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William F.

Regnier
5207 Thatcher Drive, Naperville, IL 60564 a" Home (630) 904-4109, Cell (630) 962
-2202
br6b4b1e@westpost.net
Summary of Experience
Results oriented Manager with extensive Warehouse and Transportation Management
experience. Recognized for the ability to improve operational efficiencies, driv
e continuous improvement and increase profitability. Highly effective leader wit
h strong team building and analytical skills. Successful in customer and vendor
development, establishing performance metrics, cost containment and culture impl
ementation. Proven track record of managing P&L and Key Performance Indicators w
ith strong and sustainable positive results.
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P&L a Budget Planning a Budget Forecasting a WMS Proficient a Cost Controls a DO
T Regulations a Inventory
HR a Policy Development a Startup Operations a Risk Management a Operational S
treamlining
OSHA a Safety a Delivery Standards a Metrics a Motivational Leader/Communicator
Union Avoidance a Recruiting a Independent Owner Operators a Audits a Vendor Sel
ection a Home Delivery
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Exel Direct Inc. February 1995 to December 2009
Exel is the global leader in supply chain management, providing customer-focused
solutions to a wide range of manufacturing and retail industries. Exel's compre
hensive range of innovative logistics solutions encompasses the complete supply
chain from design and consulting through freight forwarding, warehousing and dis
tribution services to integrated information management and e-commerce support.
Director of Operations (June 2000 to December 2009)
Full P&L responsibility for 12 locations with a total staff of over 100 employee
s plus 125 independent owner operators with a budget of $50mm that provide home
delivery and warehousing services for several major retailers throughout the Nor
th Central and Eastern regions of the United States.
a Directly responsible for driving operational execution and customer service KP
I excellence. Key competencies include strengthening customer relationships, co
mmunication, exhibiting strategic and tactical leadership while championing ope
rational performance/continuous quality improvement processes.
a Implemented and conducted daily focus meetings with Managers assigned in Regio
n to ensure total customer satisfaction. Catalyst in developing and monitoring t
racking tools/metrics for improved Quality Management for all customers. Utilize
d aBest Practicesa to increase successful delivery experience for customers. Red
uced damage/return rate by 3.5% from prior year resulting in an annual savings o
f $1.5 million in 2008.
a Instrumental in the start-up and implementation of facilities for new customer
s that contributed to an additional $5 million in revenue in 2008 and 2009. Thi
s included complete set up of infrastructure including equipment, utility agreem
ents, vendor selection/approval and hiring of associates.
a Recruited/trained management team and implemented development plans to assist
in individual developmental needs. Aligned closely with Corporate Human Resource
s department to implement an aEmployee Opinion Surveya to encourage employee par
ticipation and customer first initiatives.
a Realized $1.5m in associated insurance cost savings through heightened awarene
ss by improving driver safety record and reducing the number of accidents and oc
currences.
a Designed Standard Operating Procedures, developed Culture Implementation Progr
am, created Employee Recognition Programs and implemented Training Matrix Schedu
le for hourly associates in preparation of onboarding for all new hires.
Distribution Center Manager II (January 1998 to June 2000)
Distribution Center Manager I (January 1997 to January 1998)
Manage and direct all P&L activity including distribution, logistic and administ
rative functions for this 250,000 sq./ft. facility to include material handling,
shipping, receiving, inventory and returns processes.
a Recognized as the leader of the largest and most efficiently run facility in t
he United States. Regularly achieved operational performance expectations while
exceeding company P&L goals. The Distribution Center was often used as the model
facility to attract new clients.
a Coordinate the day to day warehouse activities of 3 warehouse supervisors with
a total staff of 54 employees.
a Provide strategic day to day planning and operational management control of th
e distribution center as to achieve budgeted targets and full customer satisfact
ion.
a Ensured customer satisfaction levels by developing, maintaining, and improving
service levels in line with agreed operational targets and by responding to cli
entas queries in a timely manner.
a Monitor owner/operator efficiency to ensure customer, company and legal requir
ements are met.
a Ensure that merchants and the client receive accurate and timely information c
oncerning delivery data and inventory control.
Account Executive (February 1996 to January 1997)
General management responsibility for 15 independent owner operators including r
outing and scheduling of shipments to clients and customers and the monitoring o
f damage claims.
Warehouse Manager (February 1995 to February 1996)
General responsibility for the coordination and supervision of all daily warehou
se activities for a 250,000 sq./ft. facility.
a Coordinate the activities for 3 warehouse supervisors and over 40 warehouse as
sociates.
a Development and installation of training programs to achieve the required leve
l of cross-trained warehouse personnel.
a Implementation and maintenance of programs to support quality, timeliness, saf
ety and productivity objectives.
a Personal leadership of customer service effort to ensure open communication to
the client relative to problem resolution.

Suncast Corporation April 1994 to February 1995


$200 million manufacturer and distributor of lawn and garden equipment
Distribution Manager
a Development and maintenance of warehouse budget.
a Selection and negotiations with common carriers on contracts and FAK rates and
terms.
a Work closely with sales and customer service to guarantee customer satisfactio
n.
a Manage a staff of 1 supervisor and 8 clerical employees in the parts and distr
ibution services departments.
Edward Don and Company June 1978 to April 1994
$200 million distributor of non-food merchandise to restaurants, hospitals and o
ther major institutions
Warehouse Superintendent (July 1991 to April 1994)
Warehouse Supervisor (October 1988 to July 1991)
a Project leader responsible for the implementation of a PC based Bar Coding War
ehouse Control System that provided improved accuracy for inventory control and
allowed the correct processing and verification of all outbound shipments.
a Trained, developed and managed 2 supervisors and 62 union employees
a Leader of the safety committee which was instrumental in the reduction of work
men compensation cost totaling 250k in 1 year.
a Development and maintenance of warehouse budget.
a Key involvement in the development and implementation of an increased work for
ce standards program which resulted in a 50% increase in warehouse productivity
and subsequent reduction in work force.
a Played an active role in vendor negotiations on contracts and FAK rates.
Education
Undergraduate studies at:
College of DuPage
Western Illinois University, Macomb, IL
Law Enforcement Major
Professional Education:
a Essentials of Distribution Operation
a Building a Positive Work Environment I&II
a Building a Positive Work Environment / Workplace Violence
a Developing the Leader Within You
a Leadership Development I&II
a Startup Operations Training
a Union Avoidance