TIMOTHY J. CALIECell 718-431-3050 / timcalie6@hotmail.com

Career Improvement Consulting www.completecdic.comLinkedIn URL Link https://www.linkedin.com/in/tim-calie-seeking-next-executive-opportunity-5a35494

15+ year passionate , motivational & results oriented distribution/transportation/supply chain & logistics executive/consultant leader exceeding all targeted goals along with award winning services to clients of high volume multiple brand supply chain environments & 3rd party logistics organizations. Highly visionary professional who fosters the appropriate company culture to maximize operational efficiency , service excellence & motivational teamwork. Broad scope of experience includes organizations in start-up, turnaround, growth( 26th to 6th largest wholesale firm in the country ) & acquisition modes. Expert work flow analysis , continuous process improvements, policy & procedure implementation skills as well as associate suitability analysis. A member of APICS & CSCMP. ____________________________________________________________________

 Process & Procedure Improvements          Internal/External RelationsWMS / TMS Analysis              Service Level ImprovementsCost Reduction Efficiency                           Supply Chain Metrics (KPI’S)Financial/Budget Expertise                         Sales/Marketing PartnershipsEmployee Suitability Analysis & Morale Strategic Objectives

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PROFESSIONAL EXPERIENCE CONSULTING PROJECTS (Pa., N.J.)                                                                          2010 - 2015OPERATIONS/SUPPLY CHAIN / DISTRIBUTION/LOGISTICS/TRANSPORTATION                                                                                                       

Contracted by various organizations (as well as 3PL) for company improvements in operations / supply chain / distribution / transportation as well as general restructuring & reorganization

       Reduced Costs (increased productivity) an average of 14% by process flow analysis & establishing benchmarks.       Improvement of 12% in customer service levels by system information / data analysis & accountability of tasks.       Decrease in costs by 22.9% on the inbound container department process which amounts to a yearly savings of

$81K at a 3PL firm called Salson Logistics.DARTAGNAN, Newark, N.J. (ShopRite, A & P)                                                                        2009DIRECTOR OF OPERATIONS / DISTRIBUTION & TRANSPORTATIONTurnaround,strategic analysis,reorganization & daily operations management of transportation & warehouse operations.Led warehouse/distribution/transportation (UPS Logistics/ Roadnet) operations for a refrigerated/  freezer food distribution organization servicing all major NYC Four Star restaurants & major retailers in the tri state area.

        Increased warehouse productivity of order processing (pick/pack) by 11.5% as reorganized warehouse product pick pattern.

       Lowered warehouse operations labor costs by 12.7% from July to August by order volume analysis versus labor needs.    

       Decreased inventory case variances of a department by 86% by ensuring compliance with proper order processing (scan) procedures.

       Eliminated redundant transportation position to lower department yearly payroll by $45K.       Achieved with Roadnet system analysis an increase of on time delivery rate from 64% to 92%.       Reduced operating costs in transportation department (Roadnet) by 7% & also implemented routing (SOP’s)

procedures.   

PAPER ENTERPRISES, Bronx, N.Y.( Starbucks , Madison Square Garden)                 2007- 2008 VICE PRESIDENT OF SUPPLY CHAINDirected various warehouse operations in a food & beverage supply organization with facilities ranging from 80K to 250K sq. ft. utilizing UPS Logistics / Roadnet transportation system

       Lowered driver overtime by 27% & third party delivery expense by 17% with 16% increased order volume utilizing Roadnet historical data of delivery regions.

Decrease of transportation department truck insurance rate by 31% in 2008 by implementing fleet safety seminars and DOT audit & safety compliance analysis.

       Achieved a yearly transportation savings of $78K in third party delivery expense of Starbucks operation with increased sales/order volume of 14% by process analysis & rate negotiation.

     Reduced operating expenses of night shift by 11% (company payroll) & 26% (temporary labor cost) in 2008 versus 2007 P & L with increased sales/order volume of 7% by identifying KPI trends & establishing productivity benchmarks. 

      

ARGIX DIRECT, Ridgefield, NJ ( The Limited, Barnes & Noble)                                     2005-2007DIRECTOR OF TRANSPORTATION/OPERATIONS   Created & orchestrated a team of 100+ people to achieve the highest levels of profitability, customer service and delivery performance ever achieved at this third party logistics terminal with WMS/automated conveyor system.

    Recaptured over $182K by identifying and eliminating redundant personnel positions.    Increase of $137K in one month’s revenue in Jan. 2007 compared to Jan.2006.   Recognized by Payless Shoesource as the most improved Pool Point Distribution Center of over (50) fifty agents in the country.    Managed The Limited on time performance process which yielded the companies first ever on time delivery rate of

98%. 

NATIONAL DISTRIBUTION CENTERS, Cherry Hill, NJ (Budweiser, Ocean Spray)       2004-2005 GENERAL MANAGER – OPERATIONS / NORTHEAST REGIONManaged various third party logistics food & beverage operations in northeast region with WMS systems in facilities ranging from 100K to 600K sq. ft. with teams ranging from 20 to 100+ people.

    Eliminated overseas container order processing issues from 11% to 0% (zero tolerance) by defining accountability & restructuring of processes / procedures. 

    Increased a repackaging project benchmark by 11% while reducing costs by 17% associate suitability analysis & implementation of incentive clause.     Reduced Ocean Spray lost case inventory discrepancy from over 26K cases down to less than a 50 case range by

procedure and process analysis.     Increased productivity (cost per case) handling by 16% by procedure analysis and productivity goals.     Achieved a corporate food inspection rating in the superior 90% percentile rank in Edison N.J. facility for a 10%

increase from the previous year.       CONSULTING PROJECTS, OPERATIONS / LOGISTICS / TRANSPORTATION/SUPPLY CHAIN, Paterson, NJ 2003 

SARA LEE COFFEE & TEA, Teterboro, NJ ( Dunkin Donuts, McDonalds)                     2001-2002SENIOR OPERATIONS MANAGERManaged all financial, customer relations & operational aspects, of 130K sq. ft. food & beverage distribution center, with WMS system processing over 4 million cases to customers and satellite branches annually in a multi billion-dollar company.

       Organized and implemented a plan to achieve a first time (OSHA, Hazmat, FDA, DOT) AIB superior score of 950 out of 1000.

       Contributed to 21% reduction of labor cost by process & procedure analysis.      Succeeded in reduction of slow moving inventory from $54K to less than $2K by implementing accountability

identification system.       Reduction of order processing errors from 14% to 1% (in 1 month) by communication of goals and reports by dept.

 NEUMAN DISTRIBUTORS, Moonachie, NJ (Wyeth RX, Proctor & Gamble)                 1984-2001DIRECTOR OF OPERATIONS/LOGISTICS/SPECIAL PROJECTS Directed distribution, transportation, supply chain as well as sales/customer service liaison for various food/pharmaceutical/health and beauty aids distribution centers containing automated WMS systems ranging from 100K to 300K sq. ft. Staff training of pick/pack/ship bar code scan with hand held RF units & Pick to Lite RF process in 100K to 300K sq. ft. facilities.

       Promoted to Sales/Customer service liaison for all major accounts to increase both customer base orders & sales volume of existing accounts in a company which grew from 100 million to over 2 billion in annual sales

       Captured $200K quarterly by consistent interaction with common carrier representative.       Identified over $100K in freight billing errors quarterly by scrutinizing billing process. Settled debt with no company

loss.       Reclaimed $20K from vendors by negotiating return of un-saleable products classified previously as no credit

allowance.        Managed a project that recaptured $500K back to corporate monies on 25% of dedicated management time.

***Established new operation in Glen Rock, New Jersey successfully maintaining uninterrupted flow of processing 2 billion dollars in annual sales.

 Education : William Paterson University - Wayne, NJ / Business & Spanish