Alexander Prather

• Managed budget implementations, employee reviews, training, schedules, and contract negotiations.

Continuous Improvement (CI):

• Led a team of one Lean Advisor I and one Lean Advisor II
• Delivered 51 projects, generating $2.8 million in savings for customers and $842,817 in gross profit (GP)
• Conducted monthly P&L audits to identify opportunity & correct budget where necessary
• Analyzed the business, end-to-end, utilizing various different methodologies to identify opportunity

Operations Management System (OMS)/Labor Management System (LMS):

• Managed a team comprising one Lean Advisor I and three Lean Advisor IIs
• Implemented gate processes, achieving 434 daily continuous improvements and completing three ongoing gates

Training and Development:

• Oversaw Leadership & Development and Associate Experience programs, managing two Training Managers and five Training Supervisors
• Launched an enhanced Leadership & Development Skills Assessment, aligning with leaders’ needs and managerial feedback
• Guided over 100 leaders through certified course portfolios
• Revised onboarding processes, reducing costs by 8 hours per employee and saving ~$30k annually

Health, Safety, and Environment (HSE):

• Directed a team of one HSE Manager and four HSE Supervisors
• Developed comprehensive emergency response plans and implemented HSE policies
• Conducted risk assessments and created annual action plans for mitigation

Quality Management:

• Ensured compliance and maintained high-quality standards across operations

Vendor & Contract Management:

• Managed contracts for security, cleaning services, fire alarm protection, and waste management.

Continuous Improvement (CI):

• Delivered 34 projects, achieving $1.17 million in savings and generating $350,718 in gross profit
• Conducted monthly P&L audits to identify opportunity & correct budget where necessary
• Analyzed the business, end-to-end, utilizing various different methodologies to identify opportunity

Operations Management System (OMS):

• Implemented gate processes, leading to 233 daily continuous improvements and successful completion of Gates 1 & 2.

Order Resolution & Aged Order Management:

• Managed team operations, achieving 99% on-time shipping KPI
• Directed labor planning during steady state & outbound peak seasons and collaborated with inventory control to ensure timely and complete deliveries
• Empowered employees to take ownership of their responsibilities, leading to increased accountability and improved performance outcomes.

Peak Planning:

• Led cross-functional teams in peak season preparation, collaborating with departments including Outbound, Inbound, HR, Facilities, and more
• Acted as the primary contact for peak planning and customer relations, overseeing scenario planning for volume, hiring, and cost management

Continuous Improvement (CI):

• Established a Continuous Improvement program, creating organizational structures and hiring teams
• Developed program strategy and governance, managing gain share contract components.

ASOS

• Account Start-Up: Contributed to the launch of ASOS operations by developing and supervising various Inbound and Outbound departments, including Pick, Pack, Consolidation, Order Resolution, Aged Order Management, Shipping, Query, Waving, Production Planning, and Production Flow
• Managed daily operations for optimal performance, ensuring smooth workflows and timely completion of tasks.
• Standardized flow management and wave strategies, enhancing workflow efficiency
• Aged Order Management (AOM): Developed & standardized our AOM process flow, improving resolution times
• Implemented pick zone management logic, reducing order picking errors and increasing accuracy
• Improved cart turn management and introduced the consolidation closer role, standardizing research processes and increasing consolidation capacity
• Facilitated the implementation of international shipping protocols, expanding global reach and improving delivery timelines

Duracell:

• Played a key role in the start-up of contract packaging operations at the Duracell site

Keurig:

• Successfully supervised and managed contract packaging operations at the Keurig site within the first five months of employment, achieving an average departmental profit margin of 27%.