THOMAS
C. BARRETT
1376 Old
Town Drive
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Fresno, CA 93407
· 209-555-4893 (Cell)
·
tcbarrett123@internet.com
WAREHOUSING
& LOGISTICS MANAGEMENT
Solutions-focused professional with extensive experience in applying
innovative, state-of-the-art concepts in the design and management
of sophisticated warehousing and distribution operations.
Successful at managing large projects and consolidating operations
to streamline costs and improve productivity. A team-oriented
leader who moves easily from the development of strategies to the
execution of plans in order to leverage priorities and achieve
business objectives. Strong problem-solving and interpersonal
skills. Core qualifications include:
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Operational Planning & Project Management |
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Forecasting, Budgeting & Scheduling |
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Lean Manufacturing & General Operations |
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Inventory Management & Control |
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Warehousing, Logistics & Transportation |
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Vendor Negotiation & Cost Reduction |
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Route Management & Logistics Planning |
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Facility Planning, Design & Management |
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Quality Assurance & Materials Liquidation |
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Goal Setting & Productivity Improvement |
Bachelor
of Science
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Operations Management
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Texas Tech University, Lubbock, TX
Professional Certifications: Production and Inventory
Control Management (American Production and Inventory Control
Society)
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Advanced Safety Certification (National Safety Council)
PROFESSIONAL EXPERIENCE
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AMERICAN
PRODUCTS, INC, Fresno, CA |
2000 to
Present |
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Manager,
Warehousing & Logistics (2005 to Present)
Direct
all day-to-day operations in the areas of warehousing, inventory
management, distribution and facility management for 3
geographically dispersed locations totaling 2.8 million sq. ft. in
warehousing and office space. Accountable for receiving, storing,
picking, QA, packing and shipping to a global customer base. Manage
6 direct and 258 indirect reports with an $9.7 million operating
budget. Report to the Vice President of Manufacturing.
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Led discussions on abatements and relocation incentives,
negotiated the lease and completed the entire warehouse
opening process of a new 475,000 sq. ft. facility in
Ohio, while simultaneously closing 2 major warehouses in
Pennsylvania and Arizona within budget and the projected
time frame. |
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Delivered savings of $564,000 annually in freight costs
and a $1.3 million reduction in rent and labor through
more efficient warehousing operations, manpower
allocations and resource utilization. |
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Consolidated the Warehouse and Returns Department,
saving $266,000 annually through improved processes and
a reduced workforce. |
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Thwarted 2 unionization attempts and successfully
maintained a non-union work force, allowing the
operation to maintain positive financial performance
without the risk of service disruptions. |
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Warehouse
and Facilities Supervisor (2003 to 2005)
Restructured warehousing operations, including the entire facility
layout. Authored and initiated receiving, shipping and returns
policies, negotiated rates with current and prospective carriers,
automated business processes, and streamlined picking, packing and
shipping. Led a team of 67 with a $2.4 million operating budget.
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Resolved a major environmental issue with the California
Department of Environmental Protection, while settling
$860,000 in fines for only $39,000. |
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Reviewed and re-negotiated maintenance and freight
contracts with suppliers, slashing operating costs by
more than $380,000 annually. |
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Eliminated a third-party logistics provider and
consolidated all operations in-house, improving shipping
control and trimming warehousing costs by 13.5%
($319,000). |
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Shipping & Receiving Supervisor (2000 to 2003)
Assigned to the Houston, Texas facility with
responsibility for all shipping and trucking
operations. Maintained shipping schedules, ensured that
production requirements were met, verified the accuracy
of purchase orders, inputted ASN’s and made adjustments
to supplier schedules. Significant QAD and Q-Link
experience.
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Developed and implemented a cycle count ADVANCE \r 1/
ADVANCE \r 1inventory control process to better control
shrinkage and improve record accuracy, saving
approximately $155,000 annually. |
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Revised receiving procedures within the Shipping Department,
allowing procurement personnel to be relieved of this responsibility
and improving operational capacity within the Purchasing Department. |
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Formulated and implemented a swing shift operation in the Shipping
Department, eliminating nearly 25% of its personnel requirements and
saving $89,000 in labor and related benefit costs. |
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WILSON
INTERNATIONAL, INC.,
Fresno, CA |
1996 to 2000 |
Material Scheduling Supervisor
Assigned to the Automotive Parts Group with
responsibility for scheduling 74 domestic and
international suppliers. Monitored Advance Ship Notices
and CUM balances, analyzed production requirements,
adjusted supplier releases, and managed the EDI data
link-up with the customer database. |
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Trimmed plant inventory for specific parts by as much as
90%, cutting working capital requirements by 40% and
significantly improving capacity utilization. |
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Recommended changes in receiving procedures for critical
parts that reduced shrinkage and resulted in
fewer “expedite air freight” situations. Effort also
reduced assembly line downtime by 16%. |
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Formed
a self-directed work team, eliminating the need for additional
supervision as growth occurred and saving an estimated $345,000 in
labor expense. |
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BUSHMAN ENGINEERING & MANUFACTURING, Los Angeles, CA |
1991 to 1996 |
Plant Administrator (1994 to 1996)
Directed overall plant operations, including the
purchasing of indirect and process materials.
Coordinated and routed daily trucking schedules and
managed a twofold increase in the size of the workforce. |
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Purged the entire operation of all obsolete inventory,
creating a 30% increase in space utilization and better
product flow processes. |
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Designed and staffed a new Refrigerant Assembly Department,
increasing production and improving overall quality by 25%. |
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Managed P&L to 100% of plan for the first time in 7 years, while
maintaining the highest safety rating in the country with 463 days
without an accident. |
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Warehouse and
Production Manager (1993 to 1994)
Managed all activities at this combined processing and
shipping facility. Scheduled trucks, prepared manifests
and bills of lading, and oversaw all incoming ADVANCE \r
1/ ADVANCE \r 1outgoing shipments to ensure proper
coordination, accuracy and quality. Directed all
production welding and assembly operations and facility
maintenance. |
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Recommended changes in the welding process
which resulted in immediate cost and
productivity improvements totaling more than
$90,000 annually. |
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Initiated the first employee incentive
awards, bolstering morale, productivity and
overall quality (including 11 consecutive
months of zero quality defects). |
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Material Control
Supervisor (1991 to 1993)
Accountable for all incoming and outgoing material (raw
materials to finished goods). Coordinated scheduling
and delivery with outside vendors and handled all EDI
data link-up with the customer database (including
Advance Shipping Notices, Direct Data Links and CUM
Balances). |
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Evaluated and sourced selected materials to
improve quality and lead time, thereby
increasing press capacity and ultimately
production output. |
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Engineered the first automated tracking
system, immediately improving scheduling and
delivery methods. |
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