WILLIAM HIATT Creston, IA * wh118ae3a@westpost.

net * 641-202-1202 STRATEGIC OPERATIONAL MANAGEMENT Organized and adaptable professional in the warehouse industry with the understa nding of business administration. Self-motivated and goal-oriented, thrives in b oth independent operations and team dynamics, builds alliances and engages in cr oss-functional activities. Highly adaptable and resourceful-rapidly learns new procedures and processes, quickly adjusts to changes in schedule, environment an d organizational objectives SUMMARY OF QUALIFICATIONS * Strong interpersonal skills, customer focused, results oriented * Strong skills in warehousing and inventory * Proficient in accounting, inventory management administration * Self-motivated and goal-oriented and team dynamics * Highly adaptable and resourceful-rapidly learns new procedures * Strong decision making skills * Strong belief in cross-training and prioritizing * Knowledge in Word, Excel, Access, and PowerPoint PROFESSIONAL STRENGTHS Risk Assessment/Management Interpersonal Skills/Employees Team Player Shipping/Receiving Supply Chain Management Prioritizing Strategic Thinking/Planning/Initiatives Warehousing Inventory Control Supervision/Workflow Management Cross-Training/Instructing Decision Making SELECTED ACHIEVEMENTS STRATEGIC DECISION MAKING * Spearheaded training program team to gain input, buy in, and reduce turnover. Employee retention was increased as turnover dropped to 5% and productivity dou bled as the company team cohesion improved. * Managed employees for hiring, and also conflicts between employees. Customer service and satisfaction of the clients. The open door policy if there is any p roblems between employees they know they can come and talk about it, then that w ay. INVENTORY CONTROL * Recommended procedural changes to monthly inventory cycle in an effort to redu ce the down time it took to perform. Through a strategic insertion of weekly tr ansactional reconciliations, problems were identified and corrected, the cost of labor associated with tracking inventory was reduced by over 70%. * Reconciled problems and investigated the corrections, and then had to put toge ther a report on Excel for the managers. Demonstrated to upper management that the inventory problems have been resolved and that the inventory is 100% correct and showed where the problems occurred. * Managed inventory, receiving, and shipping records and be sure they were preci se counts on the incoming and outgoing shipments. That the inventory can be cor rected if needed to be and that the shipments would be shipped out on timely bas is, and will be able to fill 100% of * Organized the end of year inventory count, and conducts the teams of counters, and then have to help reconcile the counts compared to the computer and actual. Improvised the program and reconcile on a daily basis so the problems are caug ht daily instead of trying to find it at the end of the month and it makes it ea sier then to have to trace it through the month. SHIPPING AND RECEIVING * Determined the most cost effective transportation modes to deliver customer fr eight timely. Tactical planning increased net revenue to 70% of gross. * Directed the logistic end of the warehouse and make sure the product gets out the door on a timely basis and what method shipment would be less costly and be there in sufficient amount of time. That the 100% customer satisfaction when th e shipment is sent out in the time limit in order to make the shipment is receiv ed when the sales representative promised.. WAREHOUSING * Analyzed accidental incident type and rate statistics to determine benchmarkin

g and develop safety program to reduce costly events. Implementation of educati onal agenda created a 95% injury free facility annually reducing lost time, incr easing productivity, and empowered employees to create a safe facility to work i n. * Reported accurate and timely financial, inventory, shipping/receiving numbers to New York based corporate headquarters to ensure system decisions were based o n real time data. Corporate decisions were action oriented supported by up-to-d ate information, saving a great deal of revenue. MANAGEMENT * Directed distribution, receiving, forklift drivers, inventory cycle counts, wo rking closely with production supervisor, and purchasing supervisor. Open commu nication between the departments involved, in order to be able to ship the produ ct out in a timely basis. * Reviewed employee evaluations, scheduling of the employees, open door policy f or the employees if there were problems. Conducted meetings with my employees ea ch week and have them participate and be able to express their opinions, and thi s makes them feel part of the team. 75% less turnover and team work between the employees and 95% less misconduct between the employees. EMPLOYMENT HISTORY INVENTORY / FOOD ORDER SPECIALIST 2005 - Present PIZZA RANCH Creston, IA ACCOUNTING CLERK 2002 - 2005 LAKESIDE CASINO Osceola, IA OFFICE MANAGER 2000 - 2002 FIRST REALTY Creston, IA INVENTORY ANALYST 1998 - 2000 DELL COMPUTERS Round Rock, TX RETAIL MANAGER 1996 - 1998 WAG-A-BAG INC Round Rock, TX Convenience store with 12 employees WAREHOUSE MANAGER 1992 - 1996 CICENA INC Madison, WI Warehouse Distribution, receiving and repairs with 8 employees WAREHOUSE SUPERVISOR 1988 - 1992 CALVIN KLEIN COSMETICS Wayne, NJ Manufacturing company with 32 employees EDUCATION Bachelor of Science in Business Administration / Management KAPLAN UNIVERSITY DAVENPORT IOWA REFERENCES ON REQUEST