FAQ About Michael Colacurcio

• What is Michael Colacurcio's address?

  Michael Colacurcio is located at
  Tampa, Tampa, United States

• What is Michael Colacurcio's job title?

  Michael Colacurcio is a • Promoted to position 7 months after C&S acquired Winn Dixie • Started up/converted the 850,000 sq ft distribution center (Grocery, Fresh and Frozen) in 4 weeks – included moving out the current company • Hired 380+ associates (warehouse, transportation, garage, maintenance) and management for startup • Implemented engineering labor standards (ELS) in the first 8 weeks of operation o Replenishment gains – 9 pph to 22 pph (pallets per hour) o Putaway gains – 12 pph to 25 pph (pallets per hour) o Selection gains – 150 cph to 210 cph (cases per hour) o Loading gains – 0.75 lph to 1.2 lph (loads per hour) • Increased outbound volumes/stores 4 months after startup ($1.2M in savings) o Case volume (average outbound) – 420,000 cases to 710,000 cases o Stores serviced – 70 stores (70 Fresh, 70 Frozen, 70 Grocery) to 128 Stores (84 Fresh, 84 Frozen, 128 Grocery) • Reduced operating cost by 74% from start up to current • Trained, developed, and on boarded – 30 members of management • Installed new systems for the startup – WMS, Payroll, YMS, Fleet, VoCollect • Slotted, reracked, and labeled the facility (all commodities) prior go live • Ripen bananas for Plant City and the Orlando distribution center. • Managed a 1.1 million square foot campus – Frozen, Fresh, and Grocery DCs • Lead 325 warehouse associates across 2 shifts – Day/Night • Responsible for $25 million budget – superior review last year • Selection optimization and racking analysis o Grocery: increased by 10 CPH to 285 o Fresh: increased by 22 CPH to 282/Frozen: increased by 25 CPH to 289 o Chocolate to perishable (rerack) – improved product quality to customer • Putaway improvements - PPH positive trend for 17 period, 1 PPH standards increase • Family grouping initiative – created store ready pallets and efficiencies for retail • Promoted team concepts – developed warehouse team program/incentive system • Revamped hiring and training programs – team stabilized/turnover trended down • Strategic analytics for the onset of new business – 30% volume increase • Receiving process analysis – streamlined shift start. • Project Manager/Technical Lead for Manhattan implementation o Scope – 7 campus roll out (16 distribution centers) o Team – 7 members of management (one from each DC) – 5 promoted to other functions since the project’s completion • Updated driver incentive standards – 20% reduction to standard time • Cube analysis to accurately reflect truck capacities • Re-Designed/Re-Racked 6 DCs to optimize layout – utilized slotting software o Baldwin Grocery – 10 CPH increase o Orlando Grocery – 30 CPH increase – 1.5 mile reduction to selection path o Orlando Fresh – 16 CPH increase, gained slot capacity o Hammond Grocery – 13 CPH increase – 2 aisle reduction to travel path o Miami Grocery – 30 CPH increase – 1.5 mile reduction to selection path o GMD – 25% reduction to floor selection path • Developed and managed install of Montgomery milk room - $45,000 savings • Responsible for capital expense budget – $1.1 million • Coordinated projects with 12 distribution centers o Reserve Check Digits - $60,000 savings o Baldwin Selection Path Optimization – $60,000 savings o Batch Splitting - $70,000 savings • Developed logic for lift drivers to reduce travel and efficiently reserve inventory • Tested and taught system enhancements to management and associates for 12 DCs • Automated/developed reporting to reduce office time for management. • Warehouse layout analysis – soda analysis created increased efficiencies/reduced congestion • Project management – carton flow and pallet flow installation o 16 CPH increase to selectors productivity o Selection travel path reduction of nearly 1 mile • Managed a team of 7 inventory control associates – 3 promoted to other functions • Interdepartmental team growth – systematic training for my colleagues • Responsible for $23 million worth of inventory • Updated putaway logic o Putaway - 1 PPH increase with a 8% decrease in incentive pay o Letdown – 1 PPH increase with a 14% decrease in incentive pay • Implemented batch replenishment – 35 CPH increase in the first year • Cube-a-scan – updated companywide dimensions – improved outbound utilization. • Product improvement and custom product design – stronger, lighter, more durable • Computer modeling and FEA analysis – cost savings from traditional testing • Cost analysis, price quotes, and procurement of inventory o Interfaced with suppliers/vendors o Purchased and tracked raw materials o Developed BOM and manufacturing documentation • Sold product line in tradeshows – technical sales representative • Oversaw production/quality control – Increased productivity from 15 PPH to 25 PPH on main product line.

• What industry does Michael Colacurcio currently work in?

  Michael Colacurcio currently works in the C&S Wholesale Grocers |

• Which languages does Michael Colacurcio speak?

  No Languages Available

• Which industries has Michael Colacurcio previously worked in?

  Michael Colacurcio has prior
  experience in the following industries:
  BI-LO Winn Dixie Stores | Winn Dixie | Winn-Dixie | Pallet Systems of America

• What is Michael Colacurcio’s work experience?

  Michael Colacurcio has the following professional experience:
  C&S Wholesale Grocers | BI-LO Winn Dixie Stores | Winn Dixie | Winn-Dixie | Pallet Systems of America

• How can I find Michael Colacurcio on LinkedIn?

  You can view Michael Colacurcio’s LinkedIn profile at LinkedIn URL

• What are Michael Colacurcio’s work email addresses?

  Michael Colacurcio’s work email
  addresses are
  mcolacurcio@cswg.com

• What company does Michael Colacurcio work for?

  C&S Wholesale Grocers |