Operations Manager (Warehouse)

Nellis Auction Arizona•Phoenix, AZ

28d•Onsite

About The Position

The Area Manager (AM) serves as the primary tactical executor on the warehouse floor. They are responsible for driving safety, leading frontline teams, and enforcing Standard Operating Procedures (SOPs) to achieve daily operational targets. Success in this role is defined by an obsession with detail, a commitment to being a "coach first," and maintaining a consistent presence where the work happens.

Requirements

Proven experience in a warehouse, distribution, or logistics leadership role.
Strong ability to coach and lead direct teams in a fast-paced, metrics-driven environment.
Proficiency in analyzing performance data and executing daily operational adjustments.
Clear and confident communicator with a proactive, solution-oriented mindset.
Able to direct and make key decisions related to specific tasks and responsibilities in day-to-day operations.

Responsibilities

Own the tactical minute-by-minute execution. Identify and remove physical or systemic barriers (equipment failure, station bottlenecks) immediately to keep the "grind" moving.
Provide the OM with real-time feedback on labor effectiveness and volume spikes that require mid-shift adjustments.
Own "In-the-Moment" Coaching. This is the high-frequency, tactical feedback given on the floor. AMs will consistently correct behaviors and provide real-time feedback. They own the "Daily 5" touchpoints and immediate behavioral accountability.
Execute the training plans designed by the OM, ensuring new hires are integrated correctly into the workflow. Provide data to the OM regarding which associates are consistently failing to meet standards despite immediate coaching, triggering a need for a structured path.
Own the "Safety First" culture on the floor. Ensure PPE compliance, clean aisles, and professional conduct (leading by example in dress and demeanor).
Escalate structural safety concerns or recurring behavioral issues to the OM for formal performance management.
Solve the "symptoms" of the day. If a line goes down or a scanner breaks, the AM is the first responder to restore flow.
Document these occurrences to help the GM identify long-term "process diseases" that require capital or strategic fixes.
Eliminate the "hidden factory" of rework by ensuring your team follows SOPs exactly, protecting downstream profitability.
Identify which area or bottleneck needs your attention now to move the needle on shift volume.
Be the leader the team can set their watch by—consistent in your expectations, your presence, and your enforcement of rules.
When a metric dips, look past the symptom (the low number) to fix the actual disease (the broken process or tool) on the floor.
Treat your area like your own business. Waiting for permission is a bottleneck; take the lead to clear the path for your team.
Protect the bottom line by maximizing the headcount and equipment you have, rather than waiting for more resources to arrive.