Alain Perez

• Tracked and analyzed expenditures to deliver budgets and financial reports
• Coordinated with managers and departments to interview new personnel and recognize excellent performance
• Conducted staff performance evaluations to monitor progress and individual skills
• Collaborated with project and department leaders to develop and implement improvements to operational efficiency
• Delivered comprehensive training to maintain compliance requirements
• Worked with management team to improve workflows and eliminate unnecessary tasks
• Negotiated and reviewed contracts, rates and terms with current facilities and suppliers.
• Collaborated with other departmental leaders to establish organizational goals, strategic plans and objectives.
• Read through contracts, regulations and procedural guidelines to verify comprehension and compliance
• Regularly meet with vendors on projects for remodels to the buildings and departments.
• Assigned work and monitored performance of project personnel
• Interviewed prospective employees and provided input to HR on hiring decisions
• Provided leadership, insight and mentoring to newly hired employees to supply knowledge of various company programs.
• oversee repairs and scheduled maintenance of company equipment and systems
• Organized staff by supervising daily operations, developing work schedules and assigning specific tasks

Worked in W091 Receiving Department for 1 year.

• Opened and checked deliveries to verify contents and resolve issues with vendors promptly
• Consistently met company and department objectives within budget and time constraints
• Managed day-to-day receiving operations, monitoring incoming deliveries and overseeing the schedule of the deliveries to ensure that the loads from the Depot come in at the right time to get the freight on the floor
• Handled departmental scheduling to maintain proper staffing for shifts
• Coordinated and monitored inbound water and paper deliveries, keeping the warehouse fully stocked but managing the space so we would not refuse Depot loads
• Set up the steel for paper goods based on sales History by item
• Created new spots to merchandize the water pallets to have 2 full loads on the floor and add additional space to the steel for other product
• Only location that didn't push of Depot loads when all locations were full and refusing to unload trailers
• Created a plan to add space to accomplish unloading all Depot loads, by consolidating all partial pallets in the warehouse steel, and all non sealable items as well
• Created additional checks and balances to ensure that we reduce shrink in the building. Double checking wine deliveries and other merchandize
• Organized the forklift binders and met with crown lifts and Deka Battery to maintain and replace all wires and battery components, covers on the equipment.

• Led, planned, and organized all departments in the Depot from 2000 to present day as staff Manager.
• Shipping Wet 3 times
• Planned and executed a different approach to loading, to save on outbound freight cost, service the warehouses, increase productivity, weight and cube averages, and pounds and cube per hour
• From period 8 to 13 fiscal 2018 increased average weight over 4.5%, 3.1% more tonnage and -1.3% less outbound trailers and 7.7% more on sales per trailer! Periods 1 and 2 fiscal 2019 we are up over 6.8% in weight and 9.8% sales per trailer
• Met the outbound freight cost goal for 2018
• Improved on pounds per hour by 500 for fiscal 2019
• Improved on pounds per hour by 5.6% to 4,501 versus 4262 for fiscal 2020 period 1-8
• Payroll was down 3 basis points in Fiscal 2018 over 2017 fiscal year
• Payroll for Fiscal 2020 is at .26% and trending down
• Fiscal 2020 Pounds are up 4.3% 46.8 Versus 44.8 for FIscal 2019

• First in the company to set up mobile drug testing for the fleet, (2008-2009). This later was applied to all fleets and eventually the whole Depot system
• Analyzed the operation to see where we could determine areas of cost reduction, productivity improvements
• Implemented policies, objectives, and activities to ensure a maximizing of returns on investment, to increase productivity and add to the bottom line! The first time in fleet, organized and created the companies' first fleet safety committee! Which became mandatory after a major accident a year later. The format that we used was implemented for all fleets at that time!
• First fleet in Costco to reach 6 (MPG) in 2009 I shut down the extra fuel tanks and only used the necessary gallons based on our fuel usage
• Implemented a day shift in WPB when we ran only at night in that time period, and all prior fleet managers said it was impossible to run a day shift. This later led to same day wets and not having to buy additional equipment
• In 2006-2010 negotiated the lowest fuel adder with S&B fueling and later with Streicher Mobile Fueling. (.10Cents)
• Second time back in fleet we had the highest percentage of profit increase out of all the fleets! Maintained a CPM under $3.00 with absorbing the cost to implement Market Direct and support Return Center with no additional income
• Planned strategically to give back rental equipment and Tractors based on business needs to save the company money by adjusting schedules and deliveries!
• Researched and found companies that would manage our DOT files, This led to signing a corporate contract with Kelmar
• Collaborated in development of fleet procedures. with the other fleet managers to standardized our fleet
• Negotiated contract for our trailer cleaning for the lowest charge in Costco fleets at the time $7 per equipment!
• Established a different standard for our tires in WPB of 4/32's versus 2/32's on the drives, and 6/32's versus 5/32's on the steer tires
  This was implemented with Penske for WPB, Monroe and Michigan Fleets
• Recognized for the fastest deliveries to open a new building
  We delivered 35 loads in a weekend which led to the opening success of less than 10 days!
• Improved profit margins by streamlining operations and workflow and negotiating competitive vendor contracts.
• Studied and changed fuel companies 3 times resulting in a 36K a year savings in the fuel adder!
• Negotiated terms with our DEF provider and reduced the charges on consecutive years from $4 per gallon to $2.75
• Set up a tracking system for our fuel expenses to check the the invoices for accuracy
• Coordinated payroll, manpower projection and data entry while scheduling staff, overtime and vacation hours to optimize productivity
• Ordered and set up the Volvo's spec to be able to run overweight loads
• Helped and worked on fleet analysis for many of our fleets until we standardized a format for all fleets
• Met with The Vice President of Bowman trailers to rent brand new Hyundai trailers brought over from mexico. Which led to our company buying the Hyundai trailers for all fleets
• Sustained safety protocol by coordinating team meetings and sharing best practices to mitigate hazard opportunities.
• Supervised driver information, including estimated time of arrival and planned time of arrival, which helped in all delivery scheduling
• Supervised employees to ensure optimal productivity in all job tasks and duties

Shipping Dry 3 times

• Established and implemented new loading guidelines, the standard was to load, weight and cube was not a priority!
• Implemented that loads would only be ordered if they met a cube of 3000 and minimum weight 46000 lbs at the time.
• Today our standard or benchmark is to try to load at 3200 cube for all loads.

Receiving Dry 3 times

• Organized and planned with the Assistant manager to run freight to the lanes
• Conducted a study of pounds per pallet jack and forklift
• Never had a late charge for going over 2 hours in any of the times that I oversaw receiving dry

Receiving wet 3 times

• Instrumental in setting up the build a pallet area in receiving when it wasn't a major focus for the whole company
• 2nd time on the wet side, Implemented to run the wet side just like a dry depot and flow the freight and ship at the same time
• Never had a late charge for going over 2 hours in any of the times that I oversaw receiving wet

Admin and Maintenance

• Met with vendors and companies and established many service contracts that we still use today
• negotiated rates to have Med Express work with our building and our fleet department.
• Researched companies for our landscaping and environmental cleaning
• Streamlined appointments by email, first in the company to accomplish this
• International: Mexico, helped Mexico open up their first chill operation
• Also traveled to Mexico for the RFID project and did a lot of the groundwork and collected stats that led to the US Depot system to continue to research and head in the direction to test and implement the RFID
• Worked to help advise and streamline the Mexico operation
• Wrote recommendations for the wet side operation that was implemented by mexico depot operations
• Coordinated payroll, manpower projection and data entry while scheduling staff, overtime and vacation hours to optimize productivity

Leadership and Development

• People Development, worked to develop self through leadership seminars and many books on leadership
• Continually develop supervisors for the last 10 years using the developing the leader within you, 5 levels of leadership books, which
• Part of the people development team working to develop all of the depot system
• Chosen as one of 4 a member committee to oversee the people Development program for the Depot System