Director, Distribution Oper.

Who we are Gildan•Eden, NC

2d•Onsite

About The Position

Manages the total operating performance of Gildan’s Printwear Distribution Center. Directs the efforts of the leadership and collaborates with Gildan Customer Service & Logistics to ensure steady flow of product is processed in warehouse and timely shipments to customers and 3PL counterparts, domestic and international. Ensure standardized processes are implemented & common KPI’s are achieved. Represents Printwear’s Distribution requirements when actively engaged in new company integrations and collaborates with Corporate I/T when Warehouse Management Systems are modified or implemented. Advises domestic 3PL & foreign Distribution partners as requested by SRL Operations management. Owns the Distribution Center’s technology roadmap and plans against a variable, non-level sales tempo, flexing labor, process and capacity to protect cost and service. This position is based with our Sales Marketing and Distribution Team.

Requirements

College Degree (specify): B. S. or B.A. in Business or Operations Management preferred.
10 – 15 years of warehousing or distribution experience preferred
Limited travel
Deep working knowledge of high-volume distribution operations and the systems that run them — WMS/WES, order management (JDE/SAP), labor management, transportation — plus distribution economics: budget ownership, cost per dozen, labor efficiency, inventory accuracy, CAPEX justification.
Enough command of warehouse automation to judge fit and payback rather than accept vendor claims, with proven leadership of a large hourly and salaried workforce under OSHA and DOT.
Proficient in Microsoft Office (Excel, Word, PowerPoint, Outlook, etc.); strong data literacy — able to build, interpret and act on operational dashboards and analytics.
Experience with a full-functional computerized Order Management System such as JDE or SAP required; Labor Management and warehouse systems preferred.
Ability to distill complex data, systems and financial concepts into simple, actionable messaging for every level of the organization.
Working knowledge of warehouse automation, robotics and emerging distribution technology, with the ability to judge fit, ROI and operational readiness.
Understanding of process flow and inefficiencies; able to assimilate information rapidly and make sound decisions quickly, often with incomplete information.
Strong attention to detail, organization and prioritization skills; able to focus for extended periods and to work either in a team-based environment or independently, self-managing coordination of duties.

Nice To Haves

Experience leading change management and continuous improvement (Lean, Six Sigma or equivalent) preferred.

Responsibilities

Develops budgets for assigned facilities in support of Printwear’s Business Plans/Sales Forecasts.
Manages those facilities’ performances with respect to all fiscal matters including cost/dz., cost/labor hour, labor efficiency, TL utilization, inventory accuracy.
Submits capital requests for approval following CAPEX budgeting process.
Promotes a culture of Customer Service Excellence throughout all assigned facilities as expressed by our Measures of Excellence KPI’s (Shipment Accuracy, Defective Levels shipments, on-time percentage & Charge-Back dollars).
Establish customer relationships through customer site visits & Open Houses.
Ensures all responsible facilities operate in safe and secure work environments, with minimal risks to occupational accidents or injuries.
Directs each facility toward full compliance with governmental regulations at all levels (OSHA and local/state/provincial laws).
Adheres to Gildan CSR objectives as they apply to assigned facilities.
Clearly communicates to all employees expected goals & objectives to meet the business needs.
Collaborates with Human Resources to ensure all hiring practices, performance evaluations and discipline programs are fully compliant with corporate policies and government regulations.
Represents Gildan within the respective communities.
Develops, directs and/or implements strategies & solutions as required by senior management with respect to business acquisitions and subsequent integrations of employees, processes and facilities.
Designs and develops new facility construction projects when needed, either domestic or international.
Continuously evaluates emerging capability — automation and material handling, WMS/WES enhancements, robotics, labor management systems and advanced analytics — builds the business case and pilot plan, and leads phased implementation that keeps the NDC at the leading edge of what is commercially proven and cost-justified.
Partners with Corporate I/T, Engineering and vendors from concept through validation of results.
Plans and executes against a variable, non-level sales tempo.
Builds flexible labor models and management initiatives — permanent/temporary mix, cross-training, shift structure, overtime and incentive programs — that scale output up or down without sacrificing cost per dozen, service or safety.
Positions people, equipment and inventory ahead of seasonal peaks, promotions and large-order surges.
Reacts quickly and decisively to unplanned disruption — late production receipts, system outages, carrier or equipment failures, weather and staffing shortfalls.
Assesses impact, resets priorities, redeploys resources and keeps Customer Service and Sales informed so commitments are protected or renegotiated early.
Simplifies complex operational, financial and technical subject matter into clear, actionable direction for audiences ranging from hourly associates on the floor to executive leadership, building understanding, alignment and buy-in for change.
Reviewing on a daily basis where DC is with respect to the current month’s Sales Plan requirements and working through the Operations Manager and individual DC Managers, developing plans to achieve the goal.
Reviewing on at least a weekly basis the cost effectiveness of operations of DC facility to determine progress towards monthly budgeted goals.
Matching a largely fixed capacity base to a sales tempo that is neither level nor predictable.
Assessing emerging technology against real operating constraints — separating demonstrated capability from vendor claims, sizing payback, and sequencing investment so automation and system changes are absorbed without interrupting daily shipping.
Decisions regarding staffing such as the need to hire more permanent workers versus use of temporary workers; decision whether to work overtime with existing staff or to adjust existing staffing levels (adjust either up or down).
Decisions affecting customer service as a result of late production received or customer needs as communicated through Customer Service department to DC management.
Decisions on when and how to introduce new technology or automation into a live operation, including pilot scope, phasing, training, acceptance criteria and fallback plans.
Decisions on which improvement and engagement initiatives to launch, sustain or stop, judged on measurable impact to cost, service, safety and retention.