Jerald Briggs has nearly 25 years of experience managing logistics and operations. He has held roles such as Operations Manager, Facility Manager, Owner/Operator of a pizza shop, and Plant Manager. Throughout his career, he has improved efficiency, reduced costs, and increased sales and profits. He maintains compliance with regulations and safety standards. Briggs utilizes technology, data analysis, and process improvements to optimize operations.

1. Jerald L Briggs JR
8852 French Hill RD NW Bolivar, Ohio 44612 | H: 330-874-3495C: 330-466-1490 | jbr1016101@aol.com
· Award-winning management professionalwith nearly 25 years of proven experience managing Logistics of
Transportation, warehouse operations, distribution, shipping and receiving, production operations, and retail
operations. Results-oriented self-starter with a history of improving operational efficiency, reducing costs, and
increasing sales to boost the bottom line. Hands-on leader who leads by example with a superior work ethic and
commitment to continuous improvement. Positive team player with excellent communication and interpersonalskills to
interact with others.
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MANAGEMENT
· Warehouse Operations | Forecasting and Budgeting | Negotiations | Vendor Relations | Production Operations
· Distribution | Shipping and Receiving | Customer Service | Team Building and Leadership | GeneralLedger
· Inventory Control | Scheduling | Training and Development | Regulatory Compliance | MS Office | P & L
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OPERATIONS MANAGER | CENTRAL FARM AND GARDEN WOOSTER, OHIO| 2012-2016
· Direct daily operations of Production, warehousing and transportation. Responsible for three department managers
along with 23 supervisors and generallaborers as well as 10 CDL delivery drivers. Assist in the proper delivery of
workload and staff assignments in accordance with policies and procedures in a timely and orderly manner for all three
departments while reporting directly to CEO. Continuously improving all processes and procedures while keeping in
concert with company vision and growth.
· Maintain receiving, warehousing, and distribution operations by initiating, coordinating, and enforcing program,
operational, and personnelpolicies and procedures.
· Complied with federal,state, and local warehousing, material handling,and shipping requirements by studying existing
and newlegislation; enforcing adherence torequirements; advising CEO on needed actions.
· Safeguard warehouse operations and contents by establishing and monitoring security procedures and protocols.
· Controlled inventory levels by conducting physical counts; reconciling with data storage system.
· Maintain physical condition of warehouse by planning and implementing newdesign layouts; inspecting equipment;
issuing work orders for repair and requisitions for replacement.
· Achieve financial objectives by preparing an annualbudget; scheduling expenditures; analyzing variances; initiating
corrective actions.
· Maintain warehouse, production and transportation staff by recruiting, selecting, orienting, and training employees.
· Maintain warehouse, production and transportation staff job results by coaching, counseling, and disciplining
employees; planning,monitoring, and appraising job results.
· Maintain professional and technical knowledge by attending educational workshops; reviewing professional
publications; establishing personalnetworks; participating in professional societies.
· Contribute to team effort by accomplishing related results as needed.
· Responsible for upkeep of building and grounds.All material handling equipment including forklifts, pallet jacks. All
production equipment.Maintained 8 tractors and 43 van trailers.
· Prepared detailed monthly progress reports, charting successes and identifying improvement opportunities
· Performed complex spreadsheet analysis, and managed profit and loss to ensure optimal profitability
· Held monthly safety meetings, maintained records, and ensured compliance with relevant DOT and OSHA regulations
· Reduced warehouse labor 15% by improving order pulling, utilizing storage creating an efficient work flow.
· Introduced pallet exchange program reducing costs by more than $35,000.00 annually.
· Initiated recycle program of both plastic and paper reducing costs.
· Reduced fleet of trucks from 10 to 8 while improving customer service with nearly 99% on time delivery by
implementing electronic routing software.

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· Reduced maintenance costs by preforming maintenance in-house rather using outside sources.
FACILITYMANAGER | THE SCHWAN FOOD COMPANY | 2001-2010
· Directed and oversaw daily outbound operations, including loading and staging items for delivery and preparing
delivery documentation, as well as daily inbound operations, including recording freight damage, inspecting
receivables, and unloading shipments. Hired, trained, and evaluated staff; and coordinated among cross-functional
groups to maintain warehouse productivity. Oversawfacility and equipment maintenance,and managed good
housekeeping practices. Controlled inventory, including conducting periodic cycle counts. Managed vendor relations,
and negotiated vendor contracts to maintain building, grounds, and route trucks.
· Planned and forecast for multiple facilities, ensuring adequate inventory levels of product to meet demand
· Prepared detailed monthly progress reports, charting successes and identifying improvement opportunities
Performed complex spreadsheet analysis, and managed depot profit and loss to ensure optimal profitability
Held monthly safety meetings, maintained records, and ensured compliance with relevant OSHA and DOT regulations
· Relocated fiscal location without interrupting daily business.
· Completed regular HR and ethics training
· Named District Facility Manager of the Year in 2003 for the best overall numbers among district managers
· Reduced labor 25%,while maintaining production, by staggering shifts and personneland delegating less
· Honored with the Top Club Award in all 10 years of tenure for achieving profit, labor, and sales objectives
· Received top-level Platinum Club Award five straight years, and consistently earned performance bonuses
Owner/operator | Your Pizza Shop | 1996-2003
· Planned and directed all storeoperations, includingdaily pickup, delivery, and dining-room operations. Hired, trained, and scheduled
staff; ordered food supplies; negotiated vendor contracts; and processed weeklypayroll.
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. Remodeled storeduringfirst year, boostingprofits dramaticallyand enablingtheopeningof two new stores
Plant Manager – Embro Manufacturing, Incorporated, Canton, Ohio 1992 – 1996
· Directed and oversaw entireplant operation, includingqualitycontrol, shippingand receiving, production scheduling, and plant safety.
Recruited, trained, and evaluated hourly (union and non-union) and salaried staff.
·
· Researched, developed, and implemented a process to check resistancewelds; theprocessreduced errors and product returns,
resultingin significant cost savings and bolsteringthecompany’s reputation for quality
. Developed fixtures to hold parts duringproduction, improvingplant efficiency by 45% and boostingprofits