader with 18 years of experience in operations, manufacturing, general, and distribution center management. Possesses a commended track record of reducing overtime, staff, and equipment expenses while increasing, production, service and reliability. Demonstrates strong team leadership skills and motivates/trains employees on technical aspects and methods to serve as one unit. Produces projects by deadlines and consistently maximizes profits. Areas of expertise include:

Expense Control Facility Management Inventory Control Policy/Procedure Development

Process Improvement Project Management Purchasing Regulation Compliance

PROFESSIONAL ACCOMPLISHMENTS

Oversaw the production of IG units, setting a company record for sales in a department ($6.5M in 2006). Achieved the company record for units produced in a day (700+).

Reduced overtime by approximately $20K in one year one while managing production. Eliminated one shift and reduced employee payroll by $325,000 in conjunction with reducing overtime the division by 40% while increasing production by an average of 25%.

.

Managed, scheduled, and reduced service related work from an average of 90 work orders daily to 45 daily for a company. Reduced overtime by approximately $12K in six months.

. Reduced back-orders on daily delivery routes by 90% in six months. Decreased customer complaints from 40 daily to 3 daily (a 93% success rate).

Lowered an operational labor force from approximately 130 employees to 85 employees.

Increased revenue by approximately $6.5M in six years.

Improved order fulfillment from an 80% success rate to a 99.9% rate for 300+ daily deliveries. Reduced overtime expenses by $250K per year for six years. Decreased service and installation times from 3-5 days to next day for seven consecutive years, facilitating sales growth from $27.5M to more than $50M annually.

Reduced fleet maintenance expenses by an average of $40K per year for six years ($240K).

Down-sized a company fleet from 40+ vehicles to 22 vehicles while increasing delivery

and service on-time percentage from 80% to 99.9%.

CAREER PROGRESSION

HMS HOST, Warehouse Manager,....................................................................................................2011 to present

Manage all aspects of a retail warehouse supplying food, beverage and travel accessories to 14 retail outlets. Manage receiving, shipping, fleet, selection, stocking, inventory, planning, scheduling, pricing, RTV’s, safety, right to know, payroll, expense control, purchasing. Supervise 9 employees.

CRAFTSMAN FABRICATED GLASS, Division Manager…………………………………….2006 to 2011

Supervises all aspects of production for the fabrication of insulated glass for residential and commercial applications. Directs two shifts and two production lines. Oversees 3 supervisors and 24 production employees. Purchases products associated with the production of insulated glass for commercial and residential markets. Establishes and schedules all aspects of production for both lines and both shifts. Enforces all policies and handles performance reviews.

Increased on-time deliveries of products from 55% to 90%, producing 350-700 units daily.

Restructured a division, reducing set-up and completion areas, which resulted in reduced overtime and increased delivery performance.

Implemented a "team" concept into a division.

Decreased the workforce by 50% and increased revenue by more than $500,000 annually while increasing production by 25%.

Reduced overtime in year in year one by 21%, year two by 50% and in year three by 63%..

ARROWWOOD CABINETRY, Operations Manager…………………………………………………2006

Directed the operational aspects associated with leading a branch, including management of the warehouse, distribution, fleet, safety, scheduling, service, installation, and problem solving. Redefined the roles of customer service representatives, service technicians, field inspectors, and the receptionist.

Re-organized two warehouses, improving efficiencies and reducing overtime by $12K in six months.

Reduced fleet expense by $5.4K in three months.

Corrected a back-log of 200+ service orders by changing them from a 30-60 day schedule to less than one week. Established a team-first atmosphere, creating a company attitude at the branch level.

GULF & BASCO L.P., Director of Operations…………………………………………….1999 to 2006

Oversaw all operational aspects of a 200,000 sq. ft. warehouse and light manufacturing space. Managed the production of windows, cabinetry, and doors and the service and installation of products through the three divisions. Led a fleet of 40+ vehicles and the associated service related maintenance program. Oversaw all aspects of facility maintenance for the distribution center and the administrative offices. Created and applied a safety program and accident prevention plan for the company. Led all aspects pertaining to the addition of 40,000 sq. ft. of warehouse and production space. Spearheaded the organization of 200,000 sq. ft. of production and warehouse space. Implemented organizational plans for 30,000 sq. ft. of production and warehouse space in San Antonio, Texas.

Implemented the company’s first monthly safety program and an accident prevention plan, which saved $10K annually and provided $60K in net profits for six years.

Attained three service and installation departments and two customer service departments in six years and maintained 99.3% on-time efficiencies for five consecutive years. Cut the facilities’ maintenance costs by an average of $5K monthly for seven years.

Managed all sales of discontinued or obsolete inventory to buyers, adding $12K-$15K to the bottom line annually. Increased order fulfillment from approximately 60% accuracy to 99.6% accuracy for 4 divisions and approximately 350 daily deliveries.

Directed a $5.5-$7.5M annual inventory, recording accuracies six out of the seven years. Developed and implemented the companies first safety and accident prevention plan..

.

Continues…

Page Two 800-***-**** primary 281-***-**** alternate ***********@*******.***

BRYAN H. ALTWEIN

CAREER PROGRESSION, CONTINUED

N-E THING SUPPLY, Warehouse Manager………………………………………………..1997 to 1998

Supervised the operations of a 53,000 sq. ft. warehouse and $2.5M in inventory for a distributor of plumbing, electrical, hardware, appliances/parts, air conditioners, and janitorial and paper products. Researched labor/expense costs and fleet management/maintenance for 13 delivery trucks and warehouse equipment. Performed vendor relations and expediting and negotiated LTL rates with carriers.

Resolved difficult customer problems concerning damaged products/shortages.

Reduced overtime by 50% and increased productivity through making selective staff and communication changes.

UNISOURCE, Purchasing Agent/Warehouse Manager…………………………………..1989 to 1997

Bought 1,500 line items and controlled $500K in inventory as a purchasing agent. Negotiated freight terms relating to paper products and janitorial supplies. Sourced preferred vendors, expedited orders, and discussed/prepared bids for federal, state, county, and local governments. Coordinated Texas Tier II documents for registering hazardous materials with state agencies. Directed five warehouse employees as the warehouse manager. Managed administrative employees, A/R, and A/P processing.

Played a key role in planning and managing the transfer of $475K in inventory to Houston when the company was acquired by Unisource.

Maintained a productive and efficient delivery fleet, coordinated delivery schedules, and oversaw order fulfillment, chemical packaging, counter sales, and customer service operations.

EDUCATION

B.S., Technology, University of Texas A.A., Liberal Arts, Tyler Jr. College

Contact this candidate