NORMAN W. STAPLES
1314 191st Street
Homewood, IL 60430
Home: (708) 957-0330 Mobile: (708) 256-3701 Internet: normstaples[at]sbcglobal.net
OBJECTIVE
A Senior-level fast-track position utilizing broad thinking and strong leadership skill sets effectively, in order to:
- build a solid logistics operation in the new and clean energy economy, reducing order-to-delivery cycles
- optimize the supply-chain of raw/finished goods and services by focusing on applying “best in class†practices
- maintain organizational vision integrating key goals/strategies maximizing employee potential and driving efficiencies
QUALIFICATIONS SUMMARY
Qualified by progressive years of logistics/transportation/supply-chain management experience in:
Start-Up Operations
• Strategic developer of field services locations, including build out, staffing and day-to-day management of a retail shipping & business services center franchise, utilizing cross-brand shipping options, as well as digital copy and duplication services.
• Supported the start up of FedEx Home Delivery (FHD) unit, providing package pick-up and delivery services through a
network of Independent Contractors/Owner-Operators, and set up DOT equipment so that it can be permanently marked and identified as being a part of the FHD system.
• Key-lead in opening over 40 strategic regional field distribution centers for transaction-oriented 3PL, for Domestic, Canada,
• Mexico and Latin America markets. Set-ups included an American Baking Institute (ABI)-regulated food processor licensed
distribution center, to ISO 9000 standardized, and OHSA specified warehouses, up to $1 million in sq. ft.
• Created and set up traffic management for inbound/outbound scheduling programs for 3PL carriers, ground carriers, TL, LTL & flatbed service providers. Also established ad-hoc (TL/LTL) and on-call (express carrier) routing policy and procedure programs.
• Evaluated, identified, wrote and implemented standard operation plans (SOP), domestic and international, as
well as training requirements for facilities. This included document prep for pro-forma, custom declarations,
certificate of origin, and harmonized code processes for the smooth flow of material across borders of our
NAFTA partners.
Multi Task Leadership/Cost Management
• Key member of management team involved in creating, implementing and maintaining strategic business
plans, with communication to functional department heads in Technology, Business Development and
Marketing, ensuring coordination between the individual business units. This includes profit and loss, budget
planning for multi-facilities and region, along with giving sales support and systems feedback on its
functionality.
• Responsible for building, motivating, appraising and empowering 13 front-line and account managers, with
indirect responsibility for over 250 employees. Received recognition on individual level, as well as a team,
on many performance and quality related programs pertaining to going above and beyond, beating
contractual service level requirements, and excellent management relating to strategic objectives & strengths.
• Held costs down, to increase gross revenues to +double-digits based on streamline management of profit and
loss, and budget planning for multi-facility region(s). This initiative netted 100% service levels with increased
transactional revenue, therefore delighting the customer.
• Strengthened strategic alliances by developing extensive TL/LTL national carrier rates through negotiations, as well as partnering w/ flatbed carriers, accountable for bringing positive revenues to the bottom line.
Revenue Growth
• Strategic in controlling contractual scopes of work, being responsive to excessive services, or “scope creepâ€. Services
revealed, I’ve discussed in cross-functional meetings with sales, giving them ammunition to capture services in contractual
amendments. I’ve participated in quarterly review and on occasion discovered uncaptured revenue opportunities.
• Being fiscally responsible, was challenged with sales support initiatives to increase brand equity. Collaborating with
previous contacts in the service parts industry, I generated B2B/B2C sales leads over to Sameday.com. This
assignment had possibilities to increase company’s path-to-profitability with potential revenues of over $40 million,
averaging approx. 20+ accounts in the sales pipeline.
• The collaboration with FedEx Field Sales had given me the opportunity to support the division from an operations
standpoint. I supported sales’ customer base with logistics applications and solutions knowledge, utilizing
sales cycle efforts to include suspect list initiation, lead generation, prospect qualification, analysis, RFQ’s,
RFP’s and RFI’s, pricing negotiations, presentation support, contract signing, start-up with implementation group,
day-to-day operations and after sales customer service. This skill set has given me challenges to have a knowledge-
base in increasing revenues and maximizing profitability.
Employee Development
• Proven leader and manager. Tremendous track record at hiring, retaining and developing high-potential
professionals who are key contributors, consistently delivering results in the achievement of business goals,
consistently ranked within the top 5% of all employees, and consistently part of quarterly and annual succession
planning exercises.
Quality/Process Improvement
• Established performance benchmarks for individual functional area (operations) with direct reports.
• Responsible for leading workforce of on-site personnel at VMI warehouse, with inbound/outbound-combined
volumes of approx. 7,000 shipments/day, with concentration on cycle time reduction, and improved productivity.
This operation had performed Six-Sigma Quality - .002 defects out of 1 million shipments, which saved the
customer approx. $800,000 annually in packaging and shipping costs. Team was recognized during Motorola’s
Total Quality Management competition in Tempe, AZ.Provided critical parts shipments into Brazil & Mexico that were unsold, to be directed into a bonded warehouse. This operation reduced order-to-bill cycle times for customers, providing a three-to-four day ship cycle instead of the ten-to-fourteen day turnaround that freight forwarders currently provide.
Staples -- page 2
PROFESSIONAL EXPERIENCE
ASM
The Home Depot Supply Chain – Rapid Deployment Center 11/07 to
As an Operations Manager at the newly start up Home Depot Rapid Deployment Center (RDC), it is Home Depot’s newest platform in cross dock distribution. As a $1 Billion in flow through “at-cost†operation, this concept is a vital part of the company’s financial well being. I am part of the original start up team, and am a receiving department Operations Manager for the inbound department, which services the stores, so that they may service the end customer. Our daily inbound dispatch calls for 100+ inbound TL (95%) and LTL (5%) loads from various carriers, in which I am responsible for off loading, breaking down volume into 178 HD stores in 7 states, and displaying a consistent Gate-to-Gate process of 24 hours in/out. Not only do I support a team of 4 Department Supervisors and 140 Associates in moving product through this flow-thru cross dock DC, but also: maintain productivity utilizing key performance indicators; teach, train, and develop associates while building healthy business relationships; and continually drive process improvement initiatives. I helped solely in getting training programs up in this new building, and scheduled module facilitators to instruct the 140 new hires in WMS user training. Direct report to GM.
Franchisee/ Owner-Operator
The Last Mile Group LLC 04/05 to 10/07
As the Franchisee/Owner of PostNet (a business services, digital copy & document and printing/finishing entity), I provided sales and marketing strategies to generate effective solutions development. This concept of business services gives me substance to penetrate and establish customer relationship management within small to medium sized businesses. Our recent acquisition of a high speed color production center had given us new service offerings to up-sale our services, and help develop a comprehensive strategy for large companies with high volume duplication needs. Our momentum in driving revenues generated our store ranking for calendar year 2005, #446 out of 1000 U.S. stores (only in business 5 months). We also held month to month revenue growth to approx. 155% on an average.
Special Assignment Manager (SAM) / Terminal Senior Manager
FedEx Home Delivery 08/01 to 04/05
Senior Manager with FedEx Home Delivery, Hammond, Indiana, I’ve been instrumental in running fiscally- sound operations (currently Hammond is beating plan each month, & have surpassed Service and Data Quality Index goals recently), which contributed in FedEx Home Delivery becoming profitable during the recent reporting quarter, significantly ahead of schedule. I had P&L responsibility for a $4 million operating budget.
As a SAM, a ground service dedicated to meet the needs of online retailers, catalog merchants & other businesses that depend on high quality, cost efficient home deliveries. I was strategically assigned to the Upper Midwest Region’s troubled FHD terminals, of this start-up division. I utilized my skill sets to assist in providing complete operation analysis of a facility, therefore supporting terminal staff in optimizing dock management, contractor relations, general quality measures and other efficiencies. This, in-turn, transgressed into smoother start-ups and reduced bottlenecks in operational processes, with the goal to attain 100% service levels in the terminal’s inbound and local service indicators. Direct report to Managing Director.
Director of Logistics & Facility
Sameday.com (formally Shipper.com) 12/99 to 05/01
An Alliance Partner of FedEx Supply Chain Services – Facility Director of a big-box Chicago distribution center of a California based e-Commerce technology, back-end fulfillment and last-mile delivery company for pure-play, brick-and-clicks, critical parts support, and manufacturers-direct business models – raw materials and finished goods. Similar to the likes of Webvan, Peapod, Kozmo.com and Urbanfetch.com, the concept called for bringing Internet speed and convenience to e-Commerce fulfillment, linking 35 fulfillment centers, over 20 manufacturers and retailers, and over 75,000 sku’s at $100 million in inventory. Provided a total logistics solution for customers, including: inventory control management; transaction/order entry and processing daily up to 10,000 “eachesâ€; pick-to-light, high-volume cross dock, garment-on-hanger, case pick fulfillment; transportation selection and execution, and assurance of invoice accuracy. Responsible for an asset-based, same day delivery network of up to 50 drivers and vehicles, utilizing TMS for sequencing route schedules. In addition, my team of up to 100 employees handled the reverse logistics program for all multi-facility clients. Direct report to VP of Operations.
Regional Director
Burnham Service Corporation – 3PL 09/98 to 11/99
As an executive for the Atlanta-based company, oversaw high-value parts and time-sensitive order fulfillment, replenishment parts, and emergency parts for business-to-business customers, in over 80 western regional stocking centers, as well as 5 dedicated distribution centers, with over 3 million square feet of space utilization combined. This included reverse-logistics part programs, as well as inventory control management. This position had 10 front-line, and 3 account managers reporting to me, as well as over 230 parts call center employees in the western region. Direct report to Sector Vice President.
Operations Multi-Contract Manager - Central Region / Latin America Operations
Federal Express Corporation – Supply Chain Services 01/90 to 09/98
Multi-facility management, which I held account P&L responsibilities such as:
• Latin America Operations Manager - FedEx Express Distribution Center, Brazil/Mexico. Managed the 3PL Sao Paulo Brazil, and Mexico City, Mexico multi-customer J.I.T. distribution warehouses. Locations were set-up to handle Volvo Automotive Parts, GM Powertrain, and Motorola, to name a few. High Tech product lines, as well as other high-dollar value rapid response distribution into those markets. Project involved in-depth customs, tariff and harmonized code research.
• Contract Owner - Hewlett Packard (H-P), Nationwide. H-P was a $4 million annual revenue stream for Federal Express Logistics, a top-5 global account. Duties entailed daily management of early morning delivery service or H-P's Customer Engineer parts originating from multiple national distribution centers, which included over 200 shipping locations throughout the United States.
• Contract Owner - Motorola, Inc., Chicago. A $5 million account management of shipping and receiving department of Motorola, Inc.’s Cellular Repair Center. Responsibilities included workforce management of 30 on-site personnel on-site [at] Motorola’s manufacturing and distribution center. Inbound/outbound-combined volumes of approx. 4,600 shipments/day, with concentration on cycle time reduction, improved productivity, and total quality management initiatives.
• Field Ops Manager, IBM Parts Distribution Center, Chicago & Dallas Ops. Managed the shipping and distribution of service parts for early morning delivery to IBM Customer Engineers. Oversaw the daily pack & ship operation for LEC&C, using on-site personnel at IBM's 120K square foot Grand Prairie, TX and 150K square foot Wood Dale, IL distribution center sites. This was $16 million in annual revenue account for FedEx Logistics.
Staples -- page 3
TECHNICAL SKILLS
- ProRep Productivity Reporting - Microsoft Office Suite
- Microsoft Visio Work Flow App Software - Microsoft Project
- WMS (SAP R/3, AS400, HK Systems, PKMS, Loftware/SeLect) - ADP / Kronos Time Keeping
Council of Supply Chain Management (CSCM) - 1990 to present.
EDUCATION & PROFESSIONAL TRAINING
Purdue University, Hammond, IN; DePaul University, Chicago, IL; Columbia College, Chicago, IL
Highlights of additional training:
TSA (Transportation Security Administration) “Security Threat Assessmentâ€â€“ Permitted to have unescorted access to cargo; Personal DISCernment Inventory – Rated a High “D†communication style overview, which identifies my personal and interpersonal effectiveness; Interactive Management; Leadership Principles; Gender Speak; Six-Sigma – Motorola processes; CPIM certification process (modules: APICS Basics of Supply Chain Management; APICS Just-in-Time; APICS Mfg. Planning & Control Systems); 7-Habits of Highly Effective People-Covey; Labor Relations; Diversity Management; Warehouse Safety and Security; Managing the Challenge; Sexual Harassment; Personnel Skills Management; Drug Free Workplace; Quality Action Teams; The Quality Advantage; OSHA 200/300 Warehouse Training; Forklift Train-the-Trainer Certified; Business Finance; Fiscal Budget Preparation; Warehouse Operations; Inventory Control; American Red Cross - Standard First Aid, Adult CPR; Dangerous Goods-Hazardous Materials; I.A.T.A. Title 49; Tariffs/Harmonized Codes
HONORS, ACTIVITIES & ACCOLADES
Wind Power Career Group/Wind Energy Forum -- August 2009 to current
Participate in two individual real-time group discussions within the LinkedIn Social Networking site, committed to the renewable energy sector.
FedEx Ground Five Star Award -- May 2004 / May 2003
Nominated for FY04 honoree, recognizing employee leadership and contribution in areas key to corporate
strategic objectives and critical success factors: service culture, people, efficiency/process improvement
and profitability. This is the highest form or recognition within FedEx – my second career award.
FedEx Home Delivery -- 12/2001 to 03/2002
During a special assignment at the South Bend, IN terminal, I was placed into a start-up terminal (9/01 rollout) to support & initiate daily processes. This terminal initially placed last in providing service and in its data quality index (DQI) ranking. I worked in finding route causes to eliminate failures, therefore implementing solutions. Goal congruence, improved methods, contingency plans, and teamwork were vital parts of turning this operation around, netting the South Bend terminal in being one of the top 3 terminals out of 20+ during the 3rd & 4th quarter of FY 2002 reporting periods.
Burnham Service Corp 3PL – Account Growth – September 1998 to November 1999
Was the sole reason why the Western Ops Region was acknowledged as one of the fastest growing areas at Burnham - up to 40% in growth. Also provided the smoothest customer transitions compared to the other regions within the sector. The Western Region transitioned approx. $300 million in new inventory within a 1-½ year timeframe.
Who’s Who in American Business -- 2000 edition
Five Star Award for Excellence -- July 1997
Received the highest form of recognition within FedEx for excellent management relating to the
corporation’s strategic objectives and strategic strengths, quality leadership, or successful process
redesigns.
REFERENCES
Available on request
NukeJobs is a nuclear jobs board that provides nuclear job seekers access to international directories of Nuclear Employers, Nuclear Resumes and Nuclear Jobs such as Nuclear Engineer Jobs, Nuclear Construction Jobs, Nuclear Power Plant Jobs, Nuclear Medicine Jobs, Nuclear Pharmacy Jobs, Nuclear Security Jobs, Nuclear Physics Jobs, Nuclear Reactor Jobs, Nuclear Material Jobs, Nuclear Safety Jobs, and Nuclear Waste Jobs.