Fleet Manager

About Shepherd Electric Supply Since 1892, Shepherd Electric Supply has been the first call when complex, time-critical electrical challenges need to be solved, and reliability truly matters. We move materials accurately and on time, so contractors stay on schedule, projects stay on track, and customers never have to wonder if we will come through. Our success comes from people who take pride in doing things the right way — safely, accurately, and with care for teammates and customers alike. If you want to do work that matters at a company that notices, this is the place. Why This Role Matters The Fleet Manager is the connective layer of the Laurel Distribution Center. Shipping, receiving, inventory, and fleet do not operate in isolation — they depend on each other, and when coordination breaks down between them, the customer is the one who pays for it. This role exists to make sure that never happens. Working alongside the Operations Manager, the Fleet Manager keeps all four functional areas aligned, accountable, and moving — monitoring performance, surfacing inefficiencies, developing department leads, and driving the process improvements that keep a high-volume DC running at the standard Shepherd’s customers expect. This is not a behind-the-desk coordination role. It is a floor-present, outcome-owning leadership position at the center of DC operations How This Role Connects to Our Compass Compass Value | What It Looks Like in This Role We Keep Our Promises: You are the connective layer between shipping, receiving, inventory, and drivers. When any one of those functions falls short, the customer feels it. You own making sure they don’t — not by managing from a distance, but by staying close enough to catch problems before they become missed commitments. We Stay Hungry: You are always asking what could run tighter, faster, or more reliably across all four functional areas. You analyze KPIs, surface patterns, and drive corrective action — not because the Operations Manager asked, but because you see the gap and own closing it. We Grow Together: You develop the managers and leads under you so each function has the depth to run without heroics. Cross-functional coordination — between departments, with branches, with purchasing and sales — is part of how you show up every day. The DC gets better because you connect the parts. We Own It: You hold yourself accountable first across every function you touch. When a process fails — in shipping, receiving, inventory, or fleet — you find the root cause and redesign it. You do not manage through excuses or blame the teams running the process. We Go Above & Beyond: You anticipate before the ask. The Operations Manager trusts that every function under your coordination is running correctly without being checked. Drivers leave on time. Inventory is accurate. Orders leave clean. You close gaps before they become complaints — across all four areas, every day. Key Outcomes Organized by what matters, not just what you do. Outbound Fulfillment & Shipping Accuracy Ensure every outbound order leaves clean — right product, right quantity, complete and accurate documentation Verify shipping documentation is complete on every outbound shipment before departure — no exceptions Prioritize time-critical and priority-flagged orders with urgency and direct communication to affected teams Coordinate staging so drivers load efficiently and depart on time, every route, every day Ensure will-call orders are staged and ready before customers arrive Team Leadership & Development Select, onboard, and develop a 20-person shipping team — including leads — so the function executes without depending on heroics Coach and hold team members accountable through direct, consistent feedback — not just documentation Manage timecards, performance evaluations, and day-to-day accountability with consistency and fairness Deleg…

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