Patricia A. Smith has over 19 years of experience managing e-commerce fulfillment operations. She currently serves as the Director of E-Commerce Fulfillment at Alloy Apparel in Hanover, PA where she oversees all fulfillment activities with a reduced staff. Prior to this, she spent 16 years as the Director of E-Commerce Fulfillment at Delia's, Inc. where she coordinated all multi-title distribution activities in a 275,000 square foot facility including pick, pack, ship, inventory control, and quality assurance departments. She has a proven track record of consistently meeting or exceeding budget objectives while maintaining a cost-conscious fulfillment center operation.

1. Patricia A. Smith
683 Blettner Avenue, Hanover, PA 17331
pasmith0102@gmail.com (717)451-7618
Executive Summary
Director of e-commerce fulfillment operation with over 19 years of high volume distribution center experience.
Have developed strong management team members as well as an hourly staff of 150+ associates. Established
excellent reputation of being highly cost conscious and consistently meeting or exceeding budget objectives.
Utilized excellent problem solving skills on a daily basis.
Professional Experience
Alloy Apparel, Hanover, PA (previously owned/fulfilled by Delias, Inc.)
Alloy Apparel is a direct to consumer women’s brand targeting consumers in tall and plus markets.
Director, E-Commerce Fulfillment
February 2015 – Present
 Continue in only salaried management position to coordinate all fulfillment activities with reduced staff
after Delias Inc. closed.
Delia’s, Inc., Hanover, PA
Delia’s, Inc. is a multi-channel retail business marketing to teenage girls offering apparel and accessories
through its website, catalogs and retail stores.
Director, E-Commerce Fulfillment February 1999
– January 2015
 Coordinate all e-commerce multi-title distribution activities in a 275,000 sq. ft. facility including pick,
pack, ship, inventory control, stock replenishment, returns, quality audit, and quality control departments
 Direct team of 1 manager, 5 supervisors and 2 group leads as well as review performance and set
measurable goals for these team members
 Maintain cost conscious fulfilment center operation with an operating budget of $2,600,000 and shipping
2,800,000 direct to consumer packages annually
 Analyze vendor bids and negotiate pricing for shipping supplies while developing partnerships with
sales representatives and suppliers
 Serve as on-site Ecometry system expert and work closely with IT manager on system issues
 Work with small parcel shipping carrier representatives on daily and long term projections and plans
 Perform testing on functionality of new system implementations as well as testing of upgrades to current
systems
 Improve rate shopping capabilities and carrier label compliance with conversion to Agile Elite shipping
system
 Calculate staffing requirements based on forecasts for regular and peak season hiring
 Implemented SOP’s for quality control inspection of merchandise at point of receipt
 Chaired committee to plan company parties and facility activities including distribution center 10 and 15
year anniversary celebrations
 Selected rework company and arrange projects that needed to be sent off site for labeling correction
 Instituted procedures for handling urgent customer service issues and improved communication with the
off-site contact center by holding weekly update meetings
 Ensure that key controls were being followed for SOX requirements

2. Manager, Outbound Fulfillment June 1997 –
February 1999
 Member of relocation team that successfully moved distribution operation from third party fulfillment
company to current company owned facility
 Developed training materials for Picking and Packing Departments for startup operation
 Established company policies with other members of management team
 Created job descriptions and determined job grade pay scales for all positions in the distribution center
 Managed all activities of the Picking, Packing and Shipping Departments on a daily basis
 Set up quality audit program to perform internal check of associates work to ensure accuracy
 Tracked inventory of shipping and plant supplies and issued PO’s to replenish as necessary
 Incorporated label pick modification to standard cart picking method in Ecometry to improve productivity
 Improved communication and flow of information by establishing relationships with key contacts at off-
site corporate office
Hanover Direct, Inc., Hanover, PA
Hanover Direct, Inc. is a direct to consumer business providing a wide variety of merchandise to its customers
through a portfolio of catalogs and website channels.
Manager, Packing & Shipping
1994 – 1997
 Managed distribution activities of the Packing and Shipping Departments
 Prepared annual budgets of variable labor by department
 Reviewed actual budget results on a weekly and monthly basis making adjustments as necessary
 Played key role in successful transition to Tech Conveyor in-line scanning and sortation system through
challenging construction phase
Supervisor, Packing & Shipping
1988 – 1994
 Supervised 75 associates and daily operations of Packing and Shipping Departments
 Monitored productivity of all associates in the department and coached as needed
 Assessed associates performance on annual reviews
 Scheduled pick-ups with shipping carriers
Group Lead, Packing & Shipping
1986 – 1988
 Assisted supervisor in daily operation of departments and monitored workflow
 Trained new packing department associates
 Reviewed packing errors with associates discovered through daily quality audit checks
Packer/Shipping Clerk
1982 – 1986
 Verified merchandise and packed customer orders with appropriate dunnage
 Weighed and scanned packages for sorting into shipping containers
 Completed manifest paperwork for UPS and USPS shipping
Volunteer Experience
Delone Catholic High School Athletic Association, McSherrystown, PA

3. Fundraising Committee Chairperson – Volunteer Position
2009 – Present
 Serve on executive committee of Athletic Association charged with supporting the annual operating
budget of $275,000
 Organize 9 main fundraising events annually
 Schedule volunteers to staff events
 Solicit advertisers and coordinate layout of team photos and ads for fall sports program with graphic
designer and printing company
 Implement new policies to bring consistency between all sports teams as well as revise current policies
 Create designs for apparel for 15 sports teams each year sold to supporters to generate additional
funds for organization
 Maintain supplies for football and basketball concession stands and purchase to replenish as
necessary
Education
Dale Carnegie Leadership Training
Leadership and Management Skills Course, LMA Consulting
MOHR Management Skills Training
Supervisory Course, Hanover Area Management Association