THOMAS C. BARRETT
1376 Old Town Drive
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Fresno,
CA 93407
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209-555-4893
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tcbarrett123@hotmail.com
INTERNATIONAL WAREHOUSING & LOGISTICS
MANAGEMENT
Senior Operations Executive
successful at leading high-volume
warehousing/distribution facilities for a
$4.7 billion global electronic products
manufacturer. Expert at introducing
state-of-the-art technology and Operational
Excellence initiatives to streamline systems
and processes, improve efficiency and
productivity, reduce costs, enhance quality,
cut shipping time, build top-performing
union/non-union teams and ensure a safe,
environmentally compliant workplace.
Effective in a rapidly changing marketplace
with a strong account relationship
orientation. Core expertise includes:
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Strategic Planning &
Operational/Capital Budgeting |
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General Operations & Productivity
Improvement |
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Capital Expenditure Planning & Cost
Containment |
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Warehousing, Terminal & Distribution
Centers |
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Vendor Sourcing, Negotiations &
Quality Assurance |
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Linking Continuous Process Systems &
Technology |
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Inventory Control & Materials
Liquidation |
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Union/Labor Relations & Employee
Development |
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Logistics, Route Management &
Transportation |
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Facility Planning, Design &
Financial Management |
Bachelor
of Science
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Dual major: Operations
Management/Mathematics
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Texas Tech University, Lubbock, TX
PROFESSIONAL EXPERIENCE
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AMERICAN PRODUCTS, INC., Fresno, CA |
2003 to
Present |
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Manager, Warehousing & Logistics
(2006 to Present)
Hold full accountability for a
sophisticated 970,000 sq. ft.
warehousing/distribution center
within this $4.7 billion electronic
products company. Responsible for
all operations, including receiving,
inventory, picking, packing, QA,
shipping, returns, security,
facility management and
administration. Ship 328 products
and product components to a customer
base in 31 countries throughout
Europe, Latin America, Asia, Middle
East and North America. Manage 403
direct/indirect reports, with a
$24.7 million annual operating
budget and product assets in excess
of $425 million.
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Completed the receiving,
stocking and opening
process of a
multi-tiered, high-tech
970,000 sq. ft.
warehouse, distribution
and office complex
on-time and within
budget, while
simultaneously absorbing
the operations of a
smaller (180,000 sq.
ft.) facility in San
Diego with virtually no
disruption to domestic
or foreign shipments. |
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Introduced process
improvement initiatives
and implemented a
financially anchored SOP
planning process for
optimal capacity
allocation, improving
productivity by 13% and
saving $1.4 million in
annual operating costs. |
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Initiated a
cost-effective shipment
scheduling process and
exploited global
transportation market
opportunities, reducing
shipping costs to 31
countries by
approximately $3.7
million annually. |
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Improved the
effectiveness of product
tracking and introduced
an operations agility
initiative, cutting
international transit
time from an average of
13 days to 5 days and
increasing overall
on-time delivery from
83% to 95.2%. |
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Instituted new security
policies and procedures
for products shipped
overseas that saved
$11.3 million yearly in
stolen orders, while
simultaneously boosting
the customer
satisfaction index from
87.2% to 98.4%. |
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Co-Manager, Warehousing & Logistics
- Phoenix, AZ (2006)
Assigned to this 6-month interim
position prior to being promoted to
the leadership position of a new
970,000 sq. ft. facility in Fresno,
CA. Partnered with existing
facility management to streamline
warehousing operations and
re-engineer the entire facility
layout. Co-authored new receiving,
storing, picking, packing, shipping
and returns policies and procedures,
negotiated global shipping rates
with current and prospective
carriers, installed new technology
and integrated software to update
business process (scheduling,
inventory, accounting, purchasing
and human resources).
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Installed new technology
and upgraded the
facility’s existing
inventory management
function, reducing
inventory requirements
by approximately 13% and
saving more than
$450,000 in annual
operating costs. |
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Ensured that customer
data and billing
information was
transferred correctly
from an old legacy
system to a new SAP
system. Designed a new
report writer that
extracted the data from
SAP (R3/BW) to track and
compare purchasing
trends, current product
flow, warehousing and
transportation against
prior months and fiscal
years. |
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Warehouse & Facilities Supervisor -
New York, NY
(2003 to 2005)
Selected as the day-to-day
operations leader for this 380,000
sq. ft. warehouse/office facility
with direct accountability for
shipping product orders throughout
the United States. Primary
responsibilities focused on
warehouse operations, QA,
maintenance, custodial care,
security, safety, waste removal and
government compliance. Co-chaired a
committee focusing on capacity
planning, scheduling/execution,
inventory and logistics. Managed 6
direct and 148 indirect reports,
including warehouse workers,
custodians, mechanics and guards,
with a $7.6 million annual operating
budget. |
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Increased annual
shipments by 18.7% based
on a $216.5 million
growth in sales volume,
while reducing operating
costs $450,000 by
integrating a unified
SOP planning system into
the master facility
planning process. |
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Resolved a major
environmental issue with
the New York City
Department of
Environmental
Protection, while
settling $1.3 million in
fines for only $119,000. |
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Member of the management
team that executed a
$7.6 million capital
program, upgrading
facility capacity by
nearly 25% and saving an
estimated $1.8 million
in annual operating
costs. |
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Reduced waste generation
$47,000 by installing a
recycling program and
slashed annual
procurement costs
$168,000 by
renegotiating technology
support, utilities and
service contracts with
key suppliers. |
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WRIGLEY CONFECTIONERY COMPANY, New
York, NY |
2001 to 2003 |
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Senior Supply Chain Manager
Directed the entire global sourcing
process, cut the inventory of both
raw and finished goods and reduced
transportation costs for this candy
and gum company with $625 million in
global sales. Held total
accountability for all supply chain
management initiatives and directed
the operations of 2 distribution
centers with a total of 560,000 sq.
ft. in floor space. Oversaw
material flow to 3 plants and
trained end users on SAP. Managed
finished goods valued up to $280
million. |
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Improved inventory
integrity at 4
third-party distribution
centers to track all
movements for both
product and batch
codes. Saved $11
million in yearly
write-offs and improved
order fill rates from
91% to 98.6%. |
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Crafted an 18-month
contingency production
plan (broken down by
plant, production line
and SKU/item) that
increased revenues by
$4.3 million and saved
$1.1 million in annual
operating costs. |
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Introduced an inventory
control program based on
days of supply and data
integrity, leading to
the highest turns in
company history and
achieving 114% of the
corporate objective. |
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Commended by the
President/CEO and
recipient of the CY2002
Chairman’s Award
for operational
achievement. |
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APEX INTERNATIONAL, West Orange, NJ |
2000 to 2001 |
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Inventory Planning & Distribution
Manager
Held full accountability for
reducing raw and finished inventory
and transportation costs, while
improving service levels and a $6
million MRO. Managed/reconciled
inventory and planned\directed all
distribution and material flow from
4 plants, 2 global distribution
centers and 3 co-packers. Directed
the purchasing and transportation
functions. |
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Introduced an MRP/DRP
planning model for each
plant that reduced
finished goods by 48%
within 18 months,
enabling management to
subsequently close 2
plants with associated
savings of $42 million
annually. |
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Completed the opening of
a 340,000 sq. ft.
facility and closing
process of a 120,000 sq.
ft. facility within the
projected time frame,
saving approximately
$650,000 in annual
freight costs and
$165,000 in labor
expense. |
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QUADRATIC MANUFACTURING, Brooklyn,
NY |
1996 to 2000 |
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Site Services Manager
(1998 to 2000)
Oversaw all physical operations in a
470,000 sq. ft. manufacturing and
warehousing facility supporting a
$235 million telecommunications
equipment company. Responsible for
all facility maintenance,
construction, health and safety,
environmental services, security and
business services. Managed 7 direct
and up to 143 indirect reports. |
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Negotiated 7 major
contracts to outsource
services, slashing the
number of indirect staff
by nearly half (from 273
to 141 employees) and
saving nearly $650,000
annually. |
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Planning Specialist
(1997 to 1998)
Directed the planning and tactical
execution of all construction and
maintenance work for process unit
shutdowns. |
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Developed and executed
contracts for turnaround
work, improving the
response time for
emergency work by nearly
70% and saving $280,000
annually. |
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