Optimizing Operations.
Leading Teams.
Delivering Results.

A regional DC was missing SLAs on 14% of outbound shipments, with overtime running 22% above plan and dock congestion delaying inbound receipts.

• ›Re-baselined labor standards and built an hourly throughput model.
• ›Restructured dock scheduling and introduced wave-based picking.
• ›Installed daily tier huddles and a 7-KPI operating rhythm.

• On-time outbound moved from 86% to 99.1% in two quarters.
• Overtime spend reduced 18% while volume grew 11%.
• Inbound dwell time cut from 4.2h to 1.6h average.

Frontline turnover at a 180-person fulfillment site was 96% annualized, supervisor bench was empty, and engagement scores were in the bottom quartile.

• ›Rebuilt the supervisor career path with a 90-day development plan.
• ›Introduced cross-training matrix and skills-based pay progression.
• ›Held weekly 1:1s with every salaried leader for 6 months.

• Turnover dropped to 38% within one year.
• Promoted 6 internal supervisors, eliminating external hiring at that level.
• Engagement score moved from 58 to 81 (top quartile).

Inventory accuracy across 4 sites averaged 92%, driving customer escalations and forcing reactive cycle counts that consumed 1,400 labor hours per month.

• ›Authored a unified cycle-count SOP and trained 28 team leads.
• ›Deployed a daily exception report tied to root-cause review.
• ›Tied accuracy KPI into supervisor scorecards and monthly reviews.

• Inventory accuracy lifted to 99.6% network-wide.
• Reactive count hours reduced 64%, freeing labor for value-add work.
• Customer escalations tied to inventory dropped 71% YoY.