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Nivatee Hicks

Mobile Phone:  215-312-9025

Email:    nivatee.hicks58@gmail.com   | Address: 20411 Apple Jack Lane, Hamilton, LA 27401      

 

Summary of Qualifications:

Recognized throughout career for being an innovative strategic leader, leveraging in-depth knowledge of the supply chain industry to increase financial accountability, systems integration, develop statistical standards to enhance decision making, improve operational efficiencies, and raise customer satisfaction.  Adept at streamlining organizational structures, reengineering distribution networks, developing/empowering/promoting employees, designing competitive advantages, increasing visibility, eliminating risk and increasing profit margins.   

¨     Strategic Planning/Execution ¨     Transportation/Logistics Mgmt. ¨     Enterprise Systems Integration ¨     Warehouse Operations Mgmt. ¨     Fleet Mgmt/FMCSA Compliance

¨     Vendor Contract Negotiations ¨     Budgeting/Financial Management ¨     Union/Non-Union Experience ¨     Carrier Rate Negotiations ¨     Order Entry/Invoicing/Claims

¨     Inventory Deployment ¨     Production Planning ¨     Relationship Building ¨     Process Change Management ¨     Reduce Silos/Increase Visibility

Career Achievements:

Logistics consulting & volunteer assignments for non-profit organizations in need of supply chain expertise. 2010- Present

Director of Regional Logistics – Mohawk Industries, Inc.  Calhoun, GA                                            2001 – 2009

Responsibilities for the largest flooring manufacturer/distributor: (1) Logistics Operations Management for 50 warehouses, 25,000 customers, 640 delivery drivers; (2) Total Quality Management focused on employee productivity and integration of Six Sigma/ISO 9000 process principals for 2,800 warehousing and transportation employees; (3) Employee Recruiting/Hiring; (4) FMCSA Safety/Compliance for six separate operations, 210 locations, 1,250 drivers.

¨  Designed/implemented the organizational structure, integrated transportation management systems, and reengineered the national distribution network, saving $9M.  Provided several thousand customers the ability to increase their labor productivity and inventory management, and noted in annual reports as creating a competitive marketing advantage.  Converted drivers to performance-based pay, increased service 15%, and reduced driver turnover by 20%.  Eliminated 8% of the assets, increased trailer cube utilization 118%, improved weight load factor 180%, & enhanced warehouse loading efficiencies 10%.  Accenture’s audit confirmed this initiative was significant.

¨  Initiated a global supply chain analysis; developed a unified strategy across business units, eliminated silos, created visibility of all logistics expenses, RDC consolidations, cross-dock rationalization and inventory deployment logic.

¨  Created a Total Quality department with focus on interactive employee training, development of career paths, job definitions, elimination of workflow bottlenecks; implemented performance audit processes to identify gaps and ensure continuous process improvement.  Enhanced financial reporting; developed KPI’s and statistical standards to improve decision making on a consistent basis, leading to increased employee job satisfaction and performance.

¨  Created centralized Driver Recruiting and Fleet Safety/Compliance departments.  Developed an application screening/hiring process system based on recruiting practices of military and major carrier proven methods that increased applicant quality. Ensured compliance with Federal Motor Carrier Safety Administration regulations. Received best industry practice recognition from insurance companies and FMCSA compliance auditors.

¨  Eliminated vehicle accident frequency and severity 60% through training, changing equipment specifications, elimination of aggressive driving, creating safety recognition programs, driver scorecards, safety committees and changing the safety culture to ensure everyone owned responsibility and accountability for safety.

¨  Initiated a biomechanical sciences/kinesthetic training program for manufacturing and distribution employees, addressing a $20M workmen compensation expense; eliminated 70% of the labor-intense chronic injuries.

¨  Provided General Sales Managers with a validation process that determined the number of sales reps required by region, and defined each sales rep’s territory and customer meeting frequency for their national sales network.

VP of Logistics – TruckMaster Logistics, Inc.  Jerome, ID                                                                    2000 – 2001

Responsibilities for a logistics software company:  Project implementation management for supply chain enterprise applications; developed 3PL opportunities for a separate business unit.  

¨  Installed a logistics operations/financial reporting system for a client’s 63 production plants and 7 distribution centers that consisted of purchasing/distribution/carrier auto load tender and intransit status/freight bill audit & payment/driver dispatch and payroll, for a $250M logistics budget.

¨  Installed a yard management application that automated and centralized management of several hundred continuous trailer dock-door assignments per shift, resulting in a 20% increase in moves per hour.  Real-time wireless job assignments eliminated manual queuing inefficiencies for a complex, multisite operation.

Nivatee Hicks

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Director of Inbound Logistics – Marriott Distribution Services, Marriott International  Bethesda, MD 1994 – 2000

Responsibilities for a foodservice company: Created an Inbound Freight Profit Center with 1,100 vendors, FMCSA Safety and Compliance for 550 drivers, Transportation Routing Management for 13 DC’s with 10,000 customers.

¨  Restructured business practices to ensure the organization would continue to operate; regained a FMCSA satisfactory rating which the company had lost under previous management’s past two federal audits.

¨  Created an inbound $1.5M profit center and a gain-share program for customers; increased inventory turns by 5% and enhanced warehouse receiving efficiencies by 10%.

¨  Developed strategic route planning and driver performance standards by implementing route planning software and a vehicle on-board computer system.  Saved $0.75M in warehouse and transportation operating expenses.

Manager of Warehousing & Transportation – Borden Pasta Group, Borden, Inc.  Minneapolis, MN    1991 – 1993

Responsibilities for food manufacturer: Warehouse Management financial and operating efficiencies; national and international Transportation for 9 production plants’ regional distribution centers.

¨  Designed the warehouse and organizational structure for new warehouse openings, hired managers and employees, defined the training, implemented warehouse management processes, systems, financials and performance KPI’s.  

¨  Consolidated core carrier base and eliminated $1M of expense.

Manager of Distribution – Golden Valley Microwave Foods, ConAgra   Edina, MN                           1989 – 1991

Responsibilities for food manufacturer: Customer Service, Order Entry, Invoicing, Warehouse Management (public, private, 3PL), Inventory Deployment and Transportation (3PL and for-hire).

¨  Implemented a computerized warehouse finished goods bin location, lot tracking system and a just-in-time (JIT) bill of materials production requirement program, which increased warehouse flow-through 60%.

¨  Recommended the installation of an MRPII system and the retooling of a production plant which increased operating efficiencies by 50%.  Changed the go-to-market strategy for Sam’s and Wal-Mart, saving $1.5M.

Manager of Distribution – Aunt Nellie’s, Beatrice Foods Company, Inc.  Clyman, WI (food manufacturing) 1985 – 1989

¨  Consolidated four operating company’s’ Order Entry, Pricing, Customer Service, Accounts Receivable, Transportation and Inventory Control into one centralized area of responsibility.

¨  Created an inventory control system which reduced inventory levels by 20%, increased inventory turns by 33%, and closed 40% of the public warehouse network.

Manager of Transportation – Sanna, Beatrice Foods Company, Inc.  Madison, WI (food manufacturing)    1979 – 1985

¨  Received the Wisconsin Governor’s Fleet Safety Award for three consecutive years.

¨  Received corporate recognition for reducing transportation expenses significantly within a highly inflationary period.

Direct & Indirect Reports – Number of Facilities – Financials – Accountable For:
Company	Direct Reports	Indirect Reports	Drivers	Warehouse Employees	Company Warehouses	Public Warehouses	Budget	Co/Div Sales
Mohawk	4	57	1,250		210		60M	7B
Marriott	14		550		13		1.5M	1.5B
Borden	11	25	30	335	9		36M	800M
Golden Valley	6	4	3	42	2	5	13M	220M
Aunt Nellie’s	7	4	4		4	12	4M	70M
Sanna	3		35		2		7M	200M

Education & Training:

University of Wisconsin - Madison • Master of Business Administration

University of Wisconsin - Whitewater • Bachelor of Business Administration

Six Sigma Green Belt, Black Belt, Lean training, linear programming regression analysis, database design, basic programming.

Application Knowledge: Several ERP/Warehouse Management/Transportation Management/Customer Service/Order Entry systems, RFID Technology, Wireless Data Transfer, and Vehicle On-Board Systems.

Career Recognition: Accomplishments were validated by Accenture and noted in corporate annual reports; federal agencies, insurance and software companies confirm I have implemented ‘best-in-class’ business practices.

Professional Affiliations: Council of Supply Chain Management Board of Directors (CSCMP), Cleantech North Central Judging Committee and Mentor (an incubator for clean technology company start-up initiatives), Warehousing Education and Research Council (WERC), The Association for Operations Management (APICS), and Life Science Alley.

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