General Manager / Vice President

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Position
General Manager / Vice President
Location Confidential
No
Location
Louisiana
Willing to Relocate
Yes
Industry
Mining-&-Metals-Production-and/or-Distribution
Function
MANUFACTURING-and/or-RelatedQA
Compensation
$100,000 to $200,000

Resume Summary
I am a general manager and operations professional with over 15+ years of experience in manufacturing, distribution, supply chain, business and team development, and developing and executing strategy. I work as a dynamic team player and believe in continuous improvement.

Resume Body      GENERAL MANAGER / VICE PRESIDENT

SUMMARY

An innovative and results-oriented operations executive, with demonstrated expertise in business process optimization, project management, customer service, quality, compliance management, cross-functional team leadership, culture change, and continuous improvement. Leverages practical experience with strong communication and leadership skills to deliver improved financial and business performance. A forward-thinking producer, who identifies areas for growth and implements comprehensive strategies to optimize operational efficiency, positioning a company as an industry leader.


Strategic Planning
Budgeting and Finance
Start-Ups and Turnarounds
Profit Improvement
Business Systems Analysis
Team-Building
Organizational Development
Lean Manufacturing
Purchasing and Negotiation
Distribution and Logistics
Supply Chain Management
Forecasting and S&OP
Performance Management
Employee Relations
Facility Management
Asset Utilization
Materials Management
Cost Control


EXPERIENCE

Manufacturing & Distribution company
Consumer durable goods in B2B and B2C market segments

Vice President, United States Operations, 2012-2015

Served as executive member of market area of North and South America inclusive, responsible for all aspects of United States operations and for 225,000-square-foot manufacturing and distribution facility. Handled strategic oversight and profit-and-loss management of United States operations; developed and controlled annual budget of over $15,000,000. Participated on global stainless steel, purchasing, and operation teams. Implemented new Enterprise Resource Planning System, Primary Business System, with Oracle back-end operating system. Selected for two-week corporate leadership program designed to train select employees to deploy new strategy, values, behaviors, and brand message. Appeared before United States International Trade Commission in Washington, D.C., in support of anti-dumping and countervailing duty orders in the matter of Drawn Stainless Steel Sinks from China. Reorganized management team to improve efficiency of operation and communication and develop team environment. Implemented effective site communication structure and quarterly town hall meetings, as well as employee-led Quality, Environmental, Health, and Safety (QEHS) Committee, and various other people initiatives.

" Integrated and streamlined United States operations and site with North America operations in all functional areas, including shared services, best practices, and policy and procedure synergies.
" Implemented dynamic slotting process, based on successful Kaizen event and ABC analysis; improved productivity by 20%, or two FTE labor employees, and reduced warehouse space by 25%, or 35,000 square feet; accomplished major step change in 6S environment.
" Reduced seven forklifts or 30% of PIT fleet by streamlining operations.
" Reduced order lead time by over 40%, from five days to three or fewer.
" Developed and implemented pull system for production operations, using Lean principles, to meet customer demand and improve own-fabricated production inventory turns by over 300%, from 15 to 45 turns.
" Achieved and maintained on-time customer service level of over 98% for all reporting units.
" Improved inventory control and accuracy to over 99%, as measured financially, and over 98%, on absolute basis, for all reporting units.
" Achieved highest corporate compliance and risk management rating in site history; elements included IS, QEHS, site security, and business continuity management planning.
" Achieved ISO 9001, ISO 14001, and OSHAS 18001.
" Developed capital project to replace critical piece of equipment and also achieved optimized layout and 30% space reduction of 25,000 square feet, based on Lean principles, to improve material flow and cell design.
" Established robust IT operating environment  included a virtual systems environment, secure backups, updated switches and wiring, enhanced network communications, scan guns, and various other hardware improvements. This also included transitioning site to Google to achieve more operational efficiency.
" Implemented a recycle and waste reclamation program to promote sustainability and a more environmentally-friendly and responsible site. Reduced waste by 50% annually, as well as turned program into a revenue stream.

Vice President, Logistics, 2005-2012

Oversaw all departments and activities within logistics. Participated in strategic meetings to develop, plan, execute, and control company decisions to support overall corporate goals and objectives. Developed and controlled annual logistics budget of over $6,500,000. Reorganized and reestablished customer service department from Ruston, Louisiana, to corporate office located in Hatfield, Pennsylvania; managed department from Ruston, Louisiana. Formalized supplier management program to include supplier portfolios, pricing and performance parameters, and contractual obligations. Negotiated savings and improved payment and consignment terms on numerous stainless steel program and price contracts, including two in excess of $1,000,000 each. Developed and implemented operations strategy to utilize one operations platform to support two distinct reporting units within kitchen systems division  luxury products group and retail products group; included consolidation of 50,000-square-foot distribution facility in Hatfield, Pennsylvania, to existing operations in Ruston, Louisiana.

" Improved the following key metrics to enhance performance of the shipping and customer service departments.
o Increased productivity 10% of units shipped per labor hour from 22 to 25.
o Reduced order lead time 28%, from seven days to five.
" Achieved numerous improvements in managing ocean freight.
o Extended payment terms from 30 to 60-plus days.
o Freight consolidation from multiple international locations.
o Improved cube utilization of a core lane by over 13%, consequently reducing product cost by over 11%.
o Negotiated savings on numerous contracts, including three over $300,000 each.
" Developed and coordinated ongoing Continuous Cost Reduction (CCR) initiative. Achieved savings over $500,000 annually for five years and contributed to significant earnings before interest and tax, or operating profit improvements.
" Developed and managed Obsolete and Slow-Moving Inventory (OSMI) process. Chaired monthly meetings with stakeholders to drive action and resolution. Developed RFQs and worked with liquidators and existing customer base to solicit and analyze quotes and cost impact.
" Improved Net Working Capital by over 30%. Drove improvements in overall supply chain, reduced OSMI, improved payment terms, and properly built reserves for aged and distressed inventory.
o Developed structured Sales and Operations planning (S&OP) process, and integrated team and stakeholders.
o Implemented and enhanced multiple consignment programs.
o Insourced and outsourced various products.
o Renegotiated core product costs and payment terms (80/20 Pareto Analysis).
" Organized and led special project to benchmark S&OP processes within market area of Americas kitchen systems division. Coordinated six reporting units located in Brazil, Canada, and the United States; worked to share best practices, identify performance improvement opportunities, and streamline for consistency and process efficiency.
" Developed commodity matrices and communicated to stakeholders; utilized to monitor and analyze various industry indices and other global economic factors as tools for negotiating, benchmarking, and decision-making.
" Coordinated and completed Business Unit harmonization project to streamline North American product offering for kitchen systems division. Processed ERP changes and item master updates in Material Requirements Planning (MRP) module, rotated physical stock, reduced business unit inventory 10% or $1,000,000, and optimized warehouse layout and related picking and distribution strategy.
" Developed and coordinated complexity reduction program to reduce SKUs making up last 5% of revenues by 50%, which were achieved and exceeded by 35%.
" Nominated and selected to participate in CEP 2 for one week in Switzerland; internal corporate evaluation program designed specifically for future Managing Directors (MDs) and superior Managers demonstrating potential for managerial advancement opportunities.

Logistics Manager, 2002-2005

Managed five departments, including production planning, procurement, shipping and receiving, IT, and customer service. Oversaw and directed departments to ensure efficient operation of logistics department in attainment and support of company goals and objectives. Developed and controlled annual logistics budget of over $5,000,000.
" Automated order flow process from customer service order entry through final shipping and invoicing.
o Reduced customer order process time by 24 hours, or 50%.
o Increased shipping efficiency by over 20%, or 150 orders processed versus standard of 125.
o Reduced order lead time by 30%, from ten days to seven.
o Increased shipping volumes by 10%, from 3,000 units per day to 3,300.
o Reduced labor cost by 10%, or one FTE labor employee.
" Improved inventory turnover from eight turns to over 12 turns per year.
" Consolidated 30,000-square-foot distribution facility in Kansas City, Missouri, to existing operations in Ruston, Louisiana; included integration of new product lines, customers, and corresponding procedures and methods.
" Phased out and integrated distribution requirements of one remote-owned warehouse and five other satellite locations into existing operations in Ruston, Louisiana.
" Nominated and selected to participate in CEP 1, formerly Young Leaders Week, for one week in Switzerland; internal corporate evaluation program designed specifically for future first-line managers demonstrating potential for managerial advancement opportunities.


ADDITIONAL EXPERIENCE

Production Control Manager, 1996-2002. Handled planning, scheduling, and procuring raw materials to support production operations. Contributed to procurement and distribution functions. Worked with cross-functional teams in all departments; conducted weekly and other meetings to ensure clarity and consistency of production operations to meet stakeholder needs and maximize customer satisfaction. Focused on product and process improvements. Managed inventories of over $5,000,000. Oversaw logistics department in absence of logistics manager. Directed and supervised production and inventory control assistant.

Managed large portion of major capital project; worked to bring new products to market, while concurrently phasing out existing products, processes, and equipment. Integrated production requirements of one remote-owned warehouse and five other satellite locations. Designed and implemented several database systems using Microsoft Access. Developed measurement system to balance production output with incoming customer orders. Reduced time to complete physical inventories by over 60%, from 2 days to less than one day. Developed new product launch process to assist marketing and stakeholders with item setups and to bring products to market more efficiently. Earned recognition for improvement of production and inventory management through enlightened use of MRP.

Production and Inventory Control Assistant, 1994-1996. Hired to control previous inventory shrinkage, tracking, and integrity problems. Developed, implemented, and managed central storage for Maintenance, Repair, and Operating (MRO) items to control inventory. Increased inventory accuracy to over 98% via development and implementation of cycle counting program. Increased efficiency by adding terminals and training employees to enter production real time. Improved customer service Available to Promise (ATP) response time and netted one FTE labor employee. Processed engineering changes, updated bill of material files, and adjusted item master files. Implemented new ERP system, Fourth Shift, from PC Mini.


BOARD POSITIONS

Louisiana Tech University Sustainable Supply Chain Advisory Board, 2007-2009
Chair, Professional Development Activities / Global Resources Committee, ISM Louisiana-Arkansas, 2006-2008
President, ISM Louisiana-Arkansas, 2005-2006
1st Vice President, ISM Louisiana-Arkansas (local chapter of ISM), 2004-2005


EDUCATION

LOUISIANA TECH UNIVERSITY, Ruston, Louisiana
M.B.A., 2000
B.S., Management, 1994


CERTIFICATIONS

Certified Professional in Supplier Diversity (CPSD), 2016
Certified Supply Chain Professional (CSCP), 2015
Certified Professional in Supply Management (CPSM), 2011
Certified in Business Management (CBM), 2002
Certified Purchasing Manager (C.P.M.), 2001
Accredited Purchasing Practitioner (A.P.P.), 2001
Certified in Integrated Resource Management (CIRM), 2000
Certified in Production and Inventory Management (CPIM), 1996
PROFESSIONAL DEVELOPMENT

CAMP Change Ambassador Program, Company-Sponsored and Krauthammer, Inc., 2014
Lean Certified Yellow Belt, Company-Sponsored and Lean Map, 2010
Corporate Education Program 2, Company-Sponsored and Human Train, Inc., 2008
Organizational Agility and Conflict Management, LPD, Inc., 2007
Group Finance Training, Company-Sponsored, 2006
DISC Behavioral Assessment, LPD, Inc., 2006
Situation Leadership I and II, Ken Blanchard Series, LPD, Inc., 2006
Lean Value Stream Improvement Workshop, Company-Sponsored and TBM, Inc., 2006
Corporate Education Program 1, Formerly Young Leaders Week, Company-Sponsored and Human Train, Inc., 2002
Dynamic Leadership, Training Logic, Inc., 2002
Dynamic Communication and Influence, Training Logic, Inc., 2002
Organizational Behavior, Learning and Motivation, Louisiana Tech University, 2002
Leadership Training Level I and II, Louisiana Tech University, 2002
Microsoft Word  Advanced, Information Managements Systems, Inc., 2002
Leadership, Training, and Development, Training Logic, Inc., 2001
Blood-Borne Pathogens Medic First Aid Course, EMP International, 1998
Basic Medic First Aid Course, EMP International, 1998
Focused Manufacturing Training, Fourth Shift Education and Training Services, 1998
Microsoft Excel  Intermediate and Advanced, Information Management Systems, Inc., 1998
Microsoft Access  Intermediate and Advanced, Information Management Systems, Inc., 1997


AWARDS AND HONORS

Lantern Award, Louisiana Economic Development, 2008
For demonstrated excellence in manufacturing and outstanding community involvement. Awarded at Governors Mansion in Baton Rouge, Louisiana.
Business of the Year, Ruston-Lincoln Parish, 2007
Irvin W. Kilpatrick Outstanding Purchasing Management Award, 2006
For leadership, guidance, and outstanding achievements and distinguished service for the advancement of the purchasing profession.
Beta Gamma Sigma Business Honor Society, 2000
Guest Speaker, ISM Louisiana-Arkansas, 2000
Recognized for Outstanding Contribution, 1998
For improvement of production and inventory management through enlightened use of MRP.


AFFILIATIONS

American Production and Inventory Control Society (APICS), 1994-Present
Louisiana Tech University Alumni Association, 1994-Present
Institute for Supply Management (ISM), 1999-Present
Beta Gamma Sigma business honor society, 2000-Present
Association of Professionals in Business Management (APBM), 2002-Present

COMPUTER SKILLS

Word Processing: Microsoft Word, Google Docs, AmiPro, WordPerfect
Spreadsheets: Microsoft Excel, Google Sheets, Lotus 1-2-3
Database Management: Microsoft Access, MS SQL Server, Google Drive, Oracle
ERP and MRP Systems: Fourth Shift, GAINSystems, SAP, PBS (Oracle back-end)
Presentation Software: Microsoft PowerPoint, Microsoft Visio, Google Slides
Other Computer Skills: Visibar Bar Code System, Local and Wide Area Networks, Virtual Systems Management, Data Warehousing, SQL Query and Reporting, Google Drive, UltiPro, Adobe



SELECTED ACCOMPLISHMENTS

INFORMATION TECHNOLOGY AND INFORMATION SERVICES
" Implemented two ERP systems, Fourth Shift in 1994 and PBS in 2015.
" Established robust IT operating environment; included virtual environment, secure backups, updated switches and wiring, communication, scan guns, and various other hardware improvements.
" Integrated site with North America IT operations; transitioned site to Google Cloud-based system to improve efficiency and cost savings.


HUMAN RESOURCES
" Implemented effective site communication structure, including quarterly town hall meetings.
" Streamlined policies and procedures with North America HR operations.
" Developed employee-led QEHS committee.
" Improved overall site security and safety by implementing site check audits, improving lighting and signage, and securing overall facility and grounds perimeter. Developed next-level security capital project.
" Implemented recycling and waste reclamation program to promote sustainability. Reduced waste by 50% annually and turned program into revenue stream.
" Achieved highest risk audit rating in site history; included IS, QEHS, site security, and business continuity management planning.


FINANCE AND ACCOUNTING
" Developed and controlled annual budget of over $15,000,000 within corporate guidelines for United States operations.
" Improved inventory control and accuracy; achieved accuracy of over 99%, as measured financially, and over 98%, on absolute basis, for all reporting units.
" Developed and managed OSMI process. Chaired monthly meetings with stakeholders to drive action and resolution; developed RFQs and worked with liquidators and existing customer base to solicit and analyze quotes and cost impact.
" Improved NWC by over 30%. Drove improvements in overall supply chain, reduced OSMI, improved payment terms, and properly built reserves for aged and distressed inventory.
o Developed structured S&OP process and integrated team and stakeholders.
o Implemented and enhanced multiple consignment programs.
o Insourced and outsourced various products.
o Renegotiated core product costs and payment terms (80/20 Pareto Analysis).


OPERATIONS
" Developed and implemented operations strategy to utilize one operations platform to support two distinct reporting units within kitchen systems division  luxury products group and retail products group; included consolidation of 50,000-square-foot distribution facility in Hatfield, Pennsylvania, to existing operations in Ruston, Louisiana.
" Achieved ISO 9001, ISO 14001, and OSHAS 18001.
" Developed and implemented pull system for production operations, using Lean principles, to meet customer demand and improve own-fabricated production inventory turns by over 300%, from 15 to 45 turns.
" Developed capital project to replace critical piece of equipment and also achieved optimized layout and 30% space reduction of 25,000 square feet, based on Lean principles, to improve material flow and cell design.
" Supported and managed large portion of major capital project of new equipment, processes, and building extensions; played instrumental role in start-up and management of bringing new products to market, while concurrently phasing out existing products, processes, and equipment.
" Developed and coordinated ongoing CCR initiative; achieved savings of over $500,000 annually for five years and contributed to significant EBIT improvements.
" Appeared before United States International Trade Commission in Washington, D.C., in support of imposition of anti-dumping and countervailing duty orders in the matter of Drawn Stainless Steel Sinks from China (Investigation Nos. 701-TA-489 and TA 1201 (Final)).





SELECTED ACCOMPLISHMENTS


LOGISTICS
" Implemented dynamic slotting process, based on successful Kaizen event and ABC analysis; improved productivity by 20%, or two FTE labor employees, and reduced warehouse space by 25%, or 35,000 square feet; accomplished major step change in 6S environment.
" Achieved and maintained on-time customer service level of over 98% for all reporting units.
" Coordinated and completed Business Unit harmonization project to streamline North American product offering for kitchen systems division. Processed ERP changes and item master updates in Material Requirements Planning (MRP) module, rotated physical stock, reduced business unit inventory 10% or $1,000,000, and optimized warehouse layout and related picking and distribution strategy.
" Consolidated 30,000-square-foot distribution facility in Kansas City, Missouri, to existing operations in Ruston, Louisiana; included integration of new product lines, customers, employees, and corresponding procedures and methods.
" Negotiated savings and improved payment and consignment terms on numerous stainless steel program and price contracts, including two in excess of $1,000,000 each.
" Achieved numerous improvements in managing ocean freight.
o Extended payment terms from 30 to 60-plus days.
o Freight consolidation from multiple international locations.
o Improved cube utilization of a core lane by over 13%, consequently reducing product cost by over 11%.
o Negotiated savings on numerous contracts, including three over $300,000 each.
" Formalized supplier management program to include supplier portfolios, pricing and performance parameters, and contractual obligations.

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