Mateusz Pelc

• As an Operations Manager in Amazon Warehouse Distribution Centre I manage an entire Outbound / Inbound and Reverse Logistics. During one shift I manage directly 5 Area Managers, 10 Team Leaders and indirectly over 500 warehouse employees and processing over 1M products per month;
• Recruitment of new managers and team leaders,
• Labor Planning, Volume Planning,
• Taking part in Daily/Monthly and Quarterly Business Reviews with Regional Representatives,
• Preparing regular analysis and reports in terms of productivity and quality KPIs,
• Project Management using Lean methodologies,
• Leading big Automation Expansion Projects like “Sort Extension” (2.2M EUR) and “Clean Decant” (4M EUR)
• In 2023 my biggest project was leading Sort Extension, aiming building new automatic sortation infrastructure (box sorter) new loop conveyors on Ship Dock sortation area and also new Top Conveyor lines over Pack lines. Project value: 2.2 M EUR. Duties: Close contact to Amazon Project Engineers, joining weekly calls, preparing analysis, performing measurements and calculations and leading internal meetings with all stakeholders like RME, H&S, Change, Operations and Senior Team. Performing Risk Assessment, SWEH and Approval processes in order to hand-over new sorter to Operations. All of those solutions increased throughput of warehouse shipping capacity by 30% and also increased sortation capabilities by 50% (more sorts on Ship Dock).
• In 2024 I’ve managed project “People With Disabilities”. I’ve created working conditions for start hiring Deaf People and Hard of Hearing. I’ve designed the end to end process starting from recruitment with all needed support functionalities, including hiring Polish Sign Languague Translator (PJM – Polski Język Migowy). Despite of process changes I’ve also created a dedicated for Deaf People Pager-based evacuation system functionality to provide needed level of safety. The project supports inclusion and gives opportunity to work up to 30 Deaf People during one shift.
• In 2025 and 2026 I’m in a role of Quality SME (Subject Matter Expert) managing main quality KPIs. Despite of many quality improvements during the specific period there are three significant projects worth to mention:

1. Introduction of System ADAPT, which measures quality of each individual employee, tracking errors and generates feedbacks, which are supposed to be delivered by managers to employees. The system helped to reduce quality errors by 15%, which corresponds to 0.5M EUR savings per year.

2. New Damage Standard, which was designed and implemented by me to all Amazon Warehouses in Region (6 buildings). The changes in damage standard assessment of the products increased “Sellability” KPI by 2%, which corresponds to 0.3M EUR per year.

• In 2025/2026 I was working on Automation project called “Clean Decant Expansion”. The main goal was to posess form the market the latest technology and build a modern, AI supported new infrastructure of conveyance systems leading directly from Docks to 60 new workstations, automatic sorter and waste management infrastructure. As a project manager I was responsible for requirements assessment, stakeholders recognition, sourcing initiation, cooperation and negotiations with leading external contractors experienced in process automation (Schaeffer, FMH, Gerbhardt, Montech, WDX) as well as internal stakeholders like project engineering, design manager, WHS manager, Finance Manager, local and regional Directors. Due to process automation I was able to increase Reverse Logistics productivity by 28% by reduction of manual work. High level of complexity determined the project timeline – 18 months including Pilot Phase, Planning, Execution until Project Launch. Despite of big budget of 4M EUR due to a high profitability the Return of Investment (ROI) was calcutated to max 6 months.

• work in a big, 100 000 square meters Robotics Distribution Centre in Bielany Wroclawskie (WRO1)
• As Area Manager of Outbound Pick and Pack departments I was managing a team, which was responsible for collecting and packing products according to customer’s orders.
• In 2020 I moved to a Shipping department, to gain a practical experience in management of transportation logistic, supply chain, transportation systems and cooperation with carriers.

• Supervision of airbag module prototype orders and tests;
• Creation of purchase orders at component level;
• Partnership with suppliers from Europe, North America, Africa and Asia;
• Creating orders for prototype production components in SAP SRM;
• Cooperation with carriers (DHL, TNT, etc.) and customs agencies, while importing goods;

• Cooperation with suppliers and customers;
• Creating production’s supply plan in raw materials and sub-materials;
• Organizing and controlling deliveries, conducting regular inventory counts;
• Conducting complains of defective material;