Thomas E. Strelka
19061 Laurell Circle * Strongsville, Ohio 44136
Home: [Send email to request phone number] 68-9632 * Cell: [Send email to request phone number] 34-8640
Executive Summary
Exceptionally strong record in senior operations and general management
assignments including full P&L for divisions of industry leaders. Innovative
business development, creative problem solving and experienced hands on
leadership are keys to personal success and professional growth.
Demonstrated a consistent ability to increase profitability, productivity and
market penetration.
Turned around cash-drain situations, started up new operations and led entry
into new markets.
Expertise in financial control, system/procedures, acquisition analysis and
contract negotiations In addition to a broad-based operational and marketing
background.
Career Highlights
Performance Improvements - Reduced total distribution costs from 13% to 6% of
sales revenue with an annual savings of over $40 million taking the Company from
a loss to an 8% EBITDA. Improved customer order fill rates from 65% to 97%.
Business Development “ Grew revenue over seven years from $55 million to
$650 million with 99.9% order accuracy and on time delivery service performance.
High Volume Distribution - Processed over 100,000 apparel shipments per day.
Distributed over 30,000 tires per day. Pick - pack and delivered over 1,000,000
magazines and books per day.
Career History
DEALER TIRE, LLC * Cleveland Ohio 2003 to present
Director of Logistics
Dealer Tire is a high growth $650 million national distributor of name brand
tires and other auto parts to new car dealerships through formal contractual
alliances with the major automakers. Reporting to the Partner “ Supply Chain,
was recruited to run all aspects of their warehouse and delivery network with
full P & L operational responsibility for a $50 million budget. Dealer Tire has
20 distribution facilities with over 1.5 million square feet of warehousing and
makes two same day deliveries to over 50% of their 10,000 customers.
Designed a fulfillment network supporting the six-year revenue growth from
$55 million to $650 million with 99.9% order accuracy and on time service
performance.
Installed productivity metrics and incentives resulting in efficiency
improvements lowering distribution costs as a percent to sales by more than 40%.
Dealer Tire went from a loss to $50 million per year EBITDA since 2002.
Dealer Tire received the highest award given by Toyota for vendor performance
2006, 2007, and 2008.
Implemented People Soft / J. D. Edwards TMS and WMS systems lifting inventory
and transactional accuracy from 89% to 99.9%. Dealer Tire is no longer required
to take physical inventories by their outside auditors. Order fill rates improved
from 65% to 97%.
Directed the development of a national express carrier network resulting in
the lowering of freight costs since 2004 by over $400,000 per year and improving
our same day and next day delivery service by 17%.
Changed the Dealer Tire business model to consolidate warehouses, use 3PL 's
to enter new markets, diversify into new product lines, supplement the private
fleet with contract drivers and extend our same day and next day delivery
capabilities to improve sales revenue and service performance while reducing
operating costs.
WILLIAM B. MEYER COMPANY * Stratford, Connecticut 1998 “ 2002
Vice President - General Manager
The William B. Meyer Company is a $50 million diversified supplier of logistic
and special services that operates both on a regional and national scope.
Reporting to the CEO, was recruited to run their major warehousing divisions of
order fulfillment and commercial records storage and manage their eleven
facilities of over 1.2 million square feet. With ten direct reports and 250
employees growing to over 600 in the fourth quarter, have full P&L responsibility
for operations within my two divisions and five facilities.
Acquired new order fulfillment clients increasing sales by 50% taking the
division from a loss to a $400,000 first year profit.
Directed business development efforts to share fulfillment and records center
clients with other Meyer operating divisions which generated over $1,000,000 in
incremental revenue.
Designed a pricing matrix and customer filter to estimate prospective
client 's profitability.
Installed productivity and quality incentives for all order fulfillment
employees resulting in a 3% reduction in labor costs.
Managed all Meyer client warehouse lease negotiations and rates setting.
Negotiated leased employee contracts.
Named team leader for system-wide marketing initiative and member of
E-Commerce Steering Committee.
Directed the acquisition of Noble Records Center to strategically gain access
to the New York City market and strengthen Meyer 's market share in Westchester
and Fairfield counties.
Improved operating profits for the Meyer Records Center by 300% over two
years to $600,000. Grew the combined operating division 's profitability from
$25,000 to over $1 million.
CHAS. LEVY COMPANY * Chicago, Illinois 1989 “ 1998
Director of Operations and Merchandising
The Chas Levy Company is a leading distributor of magazines and books and a
supplier of transportation services marketing nationwide through a network of
twelve distribution centers and terminals with sales exceeding $400 million.
Reporting to the General Manager with seven direct reports managing 220
employees, had responsibility for the entire supply chain process including
forecasting, purchasing, distribution planning, circulation, local market
delivery, fleet management, common carrier selection, facility and equipment
maintenance, warehousing and retail customer services including display design.
Had indirect responsibility for operational software design and selection and key
customer operational interface.
Introduced a new product line, which contributed over $900,000 in first year
profit.
Started a new division, expanding our geographic distribution from a regional
to national scope.
Within three years, reduced shortage claims by 75% with a $700,000 annual
savings and installed productivity and quality standards with pay incentives for
every warehouse employee.
Directed six-month turn around of a newly acquired major operating division
in Philadelphia taking the operations from a $3.5 million loss to a profit.
Created a timely and cost effective delivery network from our Chicago
distribution center to Michigan, Indiana, Ohio, Kentucky, Missouri and Iowa,
which allowed us to add $40 million in sales.
Directed the conversion from an in house to an outsourcing of our MIS
software, which reduced our cost from 7% to 3% of net sales.
Pioneered RAMP (Returns Automatic Magazine Processor) Technology, which is so
accurate that most accounts accept our return, credit and save their store
labor.
Directed enhanced electronic services including EDI of invoices, statements,
credit memos, UPC information, credit memo detail to customers, publisher
affidavits, publisher allotments, bulk sales history to publishers and adjustment
of store draws by retail management, all of which take huge amounts of
transactional costs from both publisher and customer relationships.
Moved the Company and Teamsters away from pattern bargaining the
contract, which allowed the Company to consolidate 16 routes saving over $1.5
million in operating expense.
BERCOR, INC. * Des Plaines, Illinois 1985 “ 1988
Senior Vice President, General Manager
With 860 employees and distribution facilities in five states, Bercor operates
as a $178 million manufacturer and distributor of diversified consumer products
to the leisure and electronic market. Reporting to the COO, was responsible for
Central and Eastern operations and business development with operating divisions
in Chicago and Kansas City.
Coordinated all legal and financial aspects o two acquisitions. Quickly
started up a new operation, which included recruitment of staff, contract
negotiations, system and procedures and marketing planning. The start-up
generated immediate incremental profits of $300,000.
Directed the marketing and operational activities of the Tash Division, a $37
million operation with full P & L, responsible for the Eastern half of the United
States. The division posted a $700,000 profit “ a 600% increase. Another start
up venture contributed $23 million in incremental business.
Career Keywords: distribution, logistics, supply chain management,
manufacturing, operations, general management, P & L responsibility, strategic
planning, budgeting, statistical and financial analysis, marketing, CRM, customer
service, sales, ACT, new markets, new products, acquisitions, metric driven, KPI
's, best practices, benchmarking, TQM, e-commerce, fulfillment, operations,
relocation, white glove, HV goods, I & O, production planning, forecasting,
materials management, vendor management, vendor performance tracking,
procurement, S&OP, CPFR, VMI, facility management, plant management, NFPA, public
warehousing, consumer products, electronics, apparel, general merchandise,
automotive parts, food products, chilled and frozen, perishables, sanitation,
food grade, HazMat, documents and magnetic media management and storage,
periodicals, books, leisure time activity products, 3PL, third party logistics,
private fleet, dedicated logistics, carrier negotiations, DOT, multi-site,
multi-state, retail, B to B, catalog fulfillment, B to C, import “ export, pick
and pack, packaging and assembly, union and nonunion, systems, LEAN, Toyota
Production System, Value Stream Mapping, 5-S, LMS, engineered standards, ISO
9001, WMS / TMS / LMS / ERP / DRP / MRP, automated material handling, process
analysis, RF, barcode, dynamic routing, GPS tracking, routing optimization,
startup, expansion, warehouse start-ups and moves, faci |
