Michael C. Moody, CPIM, CSCP, C.P.M.

*** ****** *****, ********, ** 37064

615-***-****

Cell: 615-***-****

acn3z0@r.postjobfree.com

Summary of Qualifications:

Certified Lean Supply Chain Professional with extensive experience in strategic sourcing, supplier management, quality systems, master

planning and inventory management. Trained and certified in lean manufacturing and Six Sigma Greenbelt. Proficient in MS Office and

ERP systems, including Oracle & MAPICS. Off-shore, and LCC sourcing experience with steel & aluminum products, castings,

forgings, machined parts, and more.

Work Experience:

Supply Chain Manager Apr 2013 – Present

Maximus Arms, LLC Franklin, TN

Responsible for purchasing, supplier management and inventory control for a manufacturer of custom hand guns. Part-time work until

business sales volume is achieved.

Supply Chain Manager Sept – Dec 2012

Big Time Toys Nashville, TN

Directed customer service, purchasing, inventory management and logistics for a company importing toys from China for Wal-Mart,

Toys R US, Target and others. Worked closely with Hong Kong agent, broker and customers for on-time deliveries, while placing

purchase orders with suppliers in China. Left due to lack of business.

Materials & Supply Chain Manager Oct 2010 – Apr 2012

Scott Fetzer Electrical Group Fairview, TN

Responsible for consolidation of all materials and supply chain activities for newly formed group of three Scott Fetzer companies

(France, Kingston Timer & Northland Motors) at Fairview location. Hired buyers and established single supply chain group. Working

manager buying copper magnet wire and other high-dollar commodities for consolidated group. Hedged purchase of copper for cost

savings. Reported to VP Operations.

Supply Chain Inventory Manager Mar 2010 – Oct 2010

National Oilwell Varco (NOV), Pressure Control Group Houston, TX

Pressure Control Group is a $1 billion manufacturer of sea-based oil & gas rig components, including blow-out preventers and riser pipe.

Responsible for all inventory functions, including receiving, warehousing, cycle counting, and shipping. Established improved cycle

count process along with wall-to-wall inventory process to pass internal and external audits. Utilized Six Sigma tools to improve

inventory accuracy from 86% to 95%, which enabled unit to pass external inventory audit for first time in two years. Reported to

Director of Supply Chain.

Operations Manager – Inventory Control 2008 – Jan 2010

BAE Systems, Inc, Global Tactical Systems Sealy, TX

BAE Global Tactical Systems is a $4 billion, 3,000 employee, TS16949 manufacturer of FMTV (Family of Medium Tactical Vehicles)

for the US Army, who produces over 8,000 military tactical vehicles per year. Site-wide responsibility for inventory management,,

including receiving, storage, cycle counting, 3d party logistics, and JIT delivery to multiple assembly lines. Supervised 180 employees.

Reported to Director of Operations.

• Improved inventory accuracy from 85% to 98% during period with improved cycle count process.

• Managed inventory growth from $100 million to $200 million due to production slow-down, established milk runs for JIT

• Implemented kanban for fabricated parts, expanded vendor-managed inventory (VMI) of fasteners, and established toll-gate process

for improved material flow and accountability, along with bar code scanning.

Michael C. Moody, page 2

Director of Materials 2004 – 2008

Imperial Group, LLC, a unit of Accuride Corporation Portland, TN

Imperial Group is a $200 million, 800-employee TS16949 manufacturer of fabricated and chrome-plated components for the heavy

trucking and bus industry. Corporate-level responsibility for all materials and purchasing activities for 6 plants manufacturing

components and providing JIT and kanban deliveries of parts to Peterbilt, Kenworth, Freightliner, Volvo and bus plants in North

America. Reported to Senior Vice-President, Accuride.

• Reduced raw material inventories from 36 days to 29 days on hand (19%) within one year, utilizing kanban, consignment, VMI and

other lean manufacturing tools. Improved customer delivery from 88% to 98.5%.

• Developed a cost reduction process throughout the company that realized $1 million/year in hard savings.

• Plant manager for Decatur, TX plant for 6 months, and received President’s Award for exemplary service.

Director of Materials/Lean Supply Chain 2002 – 2003

Dixie-Narco, Inc., a unit of Maytag Corporation Williston, SC

Dixie-Narco is a $220 million, 1,000-employee manufacturer of cold drink vending machines. Responsible for all materials activities,

including planning, receiving, storage, warehousing and product distribution. Supervised 12 salaried and 40 hourly employees.

Reported to Vice-President of Operations.

• Reduced logistics costs $400,000 annually by renegotiating freight costs and eliminating outside storage.

• Led kaizen events to implement e-kanban for steel products, which resulted in 11% reduction in coil steel inventory by reducing

excess inventories and identifying & eliminating obsolete materials.

• Established vendor-managed inventory (VMI), kanban, and consignment processes to improve material availability and reduced

inventory by $5 million. Led Kanban Committee for all Maytag locations.

Purchasing/Materials Manager 1999 – 2002

ARC Automotive, a unit of Sequa Corporation Knoxville, TN

ARC Automotive is a $200 million, 800-employee QS9000 certified tier-2 manufacturer of automotive air bag inflators. Responsible

for material planning, inventory management, receiving & shipping, supplier quality, and $120 million in direct material purchases.

Supervised 30 personnel. Reported to Director of Operations.

• Reduced raw and WIP inventories by $5 million, utilizing kanban and VMI. Led Oracle implementation.

• Achieved $1.8 million in cost reductions, with suppliers in Europe, South America, China and US through strategic sourcing and

focused negotiations. Led reverse auction for stampings, which saved $2.2 million.

• Established Joint Supplier Management Council with Delphi Automotive for benchmarking best supplier practices and reducing

costs. Implemented supplier quality initiatives which led to 10% reduction in DPPM.

Corporate Purchasing Manager 1994 – 1999

Hennessy Industries, a unit of Danaher Corporation Nashville, TN

Hennessy Industries is a $110 million manufacturer of automotive service equipment. Responsible for strategic purchase of $60 million

in direct materials and service components from suppliers in Europe, China and the US, as well as production planning and material

control. Supervised 12 salaried personnel. Reported to VP Operations.

• Achieved $500,000 + annually in material cost reductions, by sourcing new suppliers in Europe, China, and domestically.

Implemented strategic sourcing and VMI of all MRO supplies with single supplier.

• Reduced raw and WIP inventories 40%, by implementing internal and external Kanban for production parts and service parts

replenishment. Implemented Sales & Operations Planning (S&OP) process.

Prior Experience: Several increasingly responsible positions in automotive and metal forming industries.

Educational and Professional Achievements

• Bachelor of Science, Economics, East Tennessee State University

• Certifications: CPIM, CSCP, C.P.M., Six Sigma Greenbelt

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