Jerry W. Billett
3687 Hedrick Street, Jacksonville, FL 32205 ï· Tel: 904-501-6575 ï· j.billett07[at]comcast.net
02/12/09
Dear Sir or Madam,
As an accomplished executive with a solid record of reducing costs, improving efficiencies and enhancing the bottom line, I offer expertise that may be of benefit to your company. With strong hands-on leadership skills and a focus on achieving operational excellence as my strengths, I would like to explore the possibility of putting my knowledge and skills to work for you.
Approaching millions of documented cost savings during my 20 year career with UPS, Colomer and Southern Wine and Spirits, I have developed and implemented solutions that:
 Turned around largest UPS distribution facility in district, moving it from #320 to #10 in ranking.
 Saved $17,000 weekly for UPS facility with package volume of 100,000, increased throughput performance 17% and Employee Relations Index 23%, implementing process improvements and KPI metrics.
 Decreased routing hours 79%, from 12 hrs to 2.5 hrs through the implementation of a TMS computerized system, Roadnet and training of controlled dispatch principles at Southern Wine and Spirits.
 Reduced labor costs $45,000 monthly for Colomer USA distribution center, implementing engineered work standards.
I am seeking the challenges and opportunities offered by a company such as yours. I look forward to hearing from you to discuss mutual areas of interest in greater detail. Thank you for your anticipated interest and response.
Sincerely,
Jerry W. Billett
Enclosure
JERRY W. BILLETT
3687 Hedrick Street, Jacksonville, FL 32205 ï· Tel: 904-501-6575 ï·
DIRECTOR OF OPERATIONS - GENERAL MANAGER
Distribution / Transportation / Warehousing / Logistics
EXECUTIVE PROFILE
Well-qualified leader with solid hands-on experience managing day-to-day tactical issues, synchronizing distribution metrics, logistics, transportation, packaging, warehousing, employee relations, safety, and the implementation of process improvements that support the operational strategies of the organization. Over 20 years of success with UPS, Colomer USA, and Southern Wine and Spirits. Recognized for consistent success in streamlining operations, containing costs and enhancing profit performance by providing facility and customer tailored distribution solutions. Oversaw 37 distribution centers in 28 states, managed $55M P&L, and 500 employees.
BS, Florida State University.
AREAS OF EXPERTISE
Supply Chain Management Labor Relations Sales & Operations Planning-SOP
KPI Dashboard Metrics Engineered Work Standards Vendor Managed Inventory-VMI
Process Improvement Operations Analysis Total Quality Management-TQM
Multi-Site Warehousing WMS, TMS, MRP Work Flow Strategies
KEY ACHIEVEMENTS
 Turned around largest UPS distribution facility in district, moving it from #320 to #10 in ranking.
 Saved $17,000 weekly for UPS facility with package volume of 100,000, increased throughput performance 17%, and Employee Relations Index 23%, implementing process improvements and KPI metrics.
 Decreased routing hours 79%, from 12 hours to 2.5 hours through the implementation of a TMS computerized system, Roadnet, and training of controlled dispatch principles at Southern Wine and Spirits.
 Reduced labor costs $45,000 monthly for Colomer USA distribution center, implementing engineered work standards.
PROFESSIONAL EXPERIENCE
SOUTHERN GLAZER (FORMERLY SOUTHERN WINE & SPIRITS) ï· 2007-2008
Country's single largest wine and spirits distributor representing approximately 1,500 wine, spirits, beer, and beverage suppliers from around the world, and markets, promotes, merchandises, and distributes 5,000 individual brands of consumable goods.
DIRECTOR OF DIVISION OPERATIONS AND FLEET
Recruited to oversee distribution operations at 37 facilities in 28 states with 200,000 accounts.
o Increased cases per hour from 520 to 1,196 on production sort in distribution facility by revising SOP’s, training management and installing automated conveyor system.
o Conducted time studies to clarify and correct operational inefficiencies.
o Established positive relationship with business partners, including Wal-Mart, collaborating customer demands with corporate delivery procedures.
o Developed standardized master driver checklist for DOT audit, ensuring compliance requirements were met across the center. Distribution center passed audit with high marks.
COLOMER USA (FORMERLY REVLON PROFESSIONAL) ï· 2006-2007
A major competitor in the multi-cultural products category with a number of top-selling consumer products.
DIRECTOR OF DISTRIBUTION (CONTRACT ASSIGNMENT)
Directed distribution, transportation and managed budget totaling $12M, 84 reports, and $216M in sales orders.
o Shortened domestic order cycle time from 7 to 3 days; and international order cycle from 10 to 5 days, and reduced labor costs by ensuring orders were picked, packed, and shipped accurately through revised (Standard Operating Procedures) SOP’s.
o Reduced distribution center labor costs $45,000 monthly, implementing best practices which improved efficiency and significantly reduced order process time.
o Optimized workforce 27%, implementing KPI Dashboard metrics to continuously monitor site performance results and make timely tactical decisions with the use of employee tracker form.
o Increased on-time performance by 57% in first six months by creating and implementing new measurements for individual team performance based on goals and objectives.
o Coordinated with management team, ensuring compliance with OSHA, DOT-HOS-MSDS, and FDA-GMP regulations were continuously achieved.
UPS ï· 1988-2005
Fortune Company providing customers and businesses worldwide with transportation, and business services.
PACKAGE DISPATCH SUPERVISOR, 2004-2005
Promoted to oversee dispatch for largest center in district with volume of 20,000 packages daily. Managed budgets to $150K daily, and transportation logistics of 75 daily routes.
o Improved facility throughput performance 17%, implementing process improvements, including training and controlled dispatch principles.
o Restructured 75 routes for increased delivery/pickup optimization to compensate for new growth of geographical area and new customer base and their needs, as well as dispatch planning for future growth.
o Moved facility from #320 rank to #10, and saved $17,000 weekly through implementing process improvements, routing efficiencies, streamlining package car loading, adjusting delivery times to meet customer demands.
o Assisted in preparing facility for OSHA audit, including training documentation and SOP's on handling and disposing of hazardous materials, facility received 99.5% pass rating, highest in District.
INDUSTRIAL ENGINEERING MANAGER
Trained all management and staff on DPS applications. Assisted Division by teaching a PDA workshop. Performed and analyzed audits. Managed six direct reports and budgets to $2M.
o Generated saving of $200K annually, reduced driver staffing from 75 to 72 and decreased preload staffing from 45 to 43, implementing engineered work standards and controlled dispatch principles.
o Improved efficiency in Hub operations from 250 load pieces per hour to 300 load pieces per hour, effectively monitoring day-to-day decision making, and implementing operational and budget controls.
ON ROAD MANAGER
Managed transportation logistics of 86 routes per day. Oversaw human resources, payroll, hiring & labor relations between UPS and Teamsters. Managed daily budgets of $150K, annual operational budgets of $55M.
o Increased Employee Relations Index 23%, providing hands-on leadership and turning around attitude of employees by holding focus groups and listening to concerns of Teamsters Union.
LOGISTICS SUPERVISOR
Played key role in merger of Compaq Service/Parts and UPS Logistics. Trained management and staff in operating procedures of kitting, shipping, receiving, inventory control and production control.
o Created master operating plan to ship 25,000 overnight packages, integrating Compaq Service/Parts and Service Parts Logistics component of UPS through the consolidation five Compaq warehouses into one facility, cutting workforce, retail leases and operational costs.
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