Contributed by Dylan Freitas, Inventory Control Specialist, 2 years, 4 months 

Driving Change in Inventory Management 

I joined R.S. Hughes through the Manager Training Program in 2023 and eventually became part of the company’s critical efforts to improve customer service and efficiencies by transforming inventory control. I had already worked in multiple branches by the time I took on the role of Inventory Control Specialist (ICS) in Sunnyvale, California. Despite not having a supply chain background, I was invited to help pilot a program aimed at reducing surplus inventory—an exciting challenge that shaped my journey. 

Success and Expansion 

Our team was tasked with reducing $1 million in surplus inventory within three months across seven locations in what was then the Pacific Northwest Region. We exceeded expectations, leading to the ICS role becoming permanent in all three regions.  

My job focuses on balancing inventory—keeping essential products in stock while efficiently moving surplus. We have significantly improved inventory efficiency by monitoring stock levels, coordinating with the Sales team and implementing structured inventory commitments. 

Having someone dedicated to monitoring inventory is important, especially when it comes to customer satisfaction. Before the ICS role, SKU levels and ordering decisions weren’t monitored closely. Too often, excess stock was only noticed when it had to be written off, which was wasteful and expensive. Now, we take a proactive approach to inventory management by tracking reported customer usage, analyzing returns and repeat backorders and engaging with customers about their future needs.  

All of this helps prevent unnecessary accumulation, reduce product delivery delays and improve efficiency. If an item is frequently sourced from another warehouse, stocking it locally can enhance availability to the customer. It also reduces backorders, which means the customer avoids delays in getting product from us.  

A significant improvement has been securing customer inventory commitments for made-to-order items, preventing large-volume orders from sitting idle. This shift has made inventory control more strategic and efficient. 

Improving Vending and Inventory Accuracy 

Another focus has been optimizing vending stock and returns. The SupplySight™ team handles vending, but we’ve worked to ensure slow-moving items aren’t left sitting in machines. Additionally, we’ve tightened vendor return processes, ensuring returns are completed before month-end for better financial reporting and to ensure we’re returning product to vendors in time for credit.  

We’ve also tackled unavailable inventory—missing or expired stock—by taking a firm stance on timely write-offs and implementing safeguards to prevent future accumulation. 

Staying Organized and Communicating Clearly 

Organization and communication are critical for Inventory Control Specialists. Reports are constantly coming our way, so keeping a structured schedule for reviewing them is essential. I ensure that sales representatives and the Inside Sales team have the data they need to make informed decisions. By maintaining transparency and collaboration, we’ve built trust and improved overall efficiency. 

Effective inventory control reduces waste, improves efficiency, strengthens customer relationships and drives business growth. By leveraging data-driven insights and clear communication, we’re turning inventory management into a competitive advantage—one well-balanced warehouse at a time.