Outdoor

Director of Logistics and Quality

• Daily Logistics for all orders, of which 30% are International Orders (mostly small package). Sometimes shipping as much as 1-2 million dollars a day.
• Preparing Freight quotes with Freight Forwarders for International/Domestic pallet shipments
• Special projects, contract negotiations (freight reduction of 7%)
• Continuing the ISO 9001 compliance. Setup for AS9100 (Aerospace certification). ESD and MSL compliance and compliance with Conflict minerals/Counterfeit mitigation and dealing with customs.
• Applying Lean and Six Sigma in all areas of distribution and production
• Building or altering electronic components to customer specifications
• Handling individual customer requests from start up manufacturers to Aerospace and Military contractors.
• 3PL for 4 other companies and following specific rules per each company guidelines 
• Assist sales team and purchasing managers to drive orders and remain profitable.
• Asset control of 6 million dollars of electronic components, facilities maintenance and 4 warehouse personnel. Cycle counting, audit counting and export compliance. 
• Cross training of all warehouse personnel so all functions have at least 2-3 back ups.
• Continuous improvements including establishing a barcode system and documenting new processes

• Hired to make multiple changes in a warehouse that had been performing poorly for 20 years. This included training, documenting, process changes and terminating employment where necessary. 100% turnover of employees in Denver warehouse needed to increase productivity.
• In charge of two warehouse locations which controlled the entire equipment, tools and supply needs for the entire Northern Colorado. This includes technicians, direct sales representatives and payment centers.
• Weekly and daily ordering of all supplies and equipment needed for 300 install/network technicians to keep install and projects completed on time.
• Increased overall productivity in both warehouses by increasing process knowledge and making sure all procedures where followed with integrity.
• Completed daily cycle counts and monthly/yearly inventories at 99.2% average accuracy.
• Reduced overtime from 5% each week to zero
• Implemented cost saving changes by challenging the status quo and recommending better processes and procedures
• Came up with new processes to reward my team for performing above and beyond

Warehouse Supervisor

• Hired to control 27 warehouses for the National Science Foundation in Antarctica 3 months per year on the ice and 9 months in office while controlling a skeleton crew over winter. These warehouses contained everything needed to run a small city. Everything from toilet paper to plumbing/electrical spare parts.

Warehouse Supervisor - Antartic Support Contract

• Assisted many departments at Directv by being a beta test warehouse. New product introductions and beta testing new policies or procedures as needed. I gave many presentations to all levels of employees from technician to Vice Presidents. Supply Chain created a playbook based from my warehouse.
• Worked with Site Manager daily to keep P&L in check and on track for financial reviews. On many occasions the Littleton “Cost Center” actually made money. Few other sites could match. 
• For over 100 technicians I managed to bring inventory shrink down from 4.6% to .04% monthly for Littleton (and 8.1% to 1.2% for Gypsum.) I provided in depth reports (in excel and powerpoint) to managers and supervisors on discrepancies and explanations of root causes and possible remedies. 
• Managed asset allocation for 2.5 million dollars of equipment and tools weekly in a secured warehouse. Careful to keep my days on hand inventory to a manageable 23 days. (Gypsum warehouse around ¾ million dollars weekly at 27 days on hand.) Company goal was 25 days.
• Monthly processing of 1500 average RMA’s/Scraps. Littleton maintained a 95% return rate for RMA’s. (Gypsum was at a 91% return rate.) Company goal was 90%.
• Weekly procurement of all satellite equipment, small parts and tools. This included all PPE gear and anything pertaining to fleet needs. Also ordered all uniforms and any rental equipment needed for repairs.
• Maintained over 100 vehicles including scheduled oil changes, recalls and repairs including new tires and new windshields. Fleet management goal of 95% utilization was kept at a constant 97-98% weekly for Littleton (99% in Gypsum.) Also all Trimble GPS tracking devices and “How’s my driving” stickers
• Responsible for all hiring and firing of warehouse staff. Including disciplinary action and merit raises and over all morale. Very little employee turnover and always trained all areas/duties 3 deep for coverage.

Warehouse/Fleet Manager

•Kept Apria in line with all FDA regulations and Jhacco accreditation. Centennial passed Jhacco audit with a 99.6%. No other warehouse in Colorado hit the 99’s. Passing grade was 90%.
•Vigilant with safety procedures and Apria policies. Working with liquid/compressed oxygen required many training modules and PM forms. Followed all FDA, Hippa, OSHA and DOT regulations to the letter.
• Daily cleaning and testing of medical equipment including diagnostic testing.
• Instrumental in making the Centennial branch the first warehouse in the country to become Sarbanes/Oxley compliant.  All other warehouse across the United States where required to follow our model. I lead many conference calls on proper ways to roll out the new guidelines.
• Daily, Weekly and Monthly procurement of all items needed to operate a 24/7 operation. Had to balance the daily needs to keeping within the allotted “Days inventory on hand”
• Preventing spoilage of food products by running EXP reports and ordering replacement product. The Enteral portion of Apria’s business was essential to maintain for the patients that needed specialty diets prescribed by doctors. I made sure Centennial was always 100% compliant.
• Weekly cycle count shrink was kept under $150.00 each week. This was mostly due to the use of filters and tubing needed to repair or PM medical equipment.
• Year end inventory was an average of $750 dollars shrink. One year Centennial had a year end inventory of $62 shrink. Warehouse inventory averaged about $350,000 dollars daily due to fluctuations with inbound/outbound rental equipment.
• Kept all delivery vehicles DOT, FDA compliant with placards, stickers and equipment. Scheduled repairs and imputing daily logs into the computer every day. Centennial vehicles never failed any spot checks by State Patrol or DOT inspectors during my time.

Warehouse Manager

Find out detailed information about Kenneth Neville, Director of Logistics and Quality in Aurora, CO

Kenneth Neville: Director of Logistics and Quality in Aurora, CO

Kenneth Neville

Component Distributors Inc

Comcast/NBC Universal

Lockheed Martin

Directv

Apria Healthcare