Customer Service Project Manager

MICHAEL D. JOHNSON

************@*****.*** 919-***-****

Durham, North Carolina 27713

CAREER SUMMARY & HIGHLIGHTS

Over 30 years of successful Operations and Supply Chain Management experience, including at the plant, and

production levels. Areas of expertise include:

Strategic Business Planning Financial & Budget Analysis ERP, MRP, POS, and CRM

Policy & Program Development Sarbanes-Oxley (SOX) Compliance Six Sigma Green Belt

Negotiation and Mediation Human Resource Management Expense Controls & Reduction

Sustainability Initiatives Customer Service & Support Kaizen & Continuous Improvement

Extensive project management experience, including bringing large-scale organizational and system integration

initiatives in on time and within budget.

Dedicated to fostering positive relationships with internal and external customers, vendors, and community.

Skilled at evaluating, improving, and measuring success of policies, processes, and technologies.

Proven ability to improve bottom-line performance in short- and long-term by leading cross-functional teams.

Proficiency with Oracle, Microsoft Dynamics AX, Manhattan Warehouse Management Systems and Microsoft

Office (Word, Excel, Access, Outlook, Project, and Visio).

Outstanding communicator with noteworthy track record of developing highly effective divisions, teams, and

individuals by encouraging personal and professional growth.

PROFESSIONAL EXPERIENCE

Archimedean Point Consulting, Durham North Carolina 2009-

Present

Principal/Consultant

• Specializing in analyzing information to identify and solve logistics and supply chain operation

problems for clients.

• Facilitate strategic planning, information technology advances and re-engineering processes to

improve the company's total supply chain performance.

• Advise on productivity, materials management, transportation of goods, packaging, order processing,

manufacturing procedures and quality control.

• Performance Improvement and Restructuring/Turn-Around

• Assessing enterprise software to facilitate the management of forecasting and product development

functions, identified critical shortcomings, and recommended changes. Designed test scenarios and

scripts to facilitate the activation an integration of these new modules.

OPW FUELING CONTAINMENT SYSTEMS, Smithfield, North Carolina 2007-2009

Director of Operations

• Reported to President and corporate in managing all department heads and facility’s overall performance,

including: business planning, employee programs, cost control methodology, customer support, and forecasting.

• Spearheaded substantial productivity and profitability improvements during one-year period where sales

accelerated from $8 million to $40 million, including: increasing inventory turns by 151% from 3.1 to 7.8;

tripling profit margins from under 5% to over 15%; decreasing SG&A (selling, general, and administrative

expense) by 53%, from 17% to 8%; and shortening DSO (days sales outstanding) by 20% from 50 days to 30.

• Provided executive leadership to and served on cross-functional teams tasked with using DMAIC, DFMEA, and

value-stream analysis tools to assess financial impact and viability of operations regarding product lines.

• Managed personnel, operational, and material aspects during acquisition of a major competitor.

• Aligned departmental matrices and controls with corporate plan; created job descriptions; conducted pay and

benefits analyses; developed salary structures; and established a succession plan for all employees.

• Led the warehousing operation to double accuracy of $2.7 million in inventory within 18 months of acquisition,

from less than 50% to 97%.

LC INDUSTRIES, Durham, North Carolina 2004-2007

Director of Manufacturing Operations (2004-2007)

• Led major unit of $500 million/year organization with 1,100 employees – many blind or visually impaired – and

nine manufacturing, two distribution, and 37 retail facilities across the country.

• Reported to COO with direct reports including: managers of four plants and the materials, quality, engineering,

and HR departments, with additional profit and loss responsibility for sales, customer service, and materials.

• Reduced headcount by 26% through reorganization, while maintaining quality and corporate matrices.

• Increased profits by $1.3 million in climate that witnessed simultaneous 20% drop in sales.

• Supervised three separate consulting groups effectively by implementing ERP system and Manhattan

Warehouse Management System add-on to include RFID.

Plant Manager, Louisville, Kentucky (2004)

• Directed all activities during new facility start-up, including procuring new equipment, setting up all production

and packaging lines, and hiring all personnel – with 100% retention over first year of operation.

• Developed base of corporate-directed customers, as well as building new base of customers and vendors.

• Established global suppliers for motors and plastics that increased profit margins by 225% on two of the

highest-selling finished goods; and consistently maintained a profit margin for all product lines of over 12%.

• Spoke to groups at local government, educational, and community organizations about career opportunities.

SONY DISC MANUFACTURING, Terre Haute, Indiana 1992-2004

Manager, Inventory and Quality Control (2002-2004)

• Joined world’s largest manufacturer of compact discs as Resource Planner, earning four promotions in 12 years.

• Managed multiple outsourced packaging facilities and security and loss prevention.

• Initiated program for training and evaluating Kaizen practices of the facility and outsource vendors.

• Estimated and advised on packaging operations for outsourced product lines.

• Implemented program to analyze the sigma levels of incoming components from vendors; and worked with

those vendors on initiating their own programs to increase the quality of incoming components.

• Developed warehousing space management plan which reduced costs by $1.8 million in one fiscal year.

Manager, Shipping and Distribution (1999-2002)

• Directed 34-person operation comprised of five staff members and 29 hourly employees, with annual

operating budget of $2.1 million and a freight budget of $14.5 million.

• Developed and negotiated contracts for both transportation and logistics services.

• Built suppliers and transportation relationships, reducing inventories and ensuring functional JIT

environment.

• Designed process that integrated manual wrapping, labeling, and keyboarding systems, which, for total cost of

$250,000 in wrapper and IS development/coding, saved $600,000/year by eliminating need for 12 handlers.

• Served as Kaizen Principles trainer and inspector for both internal departments and vendors.

Oracle Logistics Project Manager (1996-1999)

• Conducted gap analysis which identified over 300 shortcomings with current Oracle system functionality.

• Managed 17-consultant team developing custom region in Oracle with 34 interactive forms and 100+ reports.

• Supervised effective interaction of team with other development regions to ensure quality and quantity of

their combined efforts dovetailed with master plan.

• Provided logistical technical advice to engineering, manufacturing, and information systems groups regarding

effect of Oracle interface on our I2 Scheduling System and ASRS picking systems.

Production Control Supervisor (1994-1996)

• Served as liaison between scheduling and manufacturing to ensure all expectations and deadlines were met.

• Resolved systems issues by analyzing orders that lagged behind in the production process; and notified

engineering about routing conflicts and errors and/or scheduling if I2 system failed to reflect intended routing.

• Served as group representative for I2’s Rhythm Scheduling Software implementation team moving company

from a Microsoft Excel system to I2 Technologies' premiere MRP planning and scheduling package.

Resource Planner (1992-1994)

•Executed and monitored the production schedule, identifying and resolving problems effecting process flow .

•Maintained communication with manufacturing supervisors, managers, and customer service representatives .

UNITED STATES ARMY 12th AVIATION BRIGADE, Various locations 1980-1992

Senior Logistics Noncommissioned Officer, Wiesbaden, Germany (1991-1992)

• Provided logistics support for 1,200 soldiers, 98 aircraft, and 321 vehicles.

• Ensured accuracy of over $500 million in inventory.

• Supervised daily operation of a staff office consisting of nine personnel.

• Responsible for a 48-soldier platoon’s training, health, and welfare.

• Implemented the Army’s first European-based Material Control Software System.

Senior Logistics Noncommissioned Officer, Saudi Arabia (1990-1991)

•Maintained 100% accountability for over $200 million worth of equipment throughout Gulf War.

•Provided daily logistic status reports to supervisors and higher headquarters .

•Entrusted with responsibilities normally assigned to staff two pay grades higher in rank .

Supply Sergeant, Fort Campbell, Kentucky & Wiesbaden, Germany (1986-1990)

Supply Clerk, Ansbach, Germany (1984-1986)

Personnel Records Specialist, Ansbach, Germany (1980-1984)

EDUCATION

INDIANA WESLEYAN UNIVERSITY, Marion, Indiana

Bachelor of Science, Business Administration

UNIVERSITY OF WISCONSIN, Madison

Completed 24-week executive certification course in Transportation Planning, Pricing, and Costing

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