Michael T. Moylett

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

Honey Brook, PA 19344

home: 610-***-****

cell: 484-***-****

email: abinan@r.postjobfree.com

SUMMARY Results oriented Supply Chain and Operations Leader with broad-based experience. Proven track record

delivering strong business results with an entrepreneurial passion for success. Recipient of several awards

for performance excellence, and recognized for strong leadership skills.

EXPERIENCE WEIGHT LOSS SERVICES, LP (formerly LA Weight Loss Franchise Company) 2007 to Present

Center based Weight Loss Company transitioning to web based business with annual sales of $25 million.

Vice President Purchasing & Supply Chain, Horsham, PA

Responsible for sourcing, order management, distribution and logistics for all food, print and supplies for

over 380 international weight loss centers, half franchisees (reduced to 65 franchise centers). Manage

over 10 contract food manufacturers (> 100 SKUs), a print & fulfillment supplier (> 150 SKUs) and 6 3rd-

party warehouses (reduced to 3). Responsible for Food Safety / Regulatory Compliance.

Consolidated warehouse network (6 WH to 3) reducing inventory costs over 50%

Introduced revolutionary oat-bran appetite management product in 3 forms; powder, caplet and shake

Introduced pre-packaged meals

Saved $200K annually in folding box cost for Contract Candy Bar Manufacturer

One of 2 executives responsible for developing web based business ( LAtoyourdoor.com). Developed financial model and

business plan. Established Fulfillment partner and set pricing. Worked closely with web developer to ensure seamless

integration with fulfillment partner and credit card processor.

J&J SNACK FOODS, CORP. 2004 to

2006

Snack Foods industry leader with annual sales of $500 million.

Plant Manager, Bellmawr, NJ

Responsible for all product flow activity. Directed 3 Production Supervisors and a Maintenance Supervisor

who managed 100 full-time and 50 temporary employees.

Improved sales 25% ($17 to $21.5 M) and improved profits 50% ($3 to $4.5 M)

Developed Financial Model to Analyze and Monitor Fiscal Metrics. $Labor/case < prior year (5%)

Dramatically improved Quality, Safety and GMPs to successfully acquire $4 million in new business

CAMPBELL SOUP COMPANY 1989 to 2003

Headquarters for $6 billion food industry leader.

GODIVA CHOCOLATIER, INC., Reading, PA (1996 to 2003)

Division of the Campbell Soup Company with annual sales of $350 million.

Director of Operations (1998 to 2003)

Responsible for all product flow activity, from the receipt of raw materials to the shipment of finished goods.

Directed a staff of 2 Production Managers and 7 Supervisors who manage a workforce of 300 full-time and

up to 500 seasonal employees. Promoted to transform low-performing team into high-performing,

motivated team.

$Inventory lowered 10% ($2M) per year - Implemented LEAN Manufacturing techniques, reducing cycle

times, lowering inventory, eliminating waste, and improving customer service (94% to 99%)

$Labor/lb. F03 = F99 - Reduced overall annual production cost 10%, including over 5% in labor cost

% Loss F03 = F99 ($1.5M to $750K)- Cut losses (raw material + WIP) over 20% annually

$2M saved in 3 years - Implemented several major capital projects including automated robotic candy pack-out lines, new

chocolate enrobing line and continuous caramel cooking process

Temporary Work Force Cut in (500 to 250) - Reduced reliance on Temporary work force by improving processes,

outsourcing and leveling crewing

Reorganized department and upgraded skill set, including implementing pay-for performance for line

management (Leader Performance Evaluation Program)

Awarded the 2002, 2001 and 2000 Proud Performance Awards, the corporation’s highest honor, for successfully implementing

OPI (2002 – Operations Performance Improvement), supporting the 25% increase in candy bar sales (2001) and outstanding

Seasonal Team performance (2000 - 140 new SKUs introduced and over 22% sales increase)

MICHAEL T. MOYLETT Page Two

Director of Supply Chain (1997 to 1998)

Promoted to consolidate the Purchasing, Planning and Customer Service departments into one cohesive unit.

$1M saved vs. prior year’s costs - Developed strong supplier partnerships, generating joint savings

Served mentoring role developing successors (Director of Supply Chain and Director of Purchasing)

Director of Purchasing (1996 to 1997)

Promoted to this position to turn around department. Purchasing function included Ingredients, Packaging and Co-

Manufacturing) for business unit with over 2000 SKUs and 150 Suppliers. Sourced globally.

$1.3M savings (over 5%) vs. prior year - Conducted Pareto analyses, consolidated suppliers

Awarded the 1997 Golden Achievement Award, the company’s most prestigious award, for outstanding Purchasing Team

performance, recognized for complete performance turnaround

CAMPBELL SOUP COMPANY, Camden, NJ (1989 to 1996)

Manager of Purchasing (1993 to 1996)

Promoted to this role and was responsible for the purchase of $115M annual Packaging Materials including labels, folding

cartons, glass and flexible packaging. Led Purchasing Systems Process Redesign and implemented BPCS

Saved $5M - Developed new sources and centralized the purchase of corrugated

Saved $600K - Leveraged corporate buying power to secure label savings for all manufacturing locations

Awarded the “Souper” Star Award as a member of the Alphabet Vegetable Reformulation Team for outstanding

contribution to the success of the U.S. Soup Business Unit

Manager of Purchasing (1991 to 1993)

Promoted to this position after success in IT Support role. Responsible for all corporate MRO purchases ($6M).

Saved 12% ($120K) vs. prior year - Consolidated the purchase of all business forms

Saved 5% ($150K) vs. prior year – Renegotiated corporate computer and supplies contract

Senior Systems Analyst (1991 to 1991)

Promoted to this role and reported to the Director – CIM, re-engineered company Purchasing Systems.

Responsible for all Purchasing variance reporting for CSC North America

Consolidated manufacturing systems from another division after its headquarters was closed

Systems Analyst (1989 to 1991)

Implemented CIM (Computer Integrated Manufacturing) in all US plants. Developed FIT (Fast Integrated Technology) – a

new methodology for IT systems development.

Consultant

PROFESSIONAL COOPERS & LYBRAND, Philadelphia, PA (1988 to 1989)

EXPERIENCE Installed and implemented McCormack and Dodge (M&D) PO:Millennium (ERP Purchasing System) at a large paper

products manufacturer: redesigned the business process; developed a Common Item Identifier System for all Asset

Optimization sites, and; served as the key client contact in the development and implementation of the new system.

Systems Analyst – Future Systems

UNITED ENGINEERS & CONSTRUCTORS, Philadelphia, PA (1987 to 1988)

Provided PC hardware and applications support at large Engineering Services firm. Developed and implemented training

program for all software applications, including DOS, Lotus and WordPerfect.

Human Factors Engineer

COMPUTER SCIENCES CORP., Moorestown, NJ (1984 to 1986)

Created ergonomically designed input screens, training plan and documentation for ENWGS (Enhanced Naval Warfare

Gaming System). Trained Navy personnel on Computer Operations throughout the United States.

Industrial Engineer

BALLY ENGINEERED STRUCTURES, Bally, PA (1983 to 1984)

Implemented IBM’s MAPICS, including the development of BOMs and routings. Responsible for the

purchase, installation and implementation of a PC based shop floor data collection system.

EDUCATION THE UNIVERSITY OF MICHIGAN, 1983

BS, Industrial & Operations Engineering

Emphasis in Operations and Management

TRAINING Manufacturers Resource Center, April 2003

Principles of Lean Manufacturing with Live Simulation

The American Management Association, May 1999

Effective Plant Management – The Key to Operating Excellence

Northwestern University, March 1997

Executive Program, J.L. Kellogg Graduate School of Management

Managing the Supply/Demand Value Chain

The University of Tennessee, February 1993

Senior Executive Program

SPC/SQC Training at the Institute for Productivity through Quality

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