Zach Manni

· Executed network level change for non-conveyable sortation packages at 8 AMZL sites, budgeting in total $2.5M, providing fungibility to solve up to 5% overflow volume

· Provided oversight and execution in pilot launch of sort aisle standardization at 3 AMZL sites, resulting in attainment of 118k additional packages during Prime Week 2023.

· Deployed new 12-bag pick carts at 3 AMZL sites leveraging support from multiple stakeholder teams to ensure successful launches. These new carts reduce the quantity of tiers from the previous models, resulting in a reduction of MSD injuries by 42%. In addition, the 12-bag cart solution provided a week over week improvement of 2% in pick PPH as well as a 30% reduction in carts per route. Managed a budget of $3.5M in total for the 3 pilot sites.

· Owned and outlined an expansion plan of 12 bag pick carts in preparation for a network roll out of 105 AMZL sites in 2025.

· Conducted daily debriefs with site leadership reviewing shift planning inputs based on capacity derived from attendance percentage and historical rate performance.

· Implemented quality focused initiatives through UTR assignments of ownership, resulting in a 77% improvement of Delivery Estimate Accuracy as well as a 56% improvement of DSP On Time Dispatch.

· Daily volume and capacity forecasting to ensure site alignment with rate and TPH commitments across NA network.

· Lead a team of 250 hourly associates and 4 salaried Area Managers to processing network record setting volume in Q4 2022. Site processed weekly volume of 850k resulting in top 3 status in NA.

· Drove DGR3 site TPH improvement by 4% through analytical deep diving of planned vs actual data, adjusting shift planning to align with 2% improvement for individual process buckets week over week.

· Partnered with WHS team to organize and conduct weekly site ergonomic audits, generating an 18% reduction in slip, strain or injury by first aid injuries.

· Led DDT1 cycle 1 sort operation, over a 3-month period improving stow productivity by 67% (120 units per hour increase), resulting on average $24,300 in quarterly savings.

· Reconfigured DDT1 safety management layout, specifically outlined new zones on station floor accommodating to social distancing guidelines during covid pandemic, leading to a 17% increase of proximity safety outputs (#1 in region for 2020).

· Implemented “middle of the pack” program at DDT1/DGR3, specifically diving deep through historical data to identify daily coaching opportunities for associates achieving rates 50-75% to benchmark standards. Improved this focus group of DGR3 associates stow rates by 9% (18 UPH increase) in a span of 1 month resulting in savings of $2,790.

· Spearheaded and conducted presentation to North Central Regional leadership team on stow process change rollout in Q2 of 2021, outlining best practices and standard work from a self-conducted case study. Improvement findings from the project resulting in a 21% reduction of associate walk time as well as a 44% projected increase in UPH capacity.

· Managed a book of business of over 200 car dealerships as a byproduct of constant communication of email and sales calls.

· Produced extensive pricing estimates through the use of market research and trends, web based applications and consultation with experienced carriers and dispatchers.

· Ensured constant communication with United Road terminals and dispatchers to verify the location of company trucks and third-party assets in order to orchestrate shipments for my customers

· Developed my own carrier based portfolio from scratch to successfully transport customer freight across North America.

· Continuously delivered results through executing 150 calls minimum per day, with more than 50 calls to unique accounts, resulting in over $20,000 in gross margin per month.

· Strengthened negotiation skills through negotiating rates with carriers based on market trends.

· Enhanced problem-solving skills over resolving a diverse amount of issues daily with loads and carriers while simultaneously upholding customer and carrier expectations.