Christopher Odisho

Responsible for managing 3 departments within distribution: Shipping, Receiving, and Satellite Warehouse. Oversee a team of 3 Team leaders/Supervisors and 37 Hourly team members.

• Conduct salaried 1:1s biweekly to provide feedback, coaching and development opportunities to team.
• Devised and executed business tools to improve productivity through time studies and process standardization in both shipping and receiving. Increasing producitvty by 25% in recieving.
• Implemented Gemba Walks and Gemba Boards to help monitor daily/weekly metrics.
• Mentor a high-performing team of logistics professionals, fostering a collaborative and results-driven work environment.
• Collaborate with cross-functional teams (Customer Care, EHS, Supply Chain, Quality, Trade Compliance) to develop and implement distribution processes, meeting stakeholder requirements and improving customer experience.
• Drove continuous improvement efforts that resulted in SOFT rate exceeding 90% for 6 months and contributed to the enhancement of the customer supply chain experience.
• Manage all aspects of San Diego area Warehouse Operations, including Inbound, Internal, and Outbound functions, as well as managing Satellite warehouse (Ruffin Road)

Responsible for managing all aspects of a 24/7 operation which includes a 580,000 square foot warehouse and distribution facility.

• Cost center P&L management (5.5mm)
• Monitored and maximized driver down time and efficiency by revamping start and stop times from shift to shift reducing employee down time by 15%.
• Conducted and executed Kaizen event that led to forklift reduction by 10K a month.
• Define training and development programs to confirm safety rules are followed and provide employee coaching.
• Assists with the Regional Distribution Center initiative to reduce damage and improve inventory accuracy.
• Core member of the Food Safety Team and helped implement 5 new food saftey flow diagrams.

Spearheaded projects focused on improvement opportunities for warehouse operations. Supervised the project teams to test new processes, identified risk, and provided solutions or workarounds to meet deadlines and goals.

• Operations project lead for ALPz (Automatic Layer Pick) 10MM dollar project
• Purchased and implemented “Door Buster” to promote safe working conditions in Rail.
• Established and implemented standard work and training program for 3 department.
• Structured training and development for team members across three different departments
• Acted as the Livelink DCA (Document Control Admin)
• Facilitated 5 Kaizens

Supervised a team of 35 employees providing daily direction to service both internal and external customers, across 5 warehouses (1,000,000 Square Footage) and totaling 8.5MM cases of inventory.

• Worked cross-functionally to execute process improvement initiates.
• Utilized lean principles and tools to produce cost savings and safety improvements through productivity, quality, waste reduction and improved business processes.
• Drove safety initiatives designed to reduce Severe Injury Fatality (SIF)
• Transformed the truck picking process to group picking from the traditional build to order operations.
• Partnered with Engineering teams to create reporting and zoning resulting in a 6% decrease in cost per case while changing the culture of the workforce.
• Assisted in the electric lift conversion of 3 lifts, automated guided vehicle put-away, and automated layer pick with case delivery projects.
• Reduced downtime associated with shift changeover resulting in a 14% increase in productivity.
• Facilitated kaizens for employee engagement and departmental improvements

Responsible for managing 6 union team members and 3 salaried employees. Oversaw all Food safety, GMP, and inventory management activities.

• Increased inventory accuracy through development of standard work practices
• Developed and defined KPI’s to drive efficiency and productivity.
• Reestablished and implemented food safety plan for the Modesto Warehouse
• Enhanced Warehouse GMP program by revamping audit form to help better reflect audit   findings and identify areas of improvement for each department.
• Improved year end wall-to-wall counts for 8.2 million cases of finished goods by decreasing OT used by 40%.
• Promoted lean culture by facilitating department kaizen.
• Successfully initiated and completed problem solving A3’s that helped balance workload across multiple shifts.
• Food Safety Team Lead: ensured finished product quality standards were understood and   consistently met by all departments within warehouse by implementing and   evaluating food safety, security, and sanitation programs