DELBERT L.

MURPHY
1602 Parkamo Avenue
Hamilton, OH 45011
513.616.6536
dm5a9116@westpost.net
TURNAROUND MANAGEMENT, GENERAL MANAGEMENT
Distribution Operations, Logistics, Warehouse Management, Just-in-Time (JIT) Sys
tems
Proactive, results-oriented leader with proven record of achievement in diverse
industries and markets. Delivered record profits through a solutions-oriented a
pproach and a management style that brings out the best in others. Quality driv
en; keen eye for improving efficiency, reducing employee turnover and controllin
g costs. Key strengths:
Team Building - Recruiting, training, motivating and retaining productive employ
ees. Creating strong, cohesive teams. Setting high expectations, leading by ex
ample, and treating employees fairly and firmly.
Safety Awareness - Leading safety initiatives in warehouse and transportation op
erations. Well-versed in rules and requirements mandated by DOT, OSHA and other
regulatory agencies. Additional strengths:
Continuous Improvement
Safety Management
Resource Allocation
Large-Volume Inventory Control
Budget Planning & Control
Vendor Relations
Client Relations
Cost Containment
Project Management
Team Leadership
Conflict Resolution
Training & Development
PROFESSIONAL EXPERIENCE
8/07 - 5/10
Provided care for my aging parents, who passed away within months of each other.
Served as executor of their estate, which included rehabbing their home in prep
aration for sale. With my family obligations completed, I am now ready and eage
r to restart my career.
LESAINT LOGISTICS, Trenton, OH
1992 - 8/07
Directed the activities of 90 employees, including 3 managers and 4 supervisors,
in ISO-registered, 24x7x365 operation serving key customers such as Miller Brew
ing, Owens Illinois, and Ball Container. Inspired and empowered employees to ta
ke ownership and pride in their work. Led by example to increase productivity, i
mprove safety, and reduce costs. Established, communicated and tracked Key Perfo
rmance Indicators (KPI). Accountabilities included facility maintenance (inside
and out), employee relations (including FMLA, ADA, payroll and benefits administ
ration), performance evaluation, safety, regulatory compliance, asset management
, and capital equipment planning. Consistently passed all customer audits.
Tapped by top management to assume GM position during period of unprecedented gr
owth as sales grew exponentially and operation expanded from 6 to 90 employees.
Delivered strong profits every year during tenure, despite major capital improve
ments.
Led team effort that achieved 10 consecutive years with zero lost-time accidents
.
Maintained union-free environment by establishing trusting labor-management part
nership that ensured all employees understood the mutual benefits of meeting bus
iness objectives.
Cut facility maintenance costs by >25% by utilizing inside staff to manage 95% o
f maintenance tasks.
Decreased overtime, improved productivity and reduced turnover by cross-training
warehouse and transportation employees. Redistributed office duties, saving $30
K annually. Created an unloader position which eliminated 3 driver positions and
saved $140K annually.
Established a recycling program that added $70K to the bottom line for 1 fiscal
year.
Partnered with outside agencies to facilitate safety improvements. Examples: (
1) Worked with local utility company to add lighting in 3 locations to improve s
afety and visibility for drivers. (2) Worked with County Engineer's Office and
local City Council to obtain signage on main road to warn motorists of slow-movi
ng trucks and assist carriers in finding the facility.
Improved employee satisfaction and company pride, which were key elements in ave
rting union activity. Examples: (1) Continuously reviewed pay scales and found
ways to remain competitive without compromising profits. (2) Maintained an ope
n-door policy; encouraged ideas and input. One employee idea saved $8,400 the f
irst year and $10K annually after that. (3) Created employee break areas includ
ing outside picnic tables complete with landscaping and sand pits for cigarette
disposal. (4) Initiated and oversaw installation of a flagpole and large sign t
hat saved money while improving image and appearance of the facility.
Recruited associates to work on special projects that improved facility appearan
ce, productivity and safety. Examples: (1) Replaced worn concrete pads, jack-h
ammering old concrete and using as fill to level the back lot; poured new 14'x14
' slabs. Raised level 2' and resurfaced drop lot (saved $50K by doing the job i
n-house). (2) Negotiated a good deal on old telephone poles which were installe
d to keep carriers from knocking down drop lot fence. (3) Improved fueling area
appearance and added safety features for OSHA compliance.
Eliminated several pieces of equipment that saved approximately $90K annually wi
thout compromising quality.
Improved RF system to better meet customers' needs. Devised custom mounting hard
ware and established scanning procedures. Results: Improved system increased p
roductivity and reduced costs associated with damaged equipment.
Used creativity to resolve ongoing problems and improve quality. Examples: (1)
Designed a vertical load lock that resolved problems with load locks crushing c
ases. (2) Reduced inventory loss and increased productivity by devising a doubl
e slip-sheet puller to hold cans in place and facilitate removal of extra slip s
heet without loss of cans. (3) Created a system to facilitate employee tracking
of key information - overtime, equipment, attendance, and more.
Headed service-improvement and cost-reduction initiatives that resulted in Mille
r Brewing's Partners in Excellence Award.
Was recruited by company President to take charge of newly created position, Dir
ector of Safety. Initiated a proactive approach to safety, security and risk ma
nagement. Established safety-related SOPs for all LeSaint divisions and faciliti
es. Ensured compliance with all government regulatory agencies. Extensive invo
lvement with driver compliance and DOT reporting.
Advanced rapidly through increasingly responsible positions: Director of Safety
(2005-2007), General Manager (1998-2005), Distribution Center Manager (1995-199
8), Assistant Distribution Center Manager (1995), Shift Supervisor (1993-1994),
Forklift Operator (1992-1993).
Early experience includes production work with General Motors Corporation. Deta
ils furnished upon request.

EDUCATION
Professional development has included the following courses and programs:
Management/Labor Relations and Negotiations, Psychology, Team Concepts, Workers
Compensation, OSHA compliance, Ohio Peace Officer Training, Identifying Drug & A
lcohol Abuse, Drug & Alcohol Abuse Rehabilitation
Computer Skills: Microsoft Office (Outlook, PowerPoint, Word, Excel).
REFERENCES
References and additional information furnished upon request.