Anthony Phillips

I am an award-winning Professional Leader, who has a consistent track record of delivering annualized Profitability and Operational Improvements as measured through the following KPI expectations: Safety (ORI), P&L (DCPC/TCPC/EBITDA), Quality (GER), Damage (DHR), Shrink (CPC) and Retention (TO %).  I facilitate direct Leadership Accountability and Development along with Cross-Functional Team Accountability and Development to maximize Process Integrity Execution through the entire Operational Discipline Spectrum. I drive Operations, Maintenance, Inventory Control, Quality Assurance, Security, and Transportation Teams as a Hands-on Strategic Leader with the mind-set to become Best-in-Class in all 6 Critical Functional Departments.  I incorporate Servant Leadership and Change Management Principles to mature the Company Culture toward the acceptance of change in order to maintain the Competitive Edge in an ever-changing environment.  I prioritize the needs of the business to meet or exceed all Customer Satisfaction expectations while achieving Operational Excellence.     

Director of Operations                                                                     GEODIS                                                                                                June 2022-September 2023

• Managed/Directed the GEODIS Breinigsville Division: P&L LoBs, I/B-O/B Ops, QA, Facility/MHE Maint., Returns, Back to Stock, & Special Projects
• Managed 1 Sr OM, 4 OMs, 2 Asst. OMs, 14 Whse Supervisors, & 300-325 non-union employees

• Responsible/Accountable to KPIs: CM/EBITDA; SAFETY; QUALITY; SLAs; RETENTION; CUSTOMER CONTRACTS

• Managed 5 different Client Accounts based on Cost Plus, Fixed Variable, or Full Variable Transactional contracts to include: The Honest Company E-com and Retail; IL Makiage; Nutri System; and Spoiled Child 

• Exceeded CM/EBITDA targets ranging from 11%-22% per Client Account

• Exceeded SAFETY IR target .74 Actual vs. 1.8 Goal for FY2022

• Exceeded FY2022 Financial Goals: Revenue - +$2,374,386.00; EBITDA - +$380,383.00

• Improved Financial Goals YOY FY2022 vs. FY2021: FY2022 - +$3,252,6456.00; EBITDA – +$711,178.00

• Facilitated Lean Six Sigma Projects to eliminate 8 Waste Streams & to implement CI Projects to improve UPH, TPH, & CPU

Director of Operations                                                                     

American Eagle Outfitters                                                              August 2021-May 2022

• Managed/Directed the AEO Hazleton Division: P&L LoBs, I/B-O/B Ops, QA, Returns, Back to Stock, & Special Projects
• Managed 4 Facility OMs, 26 Whse Supervisors, & 950-1,000 non-union employees 

• Responsible/Accountable to KPIs: TCPU; SAFETY; QUALITY; RETENTION

• Managed fully automated 1.1M square foot facility involving the following automated components: Buemer Sortation/Diverter System; Knapp Shuttle System; ASRS Crane System; DTC & Retail Single/Multi Pick/Pack Stations; Vargo Systems Controls to include COFE/Spotfire; Cognos; Dematic

• Serviced all AEO Stores & E-com Customers in 23 Eastern States

• Shipped/Received 1.4M – 1.8M Units per week

• Managed/Executed Annual Sales of $1.2B & Annual Payroll of $30M
• Improved Annual TCPU (EBITDA) from $0.44 in FY20 to $0.41 in FY21

• Improved Peak Season TCPU (EBITDA) during November 2021 from $0.56 in FY20 to $0.49 in FY21

• Improved Peak Season TCPU (EBITDA) during December 2021 from $0.64 in FY20 to $0.51 in FY21

• Reduced Labor Hour spend in Peak Season 2021 by 50K Hrs vs. Peak Season 2020

• Implemented Lean Six Sigma Program to eliminate 8 Waste Streams & Improve UPH, TPH, CPU

Director of Operations                                                                     

Phillips Pet Food & Supplies                                                         March 2021-August 2021

• Managed/Directed the Phillips Pet Food & Supplies Division: P&L LoBs, I/B-O/B Ops, Facility/MHE Maint., I/C, Security, & QA
• Managed 1 Asst. Director of Operation, 2 Shipping/Receiving Managers, 1 Facility Maint. Manager, 8 Whse Supervisors, & 275-300 non-union employees 

• Responsible/Accountable to the following KPIs: DCPC; SAFETY; WHSE DAMAGE; QUALITY; SHRINK; RETENTION/TURNOVER

• Serviced 10,000 Independent & Franchise Pet Stores covering 6 states

• Shipped/Received on average 350K – 400K Cases per week
• Managed/Executed Annual Sales of $490M and Annual Payroll of $9.6M
• Load-leveled 80-100 Routes per Day improving OTD from 91% to 96%

• Implement Market Wage Adjustments improving Turnover from 90% to 63%

Senior Director of Operations GDC/PDC/FDC          

C&S Wholesale Grocers                                                                 January 2020-March 2021

• Managed/Directed the Robesonia Logistics GDC/PDC/FDC & DuBois Logistics GDC/PDC/FDC Divisions: P&L LoBs, I/B-O/B Ops, Facility/MHE Maint., Transportation, I/C, Security, QA, OS&D, & Reclamation
• Managed 2 Directors of Operation, 1 Facility OM, 4 Shipping/Receiving Managers, 1 CI Lean Six Sigma Manager, 2 Facilities Maint. Managers, 2 Transportation Managers, 21 Whse Supervisors, & 475-500 union & non-union employees 

• Responsible/Accountable to KPIs: DCPC; TCPC; SAFETY; WHSE DAMAGE; QUALITY/GER; SHRINK; RETENTION

• Serviced 425 Independent Grocery Stores in 8 states for the Robesonia Division

• Serviced 325 Independent Grocery Stores in 5 states for the DuBois Division

• Shipped/Received 550K – 600K Cases per week at the Robesonia Division

• Shipped/Received 275K – 325K Cases per week at the DuBois Division

• Managed Trans. Dept with 125 Class A Drivers delivering 90 – 110 Loads per Day

• Managed/Executed Annual Sales of $439M/$290M & Annual Payroll of $8.7M/$7.8M at the Robesonia Division (687K square feet) & DuBois Division (575K square feet)

• Implemented/Facilitated Governance & Continuous Improvement Committees to improve CUSTOMER EXPERIENCE; PWMs/BBPs; SAFETY; & ACTIONS on EMPLOYEE FEEDBACK

Director of Operations                                     

C&S Wholesale Grocers                                                                 January 2017-January 2020

• Managed/Directed the Bethlehem GDC Facility: P&L LoBs, I/B-O/B Ops, Facility/MHE Maint., Transportation, I/C, Security, QA, OS&D, Reclamation
• Managed 1 GM, 2 Facility OMs, 7 Shipping/Receiving Managers, 27 Whse Supervisors, & 700-725 non-union employees 

• Responsible/Accountable to KPIs: DCPC; TCPC, SAFETY; WHSE DAMAGE; QUALITY/GER; SHRINK; RETENTION

• Shipped/Received 1.5M – 1.8M Cases per week
• Managed/Executed Annual Sales of $1.36B and Annual Payroll of $19.5M with 3 Customers: Ahold (Stop & Shop (S&S), Giant of Carlisle), White Rose Independents, & Safeway within 1.2M square feet facility

• Created/Implemented Weekend Warrior Program improving weekend OTD for S&S from 92% to 98%

• Implemented Team Selection Program from an ELS Model to Case Pick Model

• Implemented/Facilitated Governance & Continuous Improvement Committees to improve CUSTOMER EXPERIENCE; PWMs/BBPs; SAFETY; & ACTIONS on EMPLOYEE FEEDBACK

• Partnered/Coordinated with Trans. Dept. to manage JB Hunt 3rd Party Driver Fleet to deliver 110 – 130 Loads per Day

General Manager Freezer                                                

Americold Logistics LLC                                                                February 2016-December 2016

• Managed/Directed the Americold (AMC) Gouldsboro (GB) Facility: P&L LoBs, I/B-O/B Ops, Facility/MHE Maint., I/C, Security, QA, OS&D, Reclamation

• Managed 1 AGM, 1 OM, 3 Shipping/Receiving Managers, 17 Whse Supervisors, 289 union employees , & 62 AMC employees 

• Managed $33M Annual Revenue Account to service over 400 Shop Rite stores

• Managed $9.6M Annual Payroll for the GB Facility

• Exceeded EBITDA P&L Goal of 24.1% by 4.8% to 28.9% via Labor Productivity Improvements, Reduction in OT Spend, & Realignment of Shifts

• Partnered with Facility Service Manager to upgrade GB Facility

• Managed Lumping, Selection, Ice Production, & Mod Building performances from Capstone Contract Labor Force to meet/exceed Daily & Weekly Production Goals

• Improved ORI% from 9.87% in FY2015 to 2.09% in FY2016

• Managed Trans. Dept. with 105 Class A Drivers delivering 70 – 90 Loads per Day

• Improved GB Product Shortages from 5.62% in February to 2.27% in December

• Managed/Facilitated AMC Hatfield (HF) Facility Start-up from September – December 2016 while still overseeing the AMC GB Facility 

• Partnered with AMC Engineering Director to execute Plant #2 remodel at HF Facility

• Successfully prepared the HF Plant #2 & Operations for WF Go-Live on 10/31/2016

Perishable and Grocery General Manager                                 Oct 2011-June 2013 (PDC)

C&S Wholesale Grocers                                                                 June 2013-January 2016 (GDC)

• Managed/Directed PDC, GDC, & Return Center Facilities: P&L LoBs, I/B-O/B Ops, Facility/MHE Maint., IC, Security, QA, OS&D, Reclamation

• Managed 1 OM, 2 Shipping/Receiving Managers, 18 Whse Supervisors, 247 PDC, 191 GDC, & 18 Return Center union employees

• Facilitated 2 consecutive Accident-Free Day Streaks in GDC: 212 consecutive Accident-Free Days in 2013 & 467 consecutive Accident-Free Days in 2014-2015 

• Facilitated the decrease in GDC Shrink from -$600K in 2013 to -$164K in 2015

• Managed Annual Payroll of $11.6M in PDC & $8.2M in GDC

• Managed PDC Annual Sales of $757M & GDC Annual Sales of $385M

• Facilitated the decrease in GDC GER from 5.69% in FY2013 to 2.09% in FY2015

• Implemented WMS change from WICS to EXE 5.6 at PDC in 2012

Perishable Facility Operations Manager                                    

C&S Wholesale Grocers                                                                                 June 2010-Oct 2011          

• Managed I/B-O/B Ops, Facility/MHE Maint., IC, QC, OS&D, Reclamation    

• Managed 2 Shipping/Receiving Managers, 18 Whse Supervisors, & 247 union employees

• Managed the HACCP & COOL Programs to SOP 

• Managed Steritech 3rd Party Food Safety Audits with scores ranging from 94%-97%

Perishable Shipping Operations Manager                                 

C&S Wholesale Grocers                                                                                 December 2008-June 2010

• Managed Selection, Replenishment, Loading, and Sanitation processes 

• Managed 11 Whse Supervisors & 130 union employees

• Managed Steritech 3rd Party Food Safety Audits with scores ranging from 94%-97%

Warehouse Senior Operations Manager                                    

GES Exposition Services                                                                       September 2005-November 2008       

• Managed the Freight, Decorating & GEM/Carpenter Departments 

• Managed Trans. Dept. with 14 Class A CDL Drivers to achieve 99% OTD

• Managed 2 OMs, 1 Carpenter Supervisor, & 70 union & sub-contract employees

• Managed P&L LoBs based on Annual Planned Show Budget of $27MM

Perishable Shipping Operations Manager                                 

C&S Wholesale Grocers                                                                                 October 2004-September 2005

• Managed Selection, Replenishment, Loading, & Sanitation processes 

• Managed 11 Whse Supervisors & 130 union employees

• Managed Steritech 3rd Party Food Safety Audits with scores ranging from 94%-97%

Shipping Warehouse Operations Manager                                                

U.S. Foodservice                                                                                               March 2003-October 2004

• Managed Selection, Replenishment, Loading, Backhaul, & Sanitation processes 

• Managed 7 Whse Supervisors & 110 union employees

• Managed O/B Shipping Loads to Dispatch Gate Times to achieve 98% OTD

Salisbury University: Class of 1991 - Graduated with a BA in English

Villanova University: Certified February 2019 - Lean Six Sigma Green Belt