You are on page 1of 3

NICHOLAS P.

KERRY
San Ramon, CA 94582
Tel: 925-719-8813 (M) * 925-648-9154 (H)
nk54d406@westpost.net

SUPPLY CHAIN / OPERATIONS PROFESSIONAL


High impact Operations professional with demonstrated skills in streamlining bus
iness processes leading to improved company performance. Strong cross functiona
l leader with proven success establishing mutually beneficial relationships amon
g departments, vendors, and customers. Highly regarded Logistics expert consist
ently called upon to develop and implement strategic initiatives at both Headqua
rters and in manufacturing, distribution, and sales environments.
* Supply Chain Expertise
* P&L Responsibility
* Change Management
* Inventory Strategy
* Financial & Analytical Expertise
* Cross Functional Leadership
* Multi-Facility Management
* Process Improvement
* Managing Formal/Informal Teams
* Import/Export Certification
* ERP (SAP and JD Edwards)
* Internal & External Negotiations

EXPERIENCE
HAVI LOGISTICS NORTH AMERICA, A Division of the HAVI Group, LP.
Manager, Industrial Engineering, Fremont, CA, July, 2009 - April, 2010.
Identify, develop, and implement best practices for all 13 distribution centers
in U.S. and Canada. Assess productivity opportunities in each DC, then develop
plans to implement with local Management teams. Develop Request for Proposals (
RFP's) in conjunction with HQ cross-functional team.
* Identified and implemented "consolidated" routing concept that reduced number
of daily routes by 10% in largest DC in network. Resulting reduction in labor,
fleet, and fuel totaled $100k in Q1, 2010. Strategy expected to be rolled out t
o several other DC's in network in Q2.
* Developed Request for Proposals (RFP's) for new business opportunities. Asses
sed labor, facility, and fleet requirements for business in both existing and ne
w facilities. Worked closely with Business Development, Finance, Purchasing, an
d Operations Management to develop cost estimates for final submission. Primary
responsibility for communicating and implementing Plan to DC's that were awarde
d incremental business.

General Manager, Fremont, CA, July, 2008 - July, 2009.


Full P&L responsibility for 140 employee distribution center charged with supply
ing all perishable products, including frozen and dairy sku's, to 450 Starbucks
retail outlets in Northern California. Successfully transformed traditionally p
oor performing facility to "most improved" designation in Q1, 2009 by building s
trong Management team and establishing accountability amongst hourly staff.
* Developed standards for all 39 night routes and database to track performance
by both route and driver. Driver overtime was thus reduced from 1600 to 1200 ho
urs per week, resulting in savings of $50k per month.
* Restructured warehouse labor staff by redefining all critical tasks and elimin
ating redundancy. Results included reduction of eight employees per day, lowere
d warehouse expense by $195k (24%) in Q1-2, 2009 versus prior year and beat Q1-2
Budget by $150k (20%).
* Refined all Inventory Control (IC) processes to eliminate finished product spo
ilage liability, improve facility-wide physical inventory variances, and consist
ently provide accurate real time system inventory. Inherited significant opport
unity that required restructuring IC Department. Subsequent physical inventories
in January and April, 2009 both resulted in product write-offs of less than $25
0 each.

KRAFT FOODS GLOBAL, NABISCO BISCUIT AND SNACKS COMPANY, 1982 to 2007.
Regional Distribution Manager, Modesto, CA, 2005 - 2007.
On site manager for two 3rd party distribution centers (3PL's) totaling 670k squ
are feet supporting $750M in annual sales. Achieved annual budget of $7M, imple
mented productivity programs, provided exceptional customer service, and led dep
artmental initiatives.
* Transformed Modesto from high cost provider to lowest cost distribution center
(DC) by streamlining business processes and developing key relationships with 3
PL, carriers, and internal customers.
* Decreased standard outbound load planning horizon from two days to one, improv
ing order quality and fill rate from 97.5% to 98.5%. Process adopted for implem
entation in all other DC's nationwide.
* Reduced trailer detention from $600k to $73k over two years by fostering relat
ionships with key inbound and outbound carriers, including negotiating lower det
ention rates. Developed process to ensure priority loads were emptied to balanc
e fill rate goals with detention expenses.
* 3PL awarded additional 425k square foot warehouse in 2007 in Lancaster, TX. D
irect result of local partnership developed with 3PL and results attained at Mod
esto site in 2005-06. Project manager for startup as well as ongoing management
responsibility of new facility.

Regional Director, Customer Logistics, Northern California Region, Livermore, CA


, 1996 - 2005.
Reporting to Regional VP of Sales, directed Logistics team responsible for manag
ement of eight DC's supporting $260M in annual sales, operating budget of $16M,
and 175 employees. Duties included on time delivery to customer base of 6000, p
roduct forecasting, inventory control, facility/fleet management, and customer s
ervice.
* Reduced number of facilities from eight to six locations through site consolid
ations without interruption of customer service. Results include reduced expend
itures by $750k and improved fill rate from 97.9% to 98.8%.
* Led restructuring effort of Sales and Logistics organization, developing a pro
duct delivery optimization process resulting in improved customer satisfaction o
f Tier I accounts while reducing operating costs by $400k annually.
* Awarded National "First Choice Award" by ranking "most improved" in expense co
ntrol and productivity in 1997.
* Awarded West Area "First and Best Award" in 2001 by finishing $650k (7%) under
budget.

Area Operations Manager, Northwest Region, Kent, WA, 1993 - 1995.


Directed Logistics team of seven DC's supporting $150M annual sales, customer ba
se of 4500, operating budget of $9M and headcount of 125 individuals in a union
environment. Improved warehouse and delivery productivity by 18% over 2 years b
y smoothing volume within week, developing flexible work teams via collaboration
with Teamsters. Opened third party facility in Anchorage, Alaska that resulted
in improved fill rate and reduction in OS&D. Installed order management system
, implemented forecasting and inventory holding strategy, and designed warehouse
layout.

Operations Manager, Hayward, CA, 1992 - 1993.


Front line manager of 45k square foot facility, responsibilities included delive
ry of product on time to over 1000 customers, product forecasting, inventory man
agement, facility maintenance, receiving, truck routing/dispatching, and custome
r service. Supported annual sales volume of $20M and operating budget of $1.5M.
Increased warehouse productivity 10% and driver productivity 5% in 13 months a
ssigned to facility.

Manager, Operations Planning and Analysis, East Hanover, NJ, 1988 - 1992.
Project Leader for national implementation of automated vehicle routing package
to 125 locations in Nabisco's Direct Store Delivery system. Cost savings of $3M
in first year of rollout, $1.5M in second year. Selected software package, bui
lt implementation team and technical support staff of nine individuals, coordina
ted roll out activities of internal and external personnel. Identified and desi
gned user-friendly reporting database from data accumulated from system.

Manager, Capacity Planning and Analysis, East Hanover, NJ, 1984 - 1988.
Served as coordinator between Logistics, Marketing, and Manufacturing department
s for all supply chain projects. Developed annual pro-forma production schedule
for nine manufacturing plants to assist Finance in annual budgeting process. G
uided Information Technology (IT) in development of software to assist in this p
rocess. Primary logistics contact for numerous strategic projects, including ma
nufacturing department's evaluation of production network.

EDUCATION
MBA, MICHIGAN STATE UNIVERSITY, East Lansing, concentration in Operations and Lo
gistics Management.
BA, Economics, UNIVERSITY OF MICHIGAN, Ann Arbor, concentration in Labor Economi
cs and Industrial Organization.

You might also like