Michael Schertz

• Leading the redesign of the direct to store fulfillment model to reduce freight cost and optimize equipment utilization
• Leading the WMS and process re-engineering efforts of See's direct to consumer warehouse 
• Implementing a parcel TMS to reduce freight cost and promote carrier diversification
• Collaborating with IT to re-engineer the estimated delivery date logic for standard SLAs and A/B test premium SLA pricing 
• Teaming up with procurement to set up test simulations and determine most cost effective packaging solution that extends the in-transit life of chocolate
• Spearheading efforts with BI to build out operational dashboards for e-Commerce, DSD, and Licensee channels

• Promoted from Sr. Director to Vice President in Dec 2023
• Oversaw global operations including transportation, warehousing, back-end tech, demand/supply planning, and inventory management
• Recruited, trained, and mentored a team of 6 Managers/Sr. Managers
• Selected & transitioned management of e-Commerce parcel carriers from 3PL to in-house improving transit, speed, cost, and carrier diversification
• Sourced & implemented a Multi-Carrier Parcel Management Solution to lower outbound freight costs by over $2 million annually
• Revamped returns program reducing freight costs by 30% and providing the customer a choice of drop-off or mail-in
• Implemented Section 321 DC location in Mexico to drive down domestic outbound freight costs by $1 million annually and eliminated over $6.5 million in annual duties
• Recovered $3 million in U.S. duties through establishment of a duty drawback program
• Opened 4 international warehouses (EU, UK, CA, AU) which eliminated over $3 million in outbound/returns freight costs

• Implemented portfolio of Freight Forwarders, which created operational flexibility during unprecedented ocean demand
• Integrated 3 Forwarders on to Infor Nexus platform with full inbound visibility and reduced pipeline inventory by 15%
• Introduced a margin accretive 3- 5 day e-commerce delivery SLA with alternative carrier solution that was faster/ cheaper than
  FedEx/UPS Ground
• Negotiated 3-year warehouse agreement with robotics automation that saved over $1 million annually
• Designed and implemented bi-coastal returns/refurbishment Provider solution that saved $1.5 million annually and reduced inbound transit times by 3 business days
• Deployed retail brick & mortar logistics provider for 40+ stores at $2 million annual savings over incumbent
• Collaborated with sourcing to ensure product readiness, supplier performance, and develop alternative sourcing strategies

• Managed a team of 4 people across international inbound transportation, warehousing, outbound transportation and supply
  chain analytics
• Implemented warehouse productivity enhancements which led to 20% increase in pick efficiencies and a cost reduction of
  $500k annually
• Implemented new returns provider that saves $600k annually
• Oversight of 3rd Party warehouse relationship for 2 domestic warehouses with annual spend of $8 million
• Implemented freight audit and payment company for $12 million annual transportation spend. $500k annualized savings

• Led the selection, negotiation, and implementation of 3rd party partners for inventory management, warehousing and merchandising across retailers while reducing operating costs by 25%
• Selected and implemented 3 make-to-order Art manufacturers which reduced COGS by $1 million annually, and successfully
  supported a 50%+ YoY growth
• Planned inventory safety stock levels (S&OP) for all manufacturing partners for Greeting Cards, Fine Art, and Home Décor
• Created SKU-level supply planning/replenishment tool to improve store in-stock levels by 20% for top five U.S. wholesaler
• Drove $2.5 million freight savings across domestic small package and international freight forwarders through negotiations and cube/dim weight optimization

• Managed and mentored an organization of 100+ direct/indirect reports across Logistics, Warehousing, Order Management and Trade Compliance
• Implemented a global carrier logistics program which saved $3.5 million annually at current sales volumes
• Drove a 35% productivity improvement in order processing by realigning org and infusing new talent in Singapore order
  management team.
• Spearheaded a $500k opportunity which reduced dimensional weight freight cost exposure through packaging re-designs

• Hired, mentored, and retained a high-caliber team of 6 domestic and international data scientists from top-tier universities
• Conceptualized and deployed cost reduction and process improvement initiatives across the e-Commerce platform - Gap, Old
  Navy, BR, and Athleta
• Led the parcel carrier negotiations of a $200 million on-line spend which saved $25 million annually
• Spearheaded a cross-org re-engineering effort, resulting in $12 million annual savings by reducing split and wrong DC
  shipments
• Designed and implemented a courier zone skip program for online orders saving $2 million annually
• Delivered a logistics data management platform via integration across multiple internal/external systems enhancing visibility and tracking of key order-to-delivery milestone events.

• Promoted from Sr. Manager to Director (2004) to Sr. Director (2007)
• Hired, managed and mentored a team of 10, spanning across Transportation, Warehousing, Demand Planning
• Strategized, designed and deployed the management of a Logistics, Planning and Fulfillment organization responsible for a
  $250 million annual Logistics spend supporting the distribution of $3 Billion of product
• Implemented 3rd Party Warehouse Provider which yielded $15 million annual savings and provided 99.9% net inventory accuracy
• Modeled, designed and implemented a 3 regional DC network infrastructure which supported delivery of 98.5% of customer
  demand within 2 days
• Re-engineered the fulfillment capabilities in both Outbound LTL/TL Transportation and Warehousing - $25 million in annual cost avoidance
• Selected and implemented a global Freight Forwarder program, which reduced international inbound transportation by >$12
  million annually
• Negotiated parcel contract with FedEx resulting in a $10 million annualized savings

3.87/4.0 - Full Scholarship