1. PHILIP MURPHY
6690 Hauser Road Apt. D207, PA 18062  551-206-0658  murphy.phil88@gmail.com
PROFILE
Dedicated results-oriented leader with over four years of management experience with Amazon.com. Proven success in: work flow
management, team building, quality assurance, production control, and safety reporting. Recognized for technical knowledge,
problem solving, planning skills, and team attitude with desire & ability to share knowledge and mentor others.
SKILLS SUMMARY
Operations Management • Work Flow Planning • Process Improvements • Production Control
Work Force Scheduling • Quality Assurance • Team Building • Associate & Peer Development
Problem Solving • Communication • Leadership Ability • Safety Incident Reporting
EDUCATION
BS, Supply Chain Management, Pennsylvania State University, University Park, PA Graduated May 2011 3.4 GPA
PROFESSIONAL EXPERIENCE
Amazon.com 06/2011 – Present
Outbound Area Manager Level 5 10/2013 – Present
Promoted to Level Five Area Manager responsible for owning the successes and opportunities ofthe back half night-shift operations
team. Led the development/mentoring of peer Area Managers Level 4 & 5 and acted as a mentor for new Level 6 Operations
Managers. Responsible for ensuring all customer orders are processed to meet promised delivery date, meeting/exceeding all
productivity and quality goals,while managing the flow of customer orders through the outbound warehouse processes. As a Level 5
Manager was accountable for acting as Operations Manager when manager was not on shift or position was vacant.
Ops Manger 1/2015 – 3/2015
 Took on next level leadership and became acting Operations Manager from 1/25/2015 to 3/21/2015 shipping 1,203,030 units
overseeing transition in leadership of team.
 On-boarded over 75 Tier 1 associates across all outbound departments and developed a team of new leaders.
 Delivered results of seven out of nine shifts over 100% to budget gaining 354.1 hours,with zero CE misses, and zero safety
incidents while acting as Operations Managerin 2014.
 Developed and mentored three Operations Managers new to the role to document shift performance, engage Area Managers and
Tier 3 Process Assistants,and performance forecasting resulting in increased performance of the management throughout the
year.
 Effectively led, trained, developed and mentored three Tier 3 Process Assistants resulting in all three candidates being promoted
to full time Tier 4 Area Manager positions,one candidate began as a Tier 1 developing them up to a Tier 4 role. Developed 7
associates into permanent or seasonalTier 3 roles.
 Managed a “Bezo Escalation” in which five customers received items they did not order. Investigated root cause,developed an
action plan to resolve, reported findings out to site’s seniorleadership, rolled out plan across all shifts, and retrained all
associates impacted within 13 days.
 Recognized by Senior Leadership team for ability to deep dive and document safety incidents. Tasked with developing and
leading training classes for Area Managers on shift and newly hired Area Managers.
 Identified new potential leaders during a campus recruiting at Lehigh University, conducted interviews with candidates,
evaluated responses,and recapped details/results with recruiting team.
Pick Manager 05/2014 - Present
 Responsible for managing over 150 associates ofthe Pick department and over 220 associates during holiday season.
 Lead a team of two Tier 3s to build a core group of leaders to fill support roles and drive results each shift.
 Decreased time off task: In May 2014, shift had highest amount time off task with an average 45 minutes per associate
compared to the average of 29 minutes. Achieved this by utilizing engagement audits, tasking Tier 3 Process Assistants with
developing top offenders of time off task, and creating documented feedback as needed.By 10/2014, shift’s average TOT was
16 minutes being the first shift to be below 18 minutes.
 Improved performance: Pick performance was -416.96 hours with only 65% of pickers being above 100% in May 2014. Re-
focused team to identify top barriers impacting performance. From June to October 2014 Pick made 1,201 hours and had 89%
of pickers finishing 100%.
 Delivery success rate:Directly led the shipping over 51,896,000 customer units gaining over 16,742 hours to the budgeted rates
with a 99.32% CE delivery success rate.
 Team Development: Developed and mentored 8 Area Managers in leading their teams and the technical aspects of their jobs
resulting in six Area Managers being promoted from Level 4 to Level 5 Area Manager and 2 Level 5 Area Managers being
promoted to Level 6 Operations Manager.

2. Outbound Area Manager Level 4 06/2011-09/2013
Manage the daily operation of the pick department with over 300 associates during peak season and 150 associates during non-peak
season ensuring safe work practices, productivity, quality, and associate development. Conduct shift planning and manage the flow
of work from pick through sort,pack, and shipping.Responsible to set Target Unit Rates, evaluate pick to pack balance, control
Work In Progress, ensure customer orders are picked, packed, and shipped in time for daily scheduled truck departures. Drive
process improvements and productivity while reducing safety incidents and quality errors. Hire and develop my team ens uring all
three of my process assistants are properly trained, challenged, and mentored them in their professional development. Run the
outbound operation in the absence of the operations manager.
Pack Manager 06/2011 – 07/2012 & 03/2013 - 05/2014
 Responsible for leading over 140 associates during peak season in the Manual pack, Autoboxpack, and Gift-Wrap areas.
 Tasked with ensuring Customer Experience was met each shift to prevent costly upgrades in delivery service. Achieved 99.97%
CE delivery rate while communicating action plans across all levels of leadership and outbound departments.
 Performed a process improvement for site’s Pack stations.Associate top barrier were jam issues with packing dunnage.
Developed field goal posts for dunnage machine reducing the failure rate/downtime resulting in .53 seconds saved perbox.
 Participated in a Kaizen event at the CHA1 facility, rolled out pack station improvements and reduced wasted movement by
packers resulting in $227,660 annual savings.
 Led the Autoboxpack area to 130% to plan, developed a team of high performing indirect support to reduce the hours needed to
operate the autobox by 10 hours per shift.
 Performed a “Just Do It” initiative developing an “L” shaped measure so packers had a reliable mechanism to test for height
defects before placing a shipment on the line and raising an andon. Gained 24.5 units per hour overall and observed an increase
in the max rate achieved by a packer by 33.47 uph.
Sort Manager 07/2012 – 03/2013
 Responsible for leading a team of over 30 associates in the areas of Tote Wrangle, Rebin, and Problem Solve with number of an
associates increasing to 91 associates during peak season.
 Directed the improvement of the tote wrangle process by redesigning the layout of floor barcodes to reduce wasted movement.
Added labels to the sides of each buffer location so an associate did not need to move to scan a floor label. Reduced the max
time to scan a label by 3 seconds and decreased the number of unsafe twisting of wrist to scan floor label.
 Developed standard work for setting the “primary buffers” in tote wrangle so the locations most used were the buffer locations
closest to the line minimizing the dead time between scans. Initiative led to an improvement of 12 UPH in tote wrangle rates
across all shifts.
 Established the first version of a standard work guide for Outbound Problem Solve. Ensured training of each problem solve
process was consistent and accurate for each shift. Guide reduced the variation in in the quality of training each new associate
received and decreased the time to train an associate by one week.
Stanley Black&Decker 01/2010 – 07/2010
Consumer Products Group Intern
 Primary contact between Lowes FOB purchasing and Black&Decker.
 Managed orders for Porter Cable, Dewalt, and Black&Decker brands totaling $270M.
 Negotiated with manufactures in China to satisfy Lowes demand and supplier capacity restraints using SAP BW, Tops -
MaxLoad, and Manugistics.
 Partnered with mentor on process improvements increase efficiency in weekly ordering process between Lowes and
Black&Decker.
 Experienced the $8.4B merger between Stanley Works and Black&Decker.
Certifications
 Six Sigma Green Belt Certified Aveta Business Institute Completed 12/2013
 Six Sigma Black Belt Certified Villanova University In-Progress 08//2015
Proficient in: Microsoft Word, Excel, PowerPoint, and Outlook
References Upon Request