charles (chuck) h. moore, jr.

*** **. ******* ***, #****, York, Pennsylvania 17402

Phone: 717-***-**** ? Email: ablaoo@r.postjobfree.com

LinkedIn: http://www.linkedin.com/in/moorecharlesjr

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SUPPLY CHAIN MANAGEMENT ? OPERATIONS MANAGEMENT ? DISTRIBUTION

MANAGEMENT[pic]

qualifications summary

. senior-level strategy and leadership: Driver and contributor to the

development of both short- and long term strategies. Proficient at

steering the company strategic goals to the department and

individual levels, achieving corporate alignment, company

profitability and individual accountability. Held full P&L and

budget responsibility.

. general management: Over 20 years of accomplishment focused on

improving processes. Management proficiency:

- cut costs by reducing variable costs and expenses

- drive profitability by removing non-core services from company

portfolio

- grow revenue though competitive pricing and relationship-building

. core competencies:

- Strategic / Tactical Planning - Cost Control / Cost

Estimating

- Contract Negotiations - Union Management /

Negotiations

- Disaster Recovery Plan Development - Risk Mitigation /

Contingency Planning

- Lean Manufacturing Principles - Theory of Constraints

- Supply Chain Inventory Management - Material Flow Analysis (MFA)

(SFA)

- Warehouse Management Systems / MRP - B2B / B2C Programs

- Transportation & Logistics - Inbound / Outbound Freight

Management

- 3PL (3rd party logistics) - Cold-Chain Packaging /

Distribution

- HR / Staff Recruitment / Development - Current Good

Manufacturing Practices (cGMP)

. geographically and culturally-adaptive: Willing to relocate and

travel extensively.

. education / professional development / certifications:

- Master of Science - Business Administration with a Marketing

concentration

(York College of Pennsylvania)

- Bachelor of Science - Business Administration Management

(Pennsylvania State University);

- Leadership Development Program (University of Maryland)

- Certified Working Facilitator (Zinger Miller Frontline

Leadership)

- Other: APICS, Project Management, Sales classes

. extracurricula: Athletic coach: basketball, soccer; President: TAC

Swim Club

. Suitable roles: General Manager, COO, EVP, VP.

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selected achievements

director of engineering / estimating / project management

The Jay Group, Lancaster, Pennsylvania (2006 - 2009, until unit

restructuring)

[A leading third-party logistics management / market and product

fulfillment services, specialty packaging organization for Fortune 1000

companies, which included a 24/7 Call Center.]

. Appointed key member of company's strategic leadership team. Built

multi-disciplinary (Engineering, Project Management, and

Estimating) units into high-performance, client-centric, cohesive

teams. Supported and led new business acquisitions, client

onboarding, and continuous process improvement efforts.

. Originated several significant process improvements resulting in

increased profitability, faster delivery of critical information

and revenue-retention:

- Developed a costing methodology which led to stronger company

posture in deal-making negotiations, improved profit margins, and

more rapidly gaining new business.

- Increased Estimating Department's on-time delivery 38% by

developing a measurement system that measured accuracy and quotes'

delivery.

. Catalyst in assisting team to win a $6 million contract with a

major client.

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CHARLES "CHUCK" H. MOORE, JR.

Phone: 717-***-****

[pic]selected achievements (continued)

director of distribution / logistics

Fisher Clinical Services, Allentown, Pennsylvania (2006, until organization

consolidation)

[FCS is part of the BioPharma Services Division of Thermo Fisher

Scientific, a $10 billion company with 30,000 employees worldwide. FCS is a

world leader in serving science and a leading provider of supply chain

management for clinical trial supply service.]

. Held full P&L responsibility ($6M budget) and performance of order

entry, distribution and logistics teams for world-class company

which globally-shipped pharmaceutical drugs. Oversaw productivity

of 60 employees including Warehouse Manager, Logistics Manager and

Distribution Manager and their direct reports.

. Spearheaded all import / export regulatory compliance initiatives

and developed strategic plan which reduced company liability.

. Upgraded inventory accuracy by 20% by teaming with Warehouse

Manager to develop, company's first-ever cycle count system.

Achieved goal of department to count 10,000 items within a three-

month timeframe, thereby amplifying pick / pack efficiency.

director of distribution

Tessco Technologies Incorporated, Hunt Valley, Maryland (2000-2006)

[TESSCO Technologies (Nasdaq:TESS) is a value-added provider of the product

and supply chain solutions needed to build, operate and use telecom and

wireless network products for broadband networks, Wi-FI and WLAN networks.

100M+ in annual sales. Supplier of 34,000+ items in the network

infrastructure and wireless communications industries from 450+ plus

manufacturers.]

. Held full responsibility for distribution operations for high-

growth company. Scope: Budget oversight of $23M with direct

leadership of 220, and 5 departments (Receiving, Shipping, Pick /

Pack, Human Resources, Returns).

. Deployed Theory of Constraints methodologies to considerably

improve operational performance of teams and entire departments:

- Streamlined manufacturing processes resulting in a 266% increase

in throughput over three years. Operationally-supported an

increase in product offering and inventory levels from $17M to

$40M over five years. Improved same-day receipt from 56% to 80%.

Reduced missed delivery performance from 1% to .01%.

. Shepherded primary disaster recovery effort after water pipe flood

of 110,000 square foot, Main Distribution Center. Successfully

brought distribution operations back on line within 32 hours

through building a disaster recovery team focused on herculean

effort to minimize operational downtime.

. Coordinated most aspects of new 50,000 square foot facility opening

and developed operational models and processes to accommodate

company's explosive growth. Significantly improved across-the-board

employee / management communications, morale and operational vision

by partnering with each department head to develop teamwork

strategies, role crystallization and quality / productivity

procedures.

director of operations

FYPON, LTD., Stewartstown, Pennsylvania (1997-1999)

[Manufacturer of decorative urethane millwork for interior and exterior of

residential and commercial projects. FYPON is the brand name leader in the

synthetics (urethane) millwork industry.]

. Held full P&L responsibility for all manufacturing operations.

Scope: $35M in sales. Team of 350 (333 line personnel, 12

supervisors, 2 operations managers. 2 engineers, 1 maintenance

manager); 6 departments (Shipping, Receiving, Molding, Production,

Finishing, Purchasing). Steward of over a $5M capital improvement

budget.

. Improved the efficiency of a multi-cultural labor force by 43% and

production throughput by 41%. Decreased delivery of customer orders

from six weeks to one.

. Directed the planning and opening of a new distribution facility

and led the manufacturing start-up of two production lines.

Introduced an automated warehouse management system that

streamlined product shipping and improved inventory control

accuracy.

CHARLES "CHUCK" H. MOORE, JR.

Phone: 717-***-****

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selected achievements (continued)

operations manager: north american accessories division

supply chain manager / material flow manager: north american accessories

division

product / manufacturing engineer: north american accessories division

Black & Decker Corporation, Towson, Maryland (1991-1997)

[NYSE: BDK. Black & Decker is a global manufacturer and marketer of quality

power tools and accessories, hardware and home improvement products, and

technology based fastening systems.]

. As Operations Manager, held operational responsibility for $100

million power tool accessory business. Conceptualized and executed

a myriad of process and performance and employee-role clarification

initiatives that sharpened efficiency and slashed costs.

- Increased throughput by 90%, labor efficiency by 9% and lost-time

accidents were eliminated through collaboration with supervisors

and team facilitators to define roles, responsibilities and

measurements. Led team to sharpen their leadership in all areas of

manufacturing including housekeeping, paperwork redundancy, shop

floor training, material flow improvements, and safety compliance.

. During course of tenure with B&D, partnered with a number of

suppliers, internal supervisors and others to upgrade supply chain

processes, quality assurance protocols, and inventory management

procedures:

- Achieved $1.1 million in cost savings, improved manufacturing

productivity by 20%, and reduced tooling changeovers from 45

minutes to three.

- Decreased discontinued inventory by 47%, increased inventory

turns to double digits, and boosted supplier service levels to

98%. Slashed PPM measurement from 55,000 to 5,000.

prior to 1991:

. Operations Management with focus on manufacturing continuous

process improvement / reengineering to increase throughput, system

/ employee performance, and integrated supply chain material flow.

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