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JESSE KENDALL 123 Elm Street • Miami, FL 33183 • Home: (305) 555-5555 • Cell: (305) 444-4444 • E-Mail: firstname.lastname@example.org SERVICE OPERATIONS MANAGEMENT • EXECUTIVE Accomplished business executive with demonstrated success in operations management. Proven expertise and strong ability to improve processes, maximize productivity, and introduce system efficiencies. Skilled in effective leadership with focus on total organizational coordination to manage resources, provide innovative concepts and ideas, supervise high- performing teams, and oversee staff. Demonstrated success in all functional aspects of project and fleet management, modernization, long-range planning, and integration of process optimization programs. Core competencies include: • General Management • New Business Development • Budget Management • Contract Negotiations • Supply Chain Management • Staff Leadership • Project Management • Training and Development • Public Relations • Research and Analysis • Relationship Management • Customer Service • Policy Development • Strategic and Tactical Planning • Problem Resolution SELECTED ACCOMPLISHMENTS Expert hands-on comprehensive experience in sales/marketing initiatives, product management, and development organization, as well as operations and marketing through collaboration and execution. Efficiently managed operational strategies and directed enterprise-wide market research projects flawlessly while consistently delivering desired results and contributing to revenue-producing activities. Repeatedly produced sustained revenue and growth in dynamic and changing markets. PROFESSIONAL EXPERIENCE ABC Concepts, Inc., Miami, FL 20xx – Present Senior Service Operations Manager Direct and manage a $2 million service center budget, forecasting, planning, and execution of national and local initiatives, including cost, quality, service, and personnel key performance measures. Serve as mentor and trainer for compliance and continuous improvement programs. Oversee multi-facility productivity management, OSHA regulations, workers’ comp liability, and accident risk management. Partner with sales to ensure proper execution of sales initiatives. Lead service and sales team meetings on local and regional levels. Resolve upstream/downstream customer service problems. Produce quarterly and annual executive reports for regional and national operations. Create local recognition programs for individuals and service team. Eliminated contract labor cost in service centers by aligning schedules with daily volume fluctuations. Lowered expense per revenue and courier costs through staffing realignment. Cut overtime by an average of 50% over the past ten months. Reduced average delivery of product time from 11.2 to 4.0 hours and average pickup from 15 to 8.9 hours. Dropped total cost per placement from $137 to $115 and labor from $77 to $59, exceeding expectations. Implemented initiatives into the VAC Distribution Center, which reduced VAC asset pickup time by 24 hours; produced A and B level service on distribution dashboard. Dramatically reversed failing service center audit scores to passing levels within three months. (Continued) JESSE KENDALL Page 2 of 2 BCD Chips, Inc., Miami, FL 20xx – 20xx Senior Service Operations Manager Oversaw $30 million annual budget, sales forecasting, national operations planning, and execution. Managed business process planning for one-year operational goals; focused on corporate-given productivity targets of $200,000 to $400,000 per year. Led team of 40 Western state drivers, administrators, and managers as well as 100 warehouse and 40 manufacturing team members. Developed Six Sigma Lean national best practices for logistics and new communication; successfully implemented in traffic centers nationally. Maintained tractor trailer asset management of 40+ vehicles with contractual lease and repair negotiations. Produced cost per unit reduction of three cents by negotiating with local and national vendors to secure lower prices for equipment, fuel, and transportation. Reduced service complaints by 35% while maintaining service levels at 99.9%. Lowered accident rates from 6.94 to 2.03, injury rates from 5.43 to 1.74, and quality gap by institutionalizing proper data recording processes. Increased cube capabilities from 4,400 to 4,600, resulting in a reduction of one run per week; generated an additional savings of $73,000 annually via network optimization changes. Achieved regulatory audits scores of 100% on DOT audits for two consecutive years. CDE Stores, Miami, FL 20xx – 20xx Service Operations Manager Partnered with senior executives, peers, and team members; oversaw a successful operating system conversion using change agent techniques to ensure a smooth transition. Acted as subject matter expert; collaborated with training manager and human resources to train all team members in new operating system. Served as member of the Target Corporation accuracy team. Researched, identified, and resolved company-wide service level issues. Oversaw production control, accounting, volume, and budget forecasting. Obtained OSHA compliance. Significantly increased service level from 47% to 98% standard. Exceeded budget UPH goal by 14%, saving $21,000 over the budget on third shift. Streamlined departmental problem-solving process by collaborating with other divisions to correct upstream/downstream distribution center issues. Boosted morale in department and distribution center by developing and implementing employee recognition and performance management program. Created cross shift consistency and increased department units per hour by 29% via process changes. EFG Corporation Miami, FL 20xx – 20xx Service Operations Manager Directed fast-paced, detail-oriented, and multi-tasked operations related to training and management of personnel. Managed employee production, reviews, scheduling, quality, safety, training, and development. Undertook financial matters regarding operations in handling of hazardous material with thorough knowledge of DOT regulations. Oversaw dispatching, load planning, freight consolidation, load tracking, and carrier freight pricing. Tracked over, short, and damaged product. Maintained fleet management responsibility for 100+ tractor trailers. Decreased labor per revenue costs 60% by successfully reorganizing three unprofitable operations. Increased level of service opportunities by effectively negotiating with vendors and customers. EDUCATION Bachelor of Science, Behavioral Science and Health University of XYZ, 20xx
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