Matthew Janowski

Planned and implemented a new floor plan, including install of new cantilever racking improving floor space by 20%.

Collaborated with IT to adjust WMS system to fit the new floorplan creating a 10%, as measured by KPI tracking, increase in efficiency.

Conducted continual training for FMCSA compliance to make sure drivers were in federal and company compliance.

Optimized warehouse crew training through new SOP and guidance.

Developed new equipment training techniques to reduce operator accidents by 11% and disqualify temporary operators sent by agencies.

Sourced a new watering system and implemented new schedule policy to improve equipment longevity and reduce inefficient employee workflow.

Identified inadequate surveillance system and cooperated with vendors on improving visibility, angles, and file storage to better prevent issues, and aid in investigation.

Individually maintained and conducted current and bi-annual certifications for operators.

Conducted weekly meetings with Operations staff to establish new, and review current safety policy for 85-100 associates in a 1.6 million sq ft facility.

Coordinated with HR to implement a comprehensive health plan during COVID to keep employees safe in the working environment.

Eliminated an inherited 6 figure inventory deficit by arranging product in the current space to improve picking, put-away, and inventory efficiency leading to a reduction in incorrect product being shipped and the need to airfreight product.

Introduced supervisors to the employee heirarchy and developed them to run the daily SOP allowing me to focus on bigger picture tasks to move the company forward including acquiring a paper company as a second customer for the 3PL.

Created policy to ensure labels were facing out on each side and photographs taken of each pallet, side, and container loaded. This further reduced the cost of shipping disputes upon arrival to Poland in 4-6 weeks.

Co-ordinated with Polaris' European (Poland) production plant daily to identify their needs to maintain the 4-6 week container lead time without halting their production schedule.

Sourced a new trucking company to delivery containers to the port when the old company failed to meet expectations. Cost and scope were negotiated individually, with final approval coming from the Regional Manager

Introduced a full quarterly inventory count schedule. This included spot checks in previously counted areas to mitigate loss.

Maintained and implemented the Roadnet driver routing and tracking software database to improve delivery times.

Developed relationships with customer accounts to prevent outages at their establishments and correct errors in a timely fashion.

Introduced one-on-one meetings on a weekly basis to discuss performance and skill review for warehouse associates.

Introduced the VoicePick WMS system and educated all associates on the use of the system to procure customer orders.

Introduced staging SOP for more efficient use of container space and secondary order checking.

Used Non-CDL 16ft and 26ft box trucks to delivery products to customers in a timely manner.

Pulled customer orders for the next day and planned the loading of the truck to match the routing.