Project Manager Customer Service

JOSEPH J. SAKMAR

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

Madison, CT 06443

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

Home: 203-***-**** Cell: 203-***-****

OPERATIONS & PROCESS IMPROVEMENT PROFESSIONAL

Acknowledged expert in developing enterprise wide and/or cross-functional

solutions to address business problems. Strong record of success in

implementing creative solutions to improve business performance and provide

sustainable operating results. Leader in managing change driven by both

technology and organizational initiatives.

. Developed a plan to lower working capital resulting in the release of $25

million in cash flow for a major chemical manufacturer. New inventory and

product creation guidelines played key roles.

. Completing a value chain and cycle time analysis generating a $50 million

improvement opportunity for a large manufacturer of composite materials.

. Designed a turnaround plan for an executive team faced with declining

sales and shrinking profits. Produced a pruned customer and product

portfolio, shrinking the business to profitability.

HEXCEL CORPORATION 2005 - 2009

Global Business Process Project Manager

A leading advanced structural materials global enterprise with over $1B in

revenues was undertaking the largest project of its kind designed to

introduce common optimized work practices across all Hexcel plants and

business for Customer Facing activities. As the project manager for US

Operations I was responsible for introducing new application software to

support the common work practices as well as evaluating existing systems

with the objective of consolidating and/or replacing with a common system

where economically viable:

. Managed a team of five functional experts through the project lifecycle:

Requirements definition, Process design, Implementation of new Business

Processes, Business Readiness preparation, Test, Execution and Roll-out.

. Global spend for this effort was roughly $10M/ year, US activities which

I managed affected over forty Customer Service personnel distributed

among four different US locations. Supporting roles for this effort,

including Credit, Quality, Engineering and Operations engaging an

additional thirty to forty people throughout the process.

. Directed day to day activities of the project team, often including

people that do not report directly to the Business Project Manager

addressing all obstacles to progress with local Process Owners.

. Provided general, industry best-practice knowledge relevant to our

business and supporting data for manufacturing and supply chain

processes.

CHARLES RIVERS ASSOCIATES 2002 - 2005

Contract Consultant

A management consulting firm that acquired the chemicals and energy

strategy practices of Arthur D. Little Inc.

. As an independent consultant I offered CRA expertise in the areas of

Supply Chain Management and Operations Performance Improvement.

. As a contract consultant, I participated mainly on proposal and business

development activity in addition to select pieces of case work involving

operations improvement.

ARTHUR D. LITTLE INC. 1992 - 2002

North America Management Consulting

Associate Director Operations Management Practice

One of the premier consulting firms with over 3,000 staff members in 50

offices around the world.

Casework Examples:

. A major European specialty chemical company needed a strategy to merge

its North American business units. Assembled a large redesign team to

identify and rethink inefficiencies in the company's operations.

Examined all major organizational functions including accounting,

engineering, HR, Procurement, and EHS. An implementation plan was

developed and presented to executive management. Their quick approval

led to $16 million annual savings.

. For a major investment banking firm, performed the due diligence of

the physical operations of a major US fiber glass manufacturing

organization. This effort required a physical walk through of the

operations, collection and assessment of relevant operating

information including yields, efficiencies, maintenance and labor

spends and generating a report identifying short and long term capital

investment requirements and/or plant closures.

JOSEPH J. SAKMAR PAGE TWO

. Led a team of ten six-sigma black belts in an effort to explain the

$2.3 billion cost structure of major agro-chemical company. Because of

the cross-functional nature of the process improvement opportunities I

was brought in from the outside to manage this exercise. The approach

was data driven and focused on the first two stages of the six-sigma

breakthrough strategy, identification and characterization. The

directive was to associate all costs with serving various customers

across markets. The results yielded over $150 million in cost

reduction opportunities associated with thirty near to mid-term

projects

. A $500 million Plastics producer was facing bankruptcy. Led an

operations team which designed and implemented a turn-around plan

liberating $10 million in cash flow. A cost to serve model was

developed and applied consistently across the customer base then

translated into new operating practices which enabled a substantial

reduction in overall inventory levels. This analysis combined with new

operating procedures provided the guidance to focus the sales efforts

while maintaining sales volumes.

. A major producer of PVC resin in North America was interested in

lowering the cost to operate its distribution network. A pointed study

revealed flaws in many key processes coupled with inadequate

accountability. High finished goods inventory exacerbated by poor rail

fleet management were the major issues inflating the distribution

costs. A dynamic inventory reduction program in conjunction with a new

S& OP process and tighter rail fleet management produced over $2

million in savings annually.

LUKENS INC. CORPORATE OFFICE 1988 - 1992

Supervising Industrial Engineer

A major producer of specialty plate for both military and commercial

applications.

. Provided support services to the steel and subsidiary divisions in the

capital expenditure process, from budget preparation through board

approval and often involved in program management of design and construct

phase.

. Responsible for a $10 million operating unit during a three-month strike.

In addition to keeping production moving at record levels ironed out a

critical component of the online scheduling system with IT staff.

. Participated in several union grievance proceedings representing the

company in those circumstances.

. Prepared projects for presentation to Board of Directors totaling over

$200 million in capital appropriation.

ROHM AND HAAS - CORPORATE 1985 - 1988

Principal Analyst, Operations Research

A specialty chemical company manufacturing a variety of products serving

the agricultural, automotive, paint, construction and general consumer

goods industries.

. Provided technical expertise in the field of operations research.

. Developed a model to determine fleet size to service customer base of

specific plants.

. Assisted the implementation of a batch production scheduling model to

assist the scheduler to optimize unit production while maintaining on

time shipments.

. Built a model to determine the optimum size storage vessel for Ethylene

Oxide used as feedstock.

ARMCO INC, 1975 - 1985

Specialty Steel Division

Senior Engineer

. Constructed model to analyze oxygen consumption in basic steel making

operations and used results in negotiations with supplier to lower oxygen

costs by 15%.

. Led a start up group that was responsible for metering and monitoring of

energy consumption throughout the facility providing the foundation for

lowering energy costs in the steel making process.

Tubular Division

Technical Computing Group Leader

. Functional liaison between the process control, business systems and

operations to target areas for performance improvement in the plant.

. Member of a select group of engineers who participated on a technology

exchange team with Nippon Steel. Team was responsible for learning and

implementing hot operations technology employed at the Japanese plants in

exchange for sharing and instructing Nippon on the use of our technology

in the finishing operations.

Master of Science, Operations Research

Bachelor of Science Industrial Engineering

University of Pittsburgh

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