Vice President, Warehouse Operations and Logistics
Listed on 2026-07-08
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Warehouse
Operations Management, Supply Chain / Intl. Trade, Change Management -
Management
Operations Management, Supply Chain / Intl. Trade, Change Management
Vice President, Warehouse Operations & Logistics
The Vice President, Warehouse Operations & Logistics owns the performance, scalability, and strategic direction of Trace3’s national warehouse, shipping, logistics, and integration services business. This role is accountable not only for the daily operational execution across all national warehouse locations — outbound shipping, warehouse operations, and integration services for customer orders — but also for building the metrics, reporting infrastructure, and operating discipline needed to manage a warehouse network at scale.
The Vice President will lead the managers and employees within these departments, including staffing recommendations and operational integrity, and will maintain direct day‑to‑day contact with the Trace3 sales force, sales operations, and logistics partners. A core part of this role is determining the right mix of internal capability versus third‑party/partner capacity as the business grows — and building a repeatable mechanism to make and revisit that call.
This leader will also be responsible for educating department staff on the systems, tools, and resources available to them, and for managing the logistics of warehouse relocations, expansions, and integrations arising from organic growth or M&A activity.
- Manage the team of warehouse, logistics, and integration services personnel responsible for fulfilling the duties below.
- Create a consistent process across regional warehouses to enhance process flows and establish a systematic approach to service delivery.
- Manage physical Trace3- and customer‑owned inventory and validate against systems through routine cycle counts.
- Maintain clean, safe, and efficient warehouses across the nation.
- Train warehouse staff on new processes and procedures, and train department managers on how to manage teams and process.
- Propose strategies and tactics to increase efficiency across warehouse staff and cross‑functional processes.
- Review and prepare workflow, manning and space requirements, equipment layout, and action plans while ensuring productivity, quality, and customer service standards are met.
- Maintain the physical condition of warehouses by planning and implementing new design layouts, inspecting equipment, and issuing work orders for repair and requisitions for replacement.
- Schedule and oversee the warehouse team to meet fulfillment demands, managing the flow and quality of work to maximize efficiency and minimize overtime.
- Maintain a safe and healthy work environment by establishing, following, and enforcing standards and procedures.
- Build and own a standardized scorecard of warehouse and logistics KPIs across all regional locations — including order accuracy, on‑time shipment rate, dock‑to‑stock time, units/lines picked per labor hour, inventory accuracy (cycle count variance), space utilization, damage/loss rate, and cost per order shipped.
- Design and implement consistent reporting cadences (daily operational dashboards, weekly performance reviews, monthly and quarterly business reviews) so leadership has real‑time visibility into throughput, labor productivity, and service‑level performance across every site.
- Establish target thresholds and tolerance bands for each metric, with clear escalation paths when a site or shift falls outside acceptable performance ranges.
- Use metrics and reporting as the basis for continuous improvement — identifying bottlenecks, justifying headcount or automation investments, and benchmarking individual warehouses against each other and against industry standards.
- Partner with Finance and Sales Operations to tie warehouse and logistics metrics to profitability, ensuring reporting supports both operational and financial decision‑making.
- Develop and own a formal build‑vs‑outsource decision framework that evaluates cost, capacity, geographic coverage, speed‑to‑market, and risk to determine which warehouse, logistics, and integration functions should be performed in‑house versus through third‑party logistics (3PL) providers…
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