Joe Hunter

-Built strong relationships with Private Labeled Vendors by being the primary liaison between them and Sales. -Collected and updated product information to ensure a consistent and reliable customer experience. -Forecasted inventory needs by analyzing historical sales data and projected market intelligence. Led bi-weekly inventory meetings with Senior Leadership to share findings. -Quoted custom sourcing opportunities by understanding customer’s desired specifications and partnering closely with vendors. For large bids, cross referenced competitive products to help Direct Supply capture new business.

- Ensured suppliers are meeting agreed upon expectations for fulfilling orders and handled post-sale issues. - Served as the primary liaison between our customers and suppliers, making decisions about our customer concerns and fulfillment management to drive service and quality. - Developed a delayed products report for a supplier which led to a reduction in backorders by 42%.

-Managed a team within the receiving department to ensure individual daily activity requirements and the company’s key performance indicators were met to promote a safe and dynamic work environment. - Led diverse projects through effective communication and time management which resulted in an increased throughput of received material by 22%. This resulted in increased on-time sales and allowed internal partners to receive materials quicker which resulted in higher productivity. - Ensured accuracy of inventory levels and managed external vendor purchase orders utilizing SAP. - Communicated cross-functionally to verify inventory accuracy and to prioritize material put away for production to expedite key customer orders. This caused orders to ship timely and accurately which helped foster good relationships with customers. - Created performance reviews and evaluated team members on specific criteria to ensure company policy was followed and goals were exceeded.

- Co-lead various Kaizen Events, identified waste reduction, and implemented 6S to support the Lean initiative. - Redesigned warehouse to accommodate for small, high volume products by reducing footprint, reducing picking time and reducing errors. Results included increased productivity and 80% of highly sold products condensed into one aisle with replenishment access and abided by FIFO. - Prioritized and grouped faucets into product families in warehouse to reduce lost and miss-picked material. Saw 53% improvement on pick time and cost out of $56,000 in faucet write offs yearly. - Created and updated SOPs for various positions in shipping department. - Built an improved packing line to align with takt time, reduced labor requirement by ½ an operator, and achieved annual cost savings of $45,000.

Founding member of Eco-Club, with a main focus to bring green initiatives on campus. Cardinal Stritch University Men's Volleyball team (Captain). Member of Circle K international