Customer Service Manager

Eric Doss

**** **** ***** **********, ** *****

901-***-**** *********@***.***

EDUCATION

BS, Transportation and Physical Distribution, Western Illinois University, Macomb, IL

Member Delta Nu Alpha Transportation fraternity

4 year intercollegiate athletics

MBA, University of Memphis, 2001

SUMMARY OF QUALIFICATIONS

Logistics and Supply Chain professional with over 25 years of diverse experience. Provide leadership and cost savings through fact based data driven management approach. Possess excellent interpersonal skills, able to communicate at all levels, and in a team environment. Have superior abilities in financial analysis, P&L management, forecasting, budgeting, inventory control, and planning. Implementation experience with Warehouse Management Systems, Tecsys, and SAP. Thorough understanding of fleet maintenance, facility layout, labor scheduling, and project management.

Subject matter expert on Cold Chain pharmaceutical distribution

Champion of Specialty’s pharmaceutical pedigree legislation compliance

PROFESSIONAL EXPERIENCE

New Breed Logistics, Memphis, TN Oct ‘08 – Present

Director, Operations

Led turnaround activities for Logitech and Disney facilities

Led ISO Certification for 9000 and Environmental 14000

Eliminated Physical Inventory requirement, savings of $250k

Implemented TMS freight consolidation / savings of $2.5M annually by moving to LTL and TL versus parcel

DC Efficiency improvement of 18% through RF Replenishment, Multi-zone Slotting, Labor Staffing Model

Directed Supply RFP, savings of $200k annually

Awarded ‘Vendor of the Year’ by Disney Stores for 2010

Implemented Disney e-commerce DTC business in 2012

McKesson Corporation (McKesson Specialty Distribution), Memphis, TN Aug-‘01 Oct ‘08

Senior Director of Operations

New 3rd party logistics venture for McKesson focused on Oncology, and Bio-tech drug launches. Responsibilities for all Specialty Distribution operations, $3.5B in sales, multi-site leadership, integrated manufacturer program design & execution, Pharmaceutical drug launch strategy & implementation, and new business acquisition. Provide a host of services to clients including, customer service, logistics, patient management, reimbursement expertise, and account receivables.

Led successful RFP process with cross functional team on the CDC “Vaccines for Children” program, $130MM revenue program, nationwide vaccine distribution. Manage deliverables on government contract with the CDC

100% cold chain distribution

Senior leader on order cycle time Lean process review that reduced order to delivery by 30%

Reduced freight costs by 22% through network optimization project. Opened facility in Sacramento for VFC distribution. Oversaw construction of refrigerated space and hired management team during start-up

Priority Fulfillment Services (PFSweb), Memphis, TN Nov-‘99 May-‘01

General Manager

Third Party Logistics organization specializing in e-commerce. Total responsibility for the Global Sports Interactive account, TheSportsAuthority.com, TheAthletesfoot.com, Oshmans.com, Buy.com, Bluelight.com and others. All shipments are business to consumer, small package. Start up operation in September of ‘99.

Built management team, established goals of performance, and MBO’s for all team members

Full responsibility for client interface as well as operational excellence. Restored positive relationship with the client at all levels

Senior level HR representative for entire campus, redefined policies and procedures, wage progression analysis, conducted employee surveys, and part time labor program

Provided senior leadership for multiple centers, small package fulfillment and heavyweight shipments (treadmills, tables)

Alliant Foodservice, Memphis, TN, Atlanta, GA April ‘95--Nov ‘99

Vice President of Operations,

Senior staff member of a $120 million dollar facility in the broad-line foodservice industry, servicing restaurant customers in the healthcare, chain, and street segments.

Established individual and team productivity standards utilizing the APT engineered labor system which increased productivity by 12%

Created accountabilities for sanitation, on-time dispatch, and accuracy goals for supervisors and managers.

Created work teams in the warehouse to encourage competition between associates and managers.

Increased bottom line by 33% in 1996 through strategic alliance with the Sales team targeting certain geographical areas within 100-mile radius of the facility.

Increased bottom line by 45% through innovative 3rd party distribution and outside storage revenues. Leased excess space in the freezer to local companies, Tombstone Pizza and Entenmann’s bagels, which contributed incremental dollars to the income statement.

Reduced the selection error rate by 22% through the implementation of continuous feedback process and a minimum acceptable level of performance.

Pepsico Food Systems April ‘85-April ‘95

Distribution Center Manager, Jonesboro, GA June ‘92-April ‘95

Managed all operational aspects of a 125M square foot facility including warehouse, transportation and customer service. Distributed food and paper supplies to more than 800 company and franchise restaurants in the southeast. Managed a budget of 9.3 million and controlled inventory of 4.2 million.

Expanded facility in 1993 to 125M square feet, first center within PFS to distribute Kentucky Fried Chicken account.

Implemented new facility layout to improve productivity and accuracy, adjusting slotting logic of sku’s by movement.

Reduced injury frequency by 60% in 1994 through safety committee and employee involvement.

Transportation Manager May ‘91 June ‘92

Managed 60 drivers in routing, fleet controls, maintenance, training, and customer service.

Increased delivery efficiency by 14% through higher trailer cube utilization

Warehouse Manager April ‘85 May ‘91

Managed all warehouse activities in a 40M square foot facility, including shipping, order selection, receiving, inventory control, and Material Handling Equipment maintenance.

Reduced injury frequency by 60% by creating a focused safety team. Met monthly with team and conducted self-inspections to build action list. Shared results with team members and communicated the importance of safety through constant awareness.

Implemented team scheduling concept in the warehouse to improve morale and performance, reduced overtime and created team ownership and pride

Combined the Taco Bell distribution center from Huntsville. AL into the Atlanta operation

Managed significant growth rate over the first 5 years, over 80% in 1987

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