NATAKI DAVIS
Pooler
Summary
Strategic and results-driven Senior Change Agent with over 30 years of global expertise in Supply Chain and Operations Management leadership, specializing in Lean strategies across diverse sectors including 3PL omni-channel, medical consumables, wholesale distribution, and automotive industries.
Overview
12
12
years of professional experience
Work History
SR. DIRECTOR, OPERATIONS CONTINUOUS IMPROVEMENT
NFI INDUSTRIES
Port Wentworth
03.2023 - 12.2025
- Developed and implemented Lean Strategies to maximize organizational efficiency, effectiveness, and profitability.
- Led cross-functional teams in developing continuous improvement events/Kaizens via NFI's One Program across all Transload facilities. One Event held per Quarter in identified savings of 6% annually.
- Implemented Labor Management Solutions within Operations for Cart and Clamp Hourly Labor, reducing labor costs by 3.4%. Developed framework for pay for performance model, estimated at additional 6% in labor saving due to increased productivity.
- Developed Damage Claims Database that captured RCA (Root Cause & Corrective Actions) to apply best practices to improve load quality within all facilities, reducing damage claims paybable to customer by 3%.
- Led Project Management Initiatives for WMS Integration, New Customer Start-ups, and Visual Management Controls.
- Developed Automated BI-Dashboard for Operations Internal and Customer KPIs that improved Customer Satisfaction by 8% points.
- Oversaw budgeting processes and ensured fiscal responsibility was maintained throughout the year for assigned Cost Centers.
- Evaluated training needs of employees based on job roles and responsibilities, developing visual work instructions and audit controls that resulted in 13% improved quality accuracy with customers.
DIRECTOR OF WAREHOUSE OPERATIONS
NFI INDUSTRIES
Chino
05.2021 - 12.2025
- Responsible for leading operations staff at site distribution centers (5) in corporate policy, procedures and operating systems.
- Accountable for Operations P&L, productivity, staffing, budget management, team goals, mentorship and development.
- Modeling and Promoting Culture that exemplifies NFI Company Values of Family, Integrity, Safety, Customer Commitment, Teamwork and Social Responsibility.
- Management of team to internal and customer KPIs and service level agreements.
- Collaboration with Account Management and Engineering team on new business opportunities.
- Planning and Implementation of new business/start-up Operations and continuous improvement initiatives.
- Key Accomplishments: Implemented Daily Accountability Metrics, Gap Analysis and Corrective Actions that improved picking productivity by 35% in less than 30 days.
- Improved Time and Attendance by deploying schedule change that reduced overtime expenses by 20%.
- Initiated Inventory Control process and procedures that improved inventory accuracy by 7%.
- Accelerated Labor Management program, reducing gap time under company national average in 30 days; achieving 82% average utilization.
- Implemented SAAG board establishing hourly goals by shift, improved customer order turn time by 35%.
- Executed Direct Putaway, Interleaving and Dynamic Reslotting programs to drive site throughput efficiency improvements by 25%.
- $4B TRANSPORTATION & LOGISTICS PROVIDER
- Led operational strategies across five distribution centers to enhance efficiency and service delivery.
- Developed and monitored key performance indicators to ensure alignment with corporate goals.
- Implemented training programs that enhanced employee skills and contributed to team productivity improvements.
- Executed cost-saving initiatives across warehouse operations, reducing overall operational expenses by 15%.
- Established and maintained strong vendor relationships to ensure timely delivery of materials and services.
- Directed safety initiatives that resulted in a 30% reduction in workplace incidents over two years.
- Optimized warehouse layout and workflows, improving picking and packing efficiency by 20%.
- Conducted regular performance reviews with team members, fostering a culture of accountability and growth.
- Championed technology integration efforts that improved inventory tracking and management systems.
- Collaborated with cross-functional teams to streamline logistics processes and improve customer satisfaction.
- Implemented an employee engagement program that increased retention rates by 25%.
- Managed budget oversight that maintained operational costs within 5% of projections throughout the year.
- Performed regular audits of existing inventory systems and processes.
- Scheduled maintenance activities for material handling equipment.
DIRECTOR, SUPPLY CHAIN SITE OPERATIONS
GXO LOGISTICS
Perris
03.2020 - 05.2021
- Reporting to Vice-President of Supply Chain, Site Operations; Accountable for Third Party Logistics strategic execution and management of Omni-Channel site Logistics, Distribution and Order Fulfilment for global retail customers.
- Responsible to promote and foster XPO culture and core values, financial P&L and providing overall vision, direction, development and leadership to 400 site associates.
- Accountable for site facility, equipment, systems, hardware, security and staffing ramp-up for all customer channels.
- Led Project and Site Teams for 'greenfield' 3PL start-up for global customer site retail, promotion and e-commerce distribution operations.
- Key Accomplishments: Flawless 'Go-Live' Operations Execution for retail channel distribution using self-established Warehouse Readiness Process (Crawl, Walk & Run).
- Staffing and training of all salary and hourly positions to developed work instructions three weeks prior to deadline ('Go -Live' Event).
- Developed and executed corrective action plan to achieve certificate of occupancy and high pile storage permit approvals from city to operate site.
- Implemented manual picking line to bridge the gap on productivity from robotic high-volume picking equipment, increasing customer order fill by 12 percentage points.
- Collaborated with Human Resources/Recruiting/Staffing Agencies to execute strategy to ramp-up and retain associates during peak period.
- Added 2nd Shift Receiving to improve dock to stock KPI to achieve customer service level agreement of 98%.
- Achieved zero Covid cases at site by coaching management and hourly associates to company, local and federal guidelines.
- Mitigated P&L forecast risk by negotiating seasonal peak and covid cost sharing with customer.
- ($17B TRANSPORTATION & LOGISTICS PROVIDER)
DIRECTOR, ORMCO GLOBAL SUPPLY CHAIN & DISTRIBUTION
ORMCO CORPORATION
Pomona
06.2018 - 03.2020
- Accountable for material supply stability and working capital optimization for the Ormco global medical business platform.
- Responsibilities include developing and implementing short and long-term materials management, logistics and distribution strategies that support company growth objectives and continuous improvement initiatives.
- Providing visionary leadership at 5 global distribution locations (US, Mexico, China, Russia and The Netherlands) and development and growth to 5 direct reports and over 100 indirect associates to meet or exceed company KPI objectives for OTD (On-Time Delivery), Fill Rate, Inventory Turns, and Operating Profit.
- Using the Shingo Model to Lead the team in Engagement, Performance, Policy Deployment and Continuous Improvement (Kaizen) Initiatives.
- Key Accomplishments: Restructured team from task focused to product focus for improved internal customer support.
- Integral part of distribution consolidation of two locations that saved the company 28% annually.
- Expanded PSI (Production, Sales and Inventory) Process to include global collaboration from Manufacturing and Sales, mitigating potentially 8% decline in customer OTD (On-Time Delivery).
- Maintained year-end inventory budget, while fulfilling working capital needed for unplanned New Product Launch and bridge build for manufacturing transition.
- Successfully Redeployed Dynamic Kanban into distribution center, increasing OTD by 18 points.
- Created layered process audits to sustain Kanban Culture and Commitment in distribution operations.
- Led two Kaizens that improved packaging/kitting cell productivity by 7%.
- Initiated collaborative forecasting & blanket PO process with key vendors to reduce average lead-time by 5 days.
- Created 'Supermarket' concept for Packaging/Kitting cell, reducing stockouts by 5%.
- ($3B MEDICAL DEVICES AND CONSUMABLES DIVISION)
VICE-PRESIDENT OF GLOBAL SUPPLY CHAIN & OPERATIONS
TRENDSPOT INC.
San Bernardino
03.2014 - 06.2018
- Responsible for company vision, strategy and execution in global supply chain and operational excellence.
- Modeled the Way as a Catalyst in Supply Chain and Operations Visionary Leadership and Company Core Values.
- Company executive ambassador for change management and continuous improvement in processes and procedures for flawless execution.
- Accountable for Extended Supply Chain Enterprise and Operations oversite of company locations in 5 countries.
- Provided Coaching, Mentoring and Development of team members in Sourcing, Supply Chain & Logistics, Quality, Product Development, Warehouse Distribution and Customer Service.
- Strategic management of team in supplying 'big box retailers' (Walmart, The Home Depot, Lowe's, Target, Kmart, Ace, etc.) thru global coordination of forecasting, import & order management, distribution, inventory management, and new SKU introduction for maximum order fulfillment, inventory optimization and delivery performance.
- Key Accomplishments: Developed and Executed Extended Supply Chain Material Strategy that secured $18M in incremental business in new product category for major 'Big Box' Retailer.
- Transitioned Distribution Sites to WMS (Warehouse Management System), saving over $500K annually in warehouse productivity.
- Created Supply Chain SIOP position to that reduced inventory excess/obsolescence by 32%.
- Restructured and streamlined operational best practices to maximize customer satisfaction and company productivity (17%) and growth (28%).
- Implemented Global KPIs (Key Performance Indicators) and regular reporting and visibility to maximize communications and efficiencies between various functions.
- Improved average customer in stock rate by 7% while optimizing inventory by 22%.
- Achieved 97% recovery rate on customer MBNS (Merchandise Billed Not Shipped) deductions and reduced customer shipping penalties to less than 1% of sales.
- ($50M INDOOR AND OUTDOOR DÉCOR/LAWN AND GARDEN DESIGNER, WHOLESALER & DISTRIBUTOR)
OPERATIONS MANAGER - CLOSURE SYSTEMS
BROSE NORTH AMERICA
New Boston
08.2013 - 02.2014
- P&L responsibility for closure systems operations as well as strategic and tactical management (Team: 10 salary and 110 hourly) of spindle drives and door modular systems. Integral part of Management team for plant start-up operations (Greenfield).
- Accountable for leading manufacturing, engineering, quality and logistics teams regarding all aspects of closure systems operations.
- Daily management to KPI targets (OEE, SMED, PPM, Working Capital, TPM, Delivery Performance), operating budget, capacity planning, and engineering and model year changes, etc.
- Tactical duties include meeting customer production plan, monitoring and analyzing production processes for effectiveness, achieving technical requirements and exceeding quality requirements.
- Key Accomplishments: Participated in proposal that secured plant capacity to 90% by 2016 and organized, recruited and trained work force for 2nd Shift Production Operations.
- Restructured Operator Training Program with improved Poke Yokes, Work Instruction Signoffs and Cross-Functional Skills Matrix Process.
- Improved OEE (Overall Equipment Effectiveness) targets by 7% in 2 months. Created new processes to improve MTM (Method time measurement) by 5 seconds on Door Assemblies.
- Developed escalation process to immediately address, root cause and corrective action downtime on all shifts.
- Increased customer delivery performance by 8 points, redesigned logistics concept for material flow to the line with motorized carts and flow racks, and improved hourly worker retention.
- ($5B TIER 1 GLOBAL AUTOMOTIVE PARTS SUPPLIER)
Education
Master of Business Administration (MBA) - International Business and Marketing
WAYNE STATE UNIVERSITY
Detroit, MI12.2000
Bachelor of Arts (BA) - Materials and Logistics Management
MICHIGAN STATE UNIVERSITY
East Lansing, MI08.1993
Skills
- Effective engagement and communication
- Business acumen in problem solving
- Lean supply chain principles
- Supply chain optimization
- Cross-functional leadership
- Project management
- Continuous improvement
- Team building and motivation
- Cost management strategies
- Operational performance optimization
Accomplishments
Best Start-up 2025 - Amazon Transload
Timeline
SR. DIRECTOR, OPERATIONS CONTINUOUS IMPROVEMENT
NFI INDUSTRIES
03.2023 - 12.2025
DIRECTOR OF WAREHOUSE OPERATIONS
NFI INDUSTRIES
05.2021 - 12.2025
DIRECTOR, SUPPLY CHAIN SITE OPERATIONS
GXO LOGISTICS
03.2020 - 05.2021
DIRECTOR, ORMCO GLOBAL SUPPLY CHAIN & DISTRIBUTION
ORMCO CORPORATION
06.2018 - 03.2020
VICE-PRESIDENT OF GLOBAL SUPPLY CHAIN & OPERATIONS
TRENDSPOT INC.
03.2014 - 06.2018
OPERATIONS MANAGER - CLOSURE SYSTEMS
BROSE NORTH AMERICA
08.2013 - 02.2014
Master of Business Administration (MBA) - International Business and Marketing
WAYNE STATE UNIVERSITY
Bachelor of Arts (BA) - Materials and Logistics Management
MICHIGAN STATE UNIVERSITY