Project Manager Management

Edward Cunliffe, PMP

*** ***** ***** ******

Lititz, PA 17543

H: 717-***-****

M: 717-***-****

**********@**********.***

www.linkedin.com/pub/edward-cunliffe/28/427/b35

SUMMARY

A certified Project Management Professional (PMP) with over 20 years of experience at multi-national

companies in a variety of manufacturing environments including the automotive and flooring industries.

Proven leadership in cross-cultural, team based organizations possessing the expertise to manage all

aspects of the project life cycle with an emphasis on resource utilization, schedule adherence, and budget

compliance for projects with values up to $55M and annual turnover of $200M.

Responsible for the effective planning and execution of technical and business development projects

continually acquiring the necessary knowledge and developing essential skills for adapting to changing

priorities. Demonstrated expertise for organizing multiple and competing priorities while working

independently with minimal direction coupled with interpersonal skills to manage large, complex projects

on an international basis.

Expertise in:

•

• Presentations Skills • Supplier Integration and Management

• Risk Assessment and Mitigation • Multi-cultural team collaboration

• Manufacturing Processes • Problem Solving

PROFESSIONAL EXPERIENCE

ARMSTRONG WORLD IND., Lancaster, PA 2007 - 2010

Project Manager - New Product Development

Responsible to execute all aspects of the new product development and commercialization process

for multiple projects in accordance with business plans for project values up to $26M.

• Launched a new product on schedule and on budget that exceeded initial sales expectations

during the first 18 months of sales reducing warranty claims to .11%, increasing profit margin

by 30% and becoming the recipient of Armstrong’s Award for Excellence.

• Successfully merged project responsibilities, previously performed by two project

management positions, resulting in effective utilization of corporate resources.

• Reduced project durations by 20% through a process of decreasing design time, providing

clear design direction and improving the color trial and final sample approval process.

• Generated a $5M annual reduction in working capital and additional reductions in direct cost

through the development of an innovative product and manufacturing process with IP

potential.

• Led the preparation and presentation of project deliverables and risk assessment to senior

management and stakeholders.

• Simplified project deliverables by launching a project plan that broke down functional

activities, improving the team’s ability to assess cost, schedule, risk and overall project

performance.

• Successfully brought wayward projects back on schedule, on budget and launched at an

appropriate quality level to meet corporate objectives and customer requirements.

• Eliminated the advancement of specific, non-strategic projects to a development phase as a

result of effective implementation of feasibility studies during the initial project phase.

Edward Cunliffe, PMP

AB VOLVO, MACK TRUCK DIV., Allentown, PA 1999 - 2007

Senior Project Manager

Manage Engineering, Quality and Supply Chain projects on a global basis to support the North

American business plan and global strategy. Individual project values up to $55M, total annual

turnover responsibility of $200M and average cost improvement result of -15%.

• Coordinated the combined technical efforts of 18 vehicle module teams to support and

launch the North American 2007 emissions compliant platform for refuse vehicles.

• Guided by project scope, worked closely with Finance to pro-actively identify and minimize

potential cost increases while implementing cost improvements without sacrifice to quality,

design or manufacturability.

• Leveraged foreign supplier capabilities with domestic suppliers in a cooperative effort

producing a synergistic effect of creating a single source solution. This resulted in improved

on-time delivery, significant reduction of plant inventory, greater total cost improvement,

measurable quality improvement and enhanced communications between suppliers,

assembly plants, and technical staff.

• Led and guided Global Procurement, Quality and Product Development by co-developing a

global process with the purpose of eliminating previous barriers that existed, prohibiting

attempts to integrate suppliers located in emerging markets into the domestic supply chain

resulting in significant component cost improvements.

• Mentored junior project managers and provided guidance to technical teams.

Case New Holland, New Holland, PA 1989 - 1999

Commodity Mgr. / Team Leader - Procurement

Successful strategic leader in developing and executing multiple sourcing strategies by

delivering significant cost savings and supplier reductions, improved lead-times and increased

margins coupled with a focus on meeting quality requirements and manufacturing needs.

Annual turnover responsibility of $65M

EDUCATION

MBA, Monmouth University, Monmouth, NJ

B.S., Business Administration, Delaware Valley College, Doylestown, PA

PROFESSIONAL DEVELOPMENT

PMP - Project Management Professional, Project Management Institute (PMI)

Advanced PM Principals - Chalmers University, Sweden

MEMBERSHIPS

Project Management institute (PMI) – Keystone Chapter

COMPUTER SKILLS

Word, Excel, Power Point, MS Project & Social Networks

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