Experience

RAMAR FOODS INTERNATIONAL CORP

• United States
• Wholesale
• 1 - 100 Employee

• Executive Sr. Director of Logistics and Distribution

  • Jan 2020 - Present

  As part of the Executive Board, I am accountable for the Company’s Vision, Direction, and Strategic Planning. Overseeing all channels of distribution and forms of shipping, with the focus of continuously improving logistics processes. Responsible for developing and implementing automation, technology, and a paperless carton free environment. Monitor and analyze the Logistics budget and financial reports and collaborating with site management to develop financial plans and course of action. Improving the business’ processes for each site through analysis and collaboration. Work with upper management and executives for long-term business planning. Analyzing the performance of support functions for departments and making suggestions for improvement. Setting guidelines for employee recruitment, evaluations, and advancement. Collaborate with Human Resources in creating a Safety, CI, Diverse and Inclusive Culture in all facilities.



Ramar Foods

• United States
• Food and Beverage Services
• 1 - 100 Employee

• Corporate Logistics Manager

  • Aug 2017 - Jan 2020

  Responsible for Domestic and International Distribution and Logistics operations company wide. Responsible for Domestic and International Distribution and Logistics operations company wide.



Saxco International LLC

• United States
• Packaging and Containers Manufacturing
• 100 - 200 Employee

• Director of Operations, West

  • Dec 2016 - Jul 2017

  Accountable for the financial performance, operations and customer service excellence of multiple facilities. Including added value services development and execution, implementation of new packaging solutions and quality for the Pacific Region. Providing direction for multiple facilities in the areas of warehousing, shipping and receiving, production and production scheduling, inventory control, order-fulfillment, Customer Service, and product delivery. Responsible for the strategic and tactical planning, the implementation and sustainment of CI and Lean Management for multiple facilities, creation of SOPs, KPIs and creating a lean culture within multiple cross-functional teams. Hiring and developing direct reports to achieve the highest level of continuous improvements through daily “Gemba Walks”, Huddles, communication, and the use of Lean Tools and Visual Management. • Improved production results month over month as gauge by Cost Per Unit and productivity Key Performance Indicators. • Eliminated Labor Waste by 15-20% during peak seasons and up to 58% for normal production operations, cutting production cost from PY by 60%.



Milgard Windows and Doors

• Building Materials
• 700 & Above Employee

• Distribution Manager

  • Jan 2016 - Sep 2016

  Provide overall management for the distribution center with responsibility for warehouse and delivery operations, fleet management, logistics and service. Responsible for the safe and efficient operation of the facility while maintaining a high level of customer service and meeting budget requirements. Develops direct reports to achieve desired results. Provide overall management for the distribution center with responsibility for warehouse and delivery operations, fleet management, logistics and service. Responsible for the safe and efficient operation of the facility while maintaining a high level of customer service and meeting budget requirements. Develops direct reports to achieve desired results.



Owens-Illinois, Inc.

• United States

• Plant Manager, Repack Operations & Distribution

  • Jan 2013 - Dec 2015

  Accountable to develop and implement a National packaging postponement strategy while ensuring lean practices / processes that provide the best possible cost while meeting unique service requirements of customers. Responsible for the operations and warehouse management of repack centers. Including implementing and administering systems that provide the means to effectively meet internal and external customer expectations while minimizing and controlling cost. Responsible to manage the network of repack centers for the region.



Exel Logistics

• United Kingdom

• Region Operations Systems Manager

  • Mar 2012 - Nov 2012

  Manage operational systems, controls and reporting to enhance operational performance and systems integrity. Establish operational enhancements to systems and processes to improve user functionality and overall efficiency. Serve as systems liaison between operating divisions, vendors, customers and internal departments to achieve operational and systems objectives. Troubleshoot systemic issues and provide recommendations to resolve deficiencies. Develop and propose enhancements to achieve desired service performance. Ensure issues are identified, addressed and resolved in a timely manner. Coordinate team members to meet project timeline events. Lead, train and develop knowledge amongst associates to operate the system. Design, develop and manage region training program. Partner with Operations to understand operational processes and develop systems to improve efficiencies. Develop the standard for SAP EWM WMS training implementation, tracking and reporting. Successfully executed program implementation prior to expected timeline, with minimal degradation of operation and productivity.



Frito-Lay North America

• United States

• Distribution Center Senior Operations Manager

  • 2005 - Feb 2012

  Developed individuals and team. Solved operational issues in quality, performance, cost parameters, service to customers and safety. Motivated team to achieve performance targets. Organized and facilitated team meetings to achieve continuous improvement. Coached team members to use CI process and facilitated problem-solving on floor. Administered policies and procedures. Initiated and implemented projects. Full P&L Responsibility of Business Unit, (Budget, forecasting and planning). Supported multiple sites in CI/Lean Management and collaborated with multiple units to achieve goals. Supported multiple sites in safety training and regulatory audits.Revamped inefficient and financially risky business units. Established team concept, initiating two-way communication with team members and requiring team members, as well as peers, to hold themselves accountable for getting results. Implemented daily start-up meeting that set expectations and followed up on expectations regularly. Reviewed performance of team's previous day's work and addressed outages immediately as day progressed. Incorporated team members when deciding issues, thereby ensuring team members felt like real stakeholders in company's decisions.Discussed individual performance with team members to make corrections to behaviors and performance gaps. Reinforced correct behaviors and performance. Reversed department's plan loss from close to $800,000 in lost productivity to beating plan by close to $300,000 in 2006.Improved in nearly every key performance measure, year after year, starting in 2006.

• Distribution Center Senior Operations Manager

  • 2003 - 2005

  Held responsibility for development of individuals and team, safety and regulatory compliance, staffing, cost performance and service to customers. Solved operational issues in quality, performance, cost parameters, product forecasting and delivery compliance. Led work team of 20 to 30 technicians and two to four hourly site leaders in different functions of business. Oversaw sales operations and distribution processes while assisting team members in solving problems and improving performance. Motivated team to achieve performance targets. Organized and facilitated team meetings to achieve continuous improvement. Administered policies and procedures. Full P&L Responsibility of Business Unit, (Budget, forecasting and planning).Set matrix of accountabilities in place for employees to follow and provide status reports. Instituted shift-changeover meeting for conclusion and start-up of each shift, in order to review completion of work and prioritize remaining workload, including documentation of execution gaps.Incorporated sales check-in process that helped eliminate negative perceptions and resolved issues between sales and operational units. Established micro teams with each sector of business, which fueled competitive environment and helped drive results. Ranked consistently in top five national pre-pick rankings after previously ranking 78th. Recognized as only high-infrastructure site in country to rank in top five, ranking number three overall. Took operations function from possessing four recordable injuries to zero injuries within first year. Assumed responsibility for establishing positive trend in key performance measures. Coached team members to use CI process and facilitated problem-solving on floor.

• Plant Traffic/Logistics and Network Manager

  • Jan 1999 - Jan 2003

  Handled network optimizing of traffic lanes. Developed new areas of back-haul business. Oversaw development of individuals and team. Solved operational and sales issues in quality, performance, cost parameters, service to customers and safety. Led execution and development of CI. Facilitated CI process and meetings, compliance of DOT regulations and adherence to safety protocol and programs. Held responsibility for asset management and managing OTR, as well as retail and direct distributor customer relationships, budget planning and forecasting, revenue lane analysis and MT mile program. Managed and monitored asset database integrity and warehouse equipment allocation. Provided expertise support to other traffic centers from national perspective. Directed R&R and event planning. Full P&L Responsibility of Business Unit, (Budget, forecasting and planning).Reversed negative trends in safety and performance within the Traffic Department. Established rapport with driver and administrative groups, and provided 24-hour support for the OTR driver.Achieved national recognition with several awards, including most back-haul revenue, injury-free, zero third-party claims, best DOT audit score and all-around traffic center.Beat plan every year, which amounted to over $3,000,000 during tenure.

• Route Sales Representative

  • Jan 1998 - Jan 1999

  Ranked in top three salespeople within site of over 190 sales representatives. Beat sales plan by over 200%. Complied with regulatory and environmental guidelines. Maintained audit-ready vehicle. Monitored PM compliance. Performed product inventory and set inventory controls within Sarbanes-Oxley and GAP guidelines within zero balance deviation. Maintained tour-ready store accounts, according to national and local market schematics. Promoted to plant operations after demonstration of sales and customer service mastery.



Almore Dye House

• United States
• Retail Apparel and Fashion

• Production Shift Supervisor

  • Sep 1990 - Feb 1998

  Scheduled and planned production. Ran floor shift operations and addressed production inefficiencies, down time, and quality issues. Facilitated and removed cross-functional obstacles to expedite production process from start to finish, and removed inefficiencies in overlapping responsibilities across multiple production units. Maintained raw material inventory levels for just in time production operation. Maintain high functional and technical knowledge of all machinery and affiliated departments to address cross-functional issues.