Steven Batchelder

As a logistics coordinator we control the dock. we are the managers of the shipping dock. We Manage four loaders, two yard drivers, and seven palletizers daily. In our warehouse during our peak season, we ship 300 truck loads a day which translates to approximately 6000 pallets in a 12-hour period. I oversee it is all done safely, accurately, and quickly. Our goal is to get each truck loaded in less than 60 minutes, this requires sending and replying to emails, keeping tack of orders that have checked in and the time they’ve been checked in, this ensures that I have everything to pass to the loaders or palletizers to get the orders out of here. We also must make sure that our drop loads are loaded on time, this requires contacting carriers for trailer inventory, changing loads to live loads when carriers can’t fulfill needs, managing time and space, which department will be more successful in getting the orders completed more efficiently, and manage the inventory to ensure that we have the product we need ready for each load, doing this keeps the product to the customer faster and makes it easier for our carriers. Another goal is to have few to no live loads loaded late, we must manage our time and track the drivers from check-in to check-out, keep in contact with carriers and our transportation department to keep track of changes to orders and newly added orders, also to make sure loaders and palletizers are aware of departure times, doing this keeps orders moving and product leaving the facility and arriving to its destination on time. We must hit our goal for pallets loaded by our palletizers. This requires us to work closely with the production department that the palletizers are under, we must stay in contact with managers and keep the orders in the ideal location to make them as easy as possible for them to load. This is important because it is the most efficient process to get the product to the customer and it has a large very large effect on our other KPIs. Lastly, we must make sure we hit our pallets loaded per hour goal, this requires us to manage hours for all areas in the department, create a daily strategy for orders to go to the door to facilitate loading of trailers in a timely manner, and work with the production department to get support from the palletizers which significantly effects this. For the year we have met or exceeded all our KPIs for the 2024 year. I have worked hard and have become the go to DC on my shift for the leads and managers.

• Acted as the lead palletizer, whom maintenance and management would come to for questions on palletizer specifics, and who would take charge in times of need.
• Developed and honed benchmarks for the line 2 palletizer that helped the line go from one of the worst-running lines to the number-one line in the nation.
• Worked with maintenance to develop the benchmark specifications for all the lines of the palletizer machine.
• I helped write a manual for Nestlé’s use of the Visitrak warehouse management software, which was shared with the company and used in the other facilities that utilized the software.
• I was a Nestlé-certified forklift trainer who led classroom and on-the-job training.
• Branched out and learned multiple jobs to increase my understanding of our business. As a palletizer, I completed the training for raw material tech, injection utility, loader, and inventory utility. This allowed me to utilize my skills to be more of an asset to the company.