Chris LaViola

Worked with global logistics team and regional teams worldwide to improve inbound and outbound logistics functions by implementing transportation management systems and integrating EDI connections with carriers. Integrated business units with MercuryGate TMS as well as E2Open TMS in order to streamline logistics processes to include parcel, ground, air, and ocean freight as well as invoice audit systems. Acted as project manager for multiple process improvement program implementations for sites in the US, Mexico and Israel leading teams of over 10 employees from multiple countries. Created a powerbi dashboard to track team KPIs and logistics performance. Created work instruction documents related to new process improvements to be used by Jabil employees and customers.

Worked in AFE department until January 2021, where I let a team of over 100 associates with over 50 direct reports through prime week and peak season. Wrote training guide, including labor plan, for both AFE departments and all 4 shifts in order to ensure proper cross training within departments going into peak season 2020. Worked closely with and trained problem solve team in AFE which consistently posted fewest shipment misses in the building. Moved to outbound ship dock in Jan 2021, taking over the lowest rated team and improving to one of the top cost teams, being competitive with other shifts in all KPIs for department within 3 months. Direct reports consistently top producers in their departments, with AFE team being top 3 in productivity for Q3 and Q4 2020, and dock team being top 3 in Q1 2021. Led dock team as senior L5 leader through peak 2021 season, training 6 new area managers from Q3 2021-Q2022 as well as 4 new process assistants.

Promotion to test kitchen store to help improve sales and public opinion of location. Part of transition team helping to convert acquired stores in New Mexico and Arizona. Trained management and staff on speedway standards and processes, as well as assisting customers with new systems and acting as liaison between store management and Speedway personnel. Cut store shrink from over $150/day prior to taking over to under $40/day in 6 months. Consistently top 3 in region for selling goals, achieved 1st place in division and 8th place in company. Increased store margin by $15,000

Increased net income by 150% for 2018. Increased cooler item and beer sales by over 20%

Achieved first full pass on corporate inspection since store became Speedway.

Obtaining partnerships from local companies, fund raising, and networking

Created posters, message boards, and slide shows for internal marketing Managed food orders for corporate visitors and internal rewards Completed data entry for human resources

Worked overnight as cashier. Duties included customer service, cleaning the store, front and facing products, and stocking shelves. Trained new employees

Placed in and handled highly stressful situations -Trained new personnel -Assisted base operations through direct contact with visitors -Supervised personnel in completion of tasks -Trusted with confidential information and in access controlled facilities

Sold new and used vehicles Maintained customer satisfaction standards Prospected new customers Retained current customers Followed up with customers to ensure satisfaction

BS in Business with a concentration in Management

President of Student Veteran's Association Dean's List Received certificate of appreciation for participating in a faculty seminar discussing interdisciplinary courses.