On-Site DC & 3PL Performance Lead

Global Growth Industries; Minneapolis (MN); On-site; USD 90,000 - 120,000; Full time

Job summary

Global Growth Industries seeks an On-Site Distribution Center Manager to serve as the Company’s operational liaison within a 3rd party DC. You will oversee floor-level operations, monitor receiving, inventory, picking, loading, dispatch, and delivery performance to ensure on-time delivery and accuracy for Company stores.

The role requires hands-on leadership on the DC floor, strong analytical skills, and the ability to collaborate with 3PL leadership to drive improvements and cost control while

Qualifications

• 3-7+ years of distribution, transportation, logistics, supply chain, or 3PL operations experience.
• 3+ years of leadership or operational management experience.
• Strong understanding of high-volume distribution center operations and transportation/route delivery.
• Experience working with 3PL providers or outsourced logistics operations.
• Strong analytical and financial skills with the ability to interpret operational KPIs and identify root causes.
• Strong Excel/data-analysis capability and excellent written and verbal communication skills.
• Ability to influence partners without direct authority.
• Willingness to work on-site and maintain significant operational floor presence.
• Convenience-store, grocery, foodservice, retail, or consumer-products distribution experience.
• Experience managing or overseeing dedicated contract carriage or private-fleet operations.
• Experience with driver recruiting and retention, route optimization, 3PL performance and contractual KPIs.

Responsibilities

• Serve as Company's on-site representative within the 3rd party DC and maintain daily visibility into operations supporting the Company.
• Monitor receiving, inventory, picking, loading, dispatch, transportation, and delivery performance.
• Review daily Company volume, route plans, staffing levels, driver coverage, equipment availability, and operational constraints.
• Identify potential service failures before they impact stores and work with 3rd party leadership to develop immediate recovery plans.
• Maintain regular floor presence rather than managing solely through reports and meetings.
• Own the daily review of Company delivery performance from the customer perspective.
• Track on-time delivery percentage, late deliveries, dispatch delays, route duration, driver dwell, DC departure performance, store arrival performance, routes exceeding planned hours, and repeated problem routes.
• Conduct root-cause analysis on service failures and distinguish between issues caused by DC operations, transportation, driver staffing, route design, store conditions, weather, or other factors.
• Ensure corrective actions have clear owners and completion dates.
• Maintain visibility into permanent driver staffing levels supporting the Company.
• Monitor driver vacancies, recruiting pipeline, new driver starts, training completion, driver turnover, 30/60/90-day retention, overtime, travel-driver utilization, routes covered by travel drivers, and excessive driver hours.
• Challenge recurring dependence on travel drivers and ensure 3rd party maintain a documented plan for transitioning to a sustainable permanent-driver workforce.
• Review transportation expenses associated with supporting Company, with particular attention to premium and non-standard costs.
• Monitor travel-driver expenses including hotels, airfare, rental vehicles, mileage, per diem, overtime, travel time, and other premium driver expenses.
• Compare travel-driver cost per route against permanently assigned driver cost.
• Identify opportunities to reduce transportation cost without negatively affecting store service.
• Escalate recurring expenses that appear to result from structural staffing, routing, or operational issues.
• Partner with 3rd party transportation and Company leadership to evaluate route design and delivery schedules.
• Analyze miles per route, stops per route, planned versus actual route hours, store delivery windows, driver utilization, route consistency, equipment utilization, cost per delivery, and cost per route.
• Identify routes that are operationally unrealistic or consistently create service failures.
• Recommend changes to improve service, driver quality of life, productivity, and cost-to-serve.
• Maintain direct visibility into how DC and transportation performance impacts Company stores.
• Periodically visit stores and speak directly with store leadership regarding delivery reliability, delivery timing, mis-ships, shorts, damages, driver consistency, order accuracy, product availability, and delivery execution.
• Use store feedback alongside 3rd party performance data to identify systemic issues.
• Represent the voice of the Company store inside the distribution center.
• Monitor inventory accuracy and service issues impacting Company.
• Track shorts, mis-picks, mis-ships, damages, out-of-stocks, substitutions, claims, inventory adjustments, and repeat SKU issues.
• Partner with 3rd party to identify root causes and establish corrective actions for recurring problems.
• Develop visibility into the true cost of servicing the Company through the assigned DC.
• Monitor transportation cost, premium freight, travel-driver expense, overtime, route cost, cost per case, cost per stop, claims and damages, re-deliveries, and service recovery costs.
• Identify opportunities to remove unnecessary costs while protecting service.
• Maintain a structured Company/3rd party performance scorecard covering service, transportation, operations, and financial performance.
• Key measures should include On-Time Delivery %, Order Accuracy %, Fill Rate, store service issues, planned vs. actual route hours, late routes, driver staffing %, travel drivers used, travel-driver expense, driver overtime, routes exceeding target hours, picking/loading accuracy, damages, shorts, mis-ships, cost per case, cost per stop, cost per route, and premium transportation expense.
• Provide Company leadership with clear, fact-based visibility into 3rd party performance.
• Escalate issues based on business impact rather than simply forwarding problems.
• When escalating an issue, provide: What happened; why it happened; store/business impact; immediate containment; long-term corrective action; owner; and expected resolution date.
• Develop strong relationships with 3rd party DC leadership, transportation leadership, operations teams, drivers, and Company field/store leadership.

Skills

Analytical skills

Financial acumen

Excel proficiency

Communication skills

Influence without authority

Leadership

On-site presence

Tools

Excel

Job description

Global Growth Industries seeks an On-Site Distribution Center Manager to serve as the Company’s operational liaison within a 3rd party DC. You will oversee floor-level operations, monitor receiving, inventory, picking, loading, dispatch, and delivery performance to ensure on-time delivery and accuracy for Company stores.

The role requires hands-on leadership on the DC floor, strong analytical skills, and the ability to collaborate with 3PL leadership to drive improvements and cost control while