Open To Work
Shaun Gary Smith
Kellyville Ridge,NSW
Summary
I am a strategic thinker and influencer who adds value through employee effectiveness to achieve business outcomes. I am not afraid of making decisions and can push change. I am stimulated by challengers, and I am rewarded by achieving those challenges.
Seasoned Operations Manager with background in streamlining business processes to improve efficiency and profitability. Skilled at managing teams, reducing operational costs, and implementing strategic business plans. Strengths include leadership, problem-solving skills, and ability to make impactful decisions that drive company growth.
Overview
32
32
years of professional experience
Work History
Fulfilment Operations Manager
Honest to Goodness
06.2024 - Current
- Overseeing a 5 day 6am to 10pm site.
- Managing a team of 60 with 4 direct reports.
- Oversee team performance through active coaching, training, and daily task delegation, fostering accountability, growth, and engagement.
- Develop and enforce standard operating procedures (SOPs) for warehouse activities.
- Provide leadership and direction to supervisors and site personnel.
- Participate in regular Toolbox meetings ensuring that all staff have a voice and are across business goals and challenges.
- Reducing headcount and increasing productivity by constantly reviewing procedures and the way things are done.
- Set up and maintained new warehouse location and participated in the implementation of AMRs all while continuing to meet customer expectations.
- Customer liaising to ensure that customers expectations are not only met but were possible, exceeded.
- Manage B2B, B2C, and bulk distribution for customers and production.
- Worked with staff to tweak current workflow and procedures to make the new set up and layout as efficient as possible.
- Analyse data and performance trends to forecast needs, identify bottlenecks, and continuously enhance productivity and service.
- Monthly Reporting and meetings.
- Doing cycle counts and stock balances.
- Ensuring that labour rosters are administered and balanced against budgets and workloads.
- Working with outside suppliers to ensure that all equipment on site is in good working order and fit for purpose.
- Manage all elements of transitioning to Projects within the warehouse as and when required.
- Working with transport suppliers to ensure that DIFOT is adhered to and costs are controlled.
- Act diligently to ensure all Risk and Safety Assessments are completed using the appropriate forms and documentation.
- Participated in safety walks and OH&S committee meetings to ensure that the workplace is a safe environment to work in.
Fulfilment Operations Manager
Pet Circle
06.2023 - 04.2024
- Overseeing a 7 day almost 24-hour site.
- Managing a team of 150 to 200 with 8 direct Manager Reports.
- Proactively organize team meetings and encourage direct reports to participate in decision-making processes.
- Development and engagement of employees.
- Review of labour agencies with the need to cover any recruitment requirements.
- Coach and mentor both directs and in-directs on day-to-day operational demands.
- Reducing headcount and increasing productivity by constantly reviewing procedures and the way things are done.
- Found synergy between two departments to reduce overall headcount and increase efficiency.
- Constantly reviewing operational performance metrics & KPI’s.
- Increase pick rates from 1000 units a day per person to 1200 units a day through constant reviewing of pick path, warehouse layout and product mix.
- Increased packing from 700 units to 780 units a day by providing different methods of packing and constant feedback with the team as to what expectations are.
- Manage the materials handling systems and procedures to maximise warehouse efficiencies including receiving processes, replenishment to main store, picking, packing, stock takes, urgent or escalated orders, effective backorder & Special-order processing, credit returns and subsequent supplier returns processes, damaged goods and associated functions.
- Monthly Reporting and meetings.
- Accountability for inventory in the context as a company asset. As a requirement stock control metrics & KPI’s & process quality assurance audits need to be in place and reported.
- Managing the labour content to ensure that labour as a cost against orders were controlled to set KPIs.
- Buildings and maintenance requirements of building.
- Plant and equipment relating to operational activities such as forklifts, packing machines, PDA’s and associated equipment.
- Ensure that all activity under Operation Management control is conducted in an ethical manner and is consistent with Company policies, procedures and legislative/statutory requirements and developed/implemented in a manner which protects the Company’s interest and reputation.
- Take an active role in safety, quality, environment, and the control of risks within these areas by ensuring risk assessments and audits are done constantly.
- Actively pursue continuous improvement in the business and the development and maintenance of safe work methods that comply with legislation, regulation, codes of practice and Company guidelines.
- Assisting in return to work.
DC and Operations Manager (Warehouse and production)
Pact Group
03.2020 - 06.2023
- Managing a team of 60 to 120 with 8 direct reports.
- Toolbox talks, one on ones, problem resolution.
- Engagement and negotiation with agencies with the need to cover any recruitment requirements.
- Customer liaising to ensure that manufacturing is meeting expectations.
- Managing line set up and utilisation of production demands.
- Ensure that warehousing and logistics operational performance metrics & KPI’s are designed to exceed customer expectations and to constantly review these against best practice.
- Increased pick rates from 500 cartons a day per person to 700 cartons a day through constant reviewing of pick path, warehouse layout and product mix.
- Improve on and implement new handling processes & freight services that will provide competitive advantages on order cut-off times, order fill rates, urgent or escalated orders, same day & drop ship orders.
- Added an afternoon shift to compensate for extra orders and allow customers to place later orders with same day or next morning delivery increasing our sales by allowing later orders to be completed.
- Monthly Reporting and meetings.
- To oversee capital projects in logistics operations.
- Management of inventory levels in bulk and finished stock stores to optimize customer fill rates, which also drive improvement of stock turns.
- Engagement and negotiating with transport and suppliers to keep within or below budgets.
- Work with the head accountant to seek cost reductions for current or future warehouse operations locations.
- Manage all elements of transitioning to new locations as and when required.
3PL Manager
Whale Logistics
09.2018 - 03.2020
- Redesign and layout of new facility.
- Implementation of new clients into facility.
- Full warehouse and operational control.
- Billing and costing clients on a weekly and monthly cycle.
- All KPI set up and maintenance.
- P&L responsibility for warehouse.
- Staffing and recruitment responsibility.
- Reason for leaving: End Contract
Operations Manager NSW and VIC
GNS Wholesale
09.2016 - 09.2018
- Drive productivity by ensuring efficiencies, continuous improvement and best practice are adhered to.
- Process review and changes within Warehouse.
- Develop and recommend improvements in business practices to promote efficiency, faster service and lower costs.
- Keeping staff motivated.
- Total review and maintenance of both Domestic Freight and Import/Custom clearance suppliers.
- Worked with both NSW and VIC warehouses with regular visits to both to ensure that targets were being met.
- Reason for leaving: Redundancy
National Warehouse and Logistics Manager
Payless Shoes
11.2013 - 09.2016
- P&L responsibility and oversight of capital projects in logistics operations.
- Total review and maintenance of both Domestic Freight and Import/Custom clearance suppliers.
- Cost reduction within Warehouse including freight and wages.
- Interaction with buyers and operations ensuring that we optimise the flow of stock into the DC and onto stores and staying within capacity restrictions.
- Participating in weekly and monthly meetings to review and report KPI’s so that the business can respond effectively and efficiently to changes in demand.
- Manage, coach and develop a team of 30.
- Track vendor performance. Communicate measures to vendors and develop improvements.
- Ensuring processes and procedures are followed around safety and operational performance.
- Reason for leaving: Australian operation closed down.
National Warehouse Manager
Universal Publishers
01.2008 - 12.2013
- Set up and complete procedures for the warehouse as well as maintenance and review of them.
- Implemented full TAFE accredited training for all warehouse staff.
- Improving inwards and put-away procedures to increase stock integrity within the system.
- Negotiated with transport partners to reduce overall costs of distribution.
- Pick rate improvements by moving products for ease of picking.
- Direct the planning and assignment of work for the most efficient use of personal and equipment.
- Ran a warehouse at over 120% capacity.
- Helped coach other teams within the company under an internal team concept.
- Total control over movements in and out of the warehouse.
- Created different forms of storage to improve the integrity of products.
- Full budgetary control of warehouse and distribution.
- Always being customer service focused to achieve a high level of working relationships.
- Implemented strategies to lower transport costs to achieve better bottom line profits.
- Reason for leaving: Business sold off and moved to Melbourne.
Warehouse Distribution Manager
Masterpet Australia
01.2005 - 12.2008
- Container lane implemented – brought demurrage down from 20+ containers on demurrage to none.
- Reduced lost sales down by $2 million from previous year. Created a spreadsheet that both Australia and NZ utilized.
- Absorbed growth with less people saving company money from the bottom line.
- Improved stock integrity through procedure changes – picker fixing pick faces and then checking all reserves.
- Generated put away rather than finding holes and filling them.
- Created a spreadsheet for incoming containers that was implemented over the company's supply chain.
- Seek and Find project – finding stock that had been missing and improving integrity.
- Took part in several Sigma 6 projects to improve overall business.
- Implemented cross training within the warehouse.
- Helped achieve a 10% saving within distribution.
- Helped in reducing errors within the warehouse to the best they have ever been.
- Reduced waste costs through better management.
Alliance Manager
Lexmark Australia
01.1999 - 12.2005
- Implemented steps to lower the error rate in picking orders from 17% down to below 1%.
- Effectively managed the relations between Lexmark, UPS (third party), Cope (transport) and major clients such as Tech Pacific, Daisytek, Harvey Norman etc.
- Managed contract drivers ensured that transition of goods to and from clients and business partners was efficient and a good working relationship was kept.
- My ability to go through a lot of change and still stay focused on the objectives and outcomes while adapting and acknowledging these changes openly was an achievement.
Warehouse Operations Manager
Lexmark Australia
01.1999 - 12.2005
- Effectively managed and maintained efficiency within the warehouse for an 8 month period when the staff knew that the global decision of the company was to go to a third party warehouse provider and that they would no longer have employment at the end of this period.
- Also kept the permanent employees motivated until the last day even though they knew of this decision. This was a great learning curve for me as it is hard enough to motivate staff when you have something to offer let alone nothing.
- Kept all staff informed and communication both up and down the chain constant so all were informed and all felt a part of what was happening.
- Implemented Change management within the warehouse with the cross training of staff. This not only gave the staff extra skills but also ensured an alternative for when someone was absent due to illness or leave.
PM Supervisor
McPhee Transport
01.1994 - 12.1999
- Set up a procedure for checking freight onsite for major customers.
- Built strong relationships with a few larger customers to ensure on time deliveries.
- Received 1 of only 4 High Distinctions awarded from an in-house course that had approx. 50 staff members from around Australia including senior management.
- Directed and supervised up to 40 employees at any given time successfully improving error rate and work performance.
- Worked off site at customers premises and acted on behalf of the company.
- Looked after various line haul destinations.
Education
Graduate Certificate - Change Management
T.A.F.E NSW
Logistic Management Diploma -
T.A.F.E NSW
Purchasing and Supply Certificate IV -
T.A.F.E NSW
Skills
- Team management
- Standard operating procedures
- Inventory management
- Data analysis
- Productivity improvement
- Process optimization
- Performance metrics
- Risk assessment
- Employee engagement
- Effective communication
- Problem solving
- Change management
- HR planning
- Budgeting and cost control
- Team building/leadership
- Staff training
- Cost reduction and containment
- Continuous improvements
- Inventory control
- Cross-functional collaboration
- KPI tracking
- Performance management
- Problem-solving
References
Available on request.
Hobbies and Interests
- Spending time with family
- Soccer
- Indoor and Outdoor Cricket
- Coaching
- Scuba Diving
- All Water Sports
- Snow Skiing
Additional Studies
- Forklift Refresher Training, 08/01/06
- Introduction to Return to Work Coordinator, 11/01/06
- Legal Obligations of Employment, 06/01/04
- Dangerous Goods License, 06/01/99
- Team Leadership Development Program, 01/01/97
- Forklift License, 01/01/94
- Scuba License, 01/01/91
- Diploma from Beaumont’s International Cocktails and Mixed Bar Course, 01/01/90
Military Service
Australian Army Reserves (Air Dispatch), 02/01/99, 04/30/02
Timeline
Fulfilment Operations Manager
Honest to Goodness
06.2024 - Current
Fulfilment Operations Manager
Pet Circle
06.2023 - 04.2024
DC and Operations Manager (Warehouse and production)
Pact Group
03.2020 - 06.2023
3PL Manager
Whale Logistics
09.2018 - 03.2020
Operations Manager NSW and VIC
GNS Wholesale
09.2016 - 09.2018
National Warehouse and Logistics Manager
Payless Shoes
11.2013 - 09.2016
National Warehouse Manager
Universal Publishers
01.2008 - 12.2013
Warehouse Distribution Manager
Masterpet Australia
01.2005 - 12.2008
Alliance Manager
Lexmark Australia
01.1999 - 12.2005
Warehouse Operations Manager
Lexmark Australia
01.1999 - 12.2005
PM Supervisor
McPhee Transport
01.1994 - 12.1999
Graduate Certificate - Change Management
T.A.F.E NSW
Logistic Management Diploma -
T.A.F.E NSW
Purchasing and Supply Certificate IV -
T.A.F.E NSW