Antonio Vereen

• Promoted to lead a distribution site managing 30 programs that provide direct support to U.S. military forces, allied forces, and major defense Original Equipment Manufacturers (OEMs).
• Effectively turned around underperforming Key Performance Indicators (KPIs) by identifying improvement areas and implementing actionable solutions.
• Managed and supervised administrative and daily program operations, complying with policies and regulations.
• Effectively restored customer relationships and actively engaged stakeholders through clear communication and collaborative initiatives.
• Developed strategic plans, setting clear objectives and achievable milestones for the team while consistently meeting plan.
• Managed cross-functional teams for successful project completion within deadlines and budgets.

• Led the Marine Helicopter Service Company (MHSCo) program in support of Lockheed Martin. Oversee all 3PL operations (i.e. warehousing, shipping/receiving, and repair inventory management) shipping material to Original Equipment Manufacturers (OEMs) and globally to the U.S. Navy.
• Supervised operations staff and kept employees compliant with company policies and procedures.
• Conducted regular performance reviews, identifying areas for improvement and developing action plans to address them.
• Managed inventory and supply chain operations to achieve timely and accurate delivery of goods and services.

• Oversaw department for a regional grocery organization with average sales of $100,000/week.

• Managed 13 employees in the largest grossing department in the store: coordinating with vendor representatives, ordering, inventory, day-to-day operations, and staff management. Regularly serve as duty manager over store operations for all departments.

• Reduced inventory write-off by more than 15% in the first four months of tenure.

• Ensured daily operational excellence, including oversight of supply chain management, customer service, and backroom operations; responsible for approximately 60% of the store's overall items.

Monitored revenue, losses, and inventory to ensure store goals were consistently met; overhauled inventory procedures to account for 98% of inventory during tenure.

• Directed daily operations; monitored back-of-house operations for consistent sanitation, food quality,and presentation in a high-volume retail environment.

• In the absence of a store manager, effectively owned increased responsibility. Completed deposits,inventory control tracking, invoicing, and accounting.

• Managed the annual caseload of four at-risk middle and high school males in a residential setting. Contributed to the improvement of academic performance and life skills, resulting in three males successfully returning to their families.
• Performed periodic inspections of the facilities' $200,000 worth of inventory; developed corrective actions; and trained other employees on quality control procedures.

• Provided logistical support with the organization's vehicle fleet; maintained maintenance records; and issued basic and supplemental equipment for eight vehicles valued at over $120,000.

• Accomplished the stand up of the 3,000 square foot facility with a staff of five personnel in 30 days of a 60 day inception date.

• Acted as the liaison with the landing gear service facility, developing a production schedule to execute the repair of over $3.8 million worth of inventory.

• Coordinated with government transportation entities to ship with less than truckload (LTL) and truckload carriers for global order fulfillment for over $174 thousand worth of repaired parts to date.

Managed 21 personnel in 4 functional departments: materials management, inventory control,warehousing, and transportation. Responsible for Profits & Losses (P&Ls), Key Performance Indicators(KPIs), leadership and continuous improvement initiatives.

• Rebuilt an underperforming program over the first 120 days to quickly exceed a performance assessment report and score an "exceptional rating" for the duration of the contract.

• Responsible for Profits & Losses (P&Ls), Key Performance Indicators (KPIs), organizational leadership, and continuous improvement initiatives.

• Consistently led the efforts to stay above 95% on all of the client's Key Performance Indicators (KPIs) for the past two years.

• Achieved an inventory control accuracy of 99% or higher for two years by implementing an inventory system flexible to the high demands of the customer.

• Utilized lean initiatives and redesigned the warehouse floor plan, increasing productivity by 15%, which in turn reduced delivery or pick up by the customer from 48 hours to 12 hours.

• Directed the logistical operations that supported a transportation management organization of over 300 personnel; facilitated

• Maintained accountability of property valued at over $35 million dollars; distributed down to 4 separate organizations operating from the United States and overseas locations.
• Provided technical guidance in areas of supply chain management; spearheaded continuous improvement practices to exceed organizational objectives by 20%.• Lead project manager for the revamping of the standing operating procedures for all