Customer Service Management
Resume:
Kevin F. McKee
**** ******* **** ********, ********** 94526 ********@*********.***
Summary
General Manager combining broad based knowledge of and experience in supply
chain with application of sound, practical skills to drive efficiencies and
produce cost of goods savings. Highly energized, team oriented leader that
motivates and mentors employees, drives organizational excellence, and
improves morale. Provides strong leadership in fostering team-oriented
environment to improve performance and results in purchasing, cost
management, inventory management & planning, and customer service.
Leadership Team Building Communication
Decision Making Strategic Planning Consensus
Standardization Process Improvement Project Management
Selected Accomplishments
1) Directed a rapid and successful integration of the procurement
functions of a business acquisition with over $1.8 billion in sales
and $840 million in direct materials spend across commodities,
packaging, and ingredients. Drove synergy savings of $4.5 million in
first year.
2) Directed company-wide procurement organization including 6 direct
reports, 31 employees, G&A budget of $4 million, and a total company
spend of $800 million.
3) Directed Supply Chain for legacy Del Monte (canned process foods) that
consistently achieved high customer service levels, and delivered
costs at budgeted levels in the areas of logistics (warehousing,
transportation), purchased goods and services. Inventory working
capital targets achieved consistently.
4) Directed an internal analysis of company storage capacities and
requirements which resulted in a project that added over 1.2 million
sq. ft. in 4 plant adjacent storage facilities, allowing company to
reduce its transportation and forward DC storage costs by $1 million
annually.
5) Directed the production planning organization through a transition to
an integrated supply chain planning group, using a company-wide ERP
project and installation to piggy back i2's Demand Planner and Supply
Chain Planner software to support the process change.
6) Directed periodic cost optimization studies/analyses to verify Del
Monte DC network was geographically situated to provide highest levels
of service in the most cost effective ways.
7) Managed the Del Monte supply chain organization including 7 direct
reports, 750 employees across the planning and inventory management,
procurement, DC operations, domestic and international transportation
functions. Additionally, managed a G&A budget of $5 million and an
operating budget of $200 million.
8) Directed the purchasing, planning, transportation and logistics groups
through many due diligence studies, three of which led to
acquisition/integration initiatives - Contadina, S&W, and DLM Foods.
Professional Experience
IMAGO SYSTEMS, Danville, California 2007 - present
An internet based service platform for youth sports photographers
Vice President and Partner, Business Operations and Administration, 2007 -
present
Responsible for business operations, financial planning and budgeting,
business analysis and data administration for this internet start up that
provides hosting services and business support to the sports photography
industry. Activities also include identification of target markets and
accounts, development of sales and marketing communications, direct account
management, business development, administrative direction and support,
financial analysis and forecasting.
Kevin F. McKee Page 2
del monte foods, San Francisco, California 1988 - 2005
One of the largest manufacturers and distributors of branded canned fruit
and vegetables in the US.
Vice President, Procurement 2002 - 2005
Directed company-wide procurement activities for a $3.2 billion company
including direct materials (packaging, ingredients, commodity grains/oils)
and in-direct goods and services (energy and MRO). Total spend management
exceeded $835 million per year or 40% of company's COGS. Included
responsibility for the Commodity trading function in grains and oils with
an annual spend of $50 million.
Directed standard cost forecasting and periodic financial
updates. Managed 6 direct reports and overall organizational
headcount of 31. G&A budget of $4.4 million.
Consolidated two disparate purchasing groups - legacy Del Monte
and DLM Foods, the Heinz spin off organization.
Focused on bringing organization together rapidly, standardizing
reporting, and generating early synergy savings.
Drove synergy savings in year 1 of $4.5 million by re-negotiating
agreements with incumbent suppliers and selectively bidding categories
of business.
Vice President, Supply Chain 1998 -2002
Directed a broad organization as senior executive responsible for
purchasing, supply planning, deployment, warehousing and DC operations, and
transportation management for legacy Del Monte, a $1.5 billion corporation.
G&A budget of over $5 million, purchasing spend management of over $290
million, and a logistics operating budget of over $145 million.
a) Directed study which concluded with the construction of 4 plant adjacent
warehouses adding approx 1.2 million sq. ft. of working space which
enabled Del Monte to achieve savings on freight via mode mix improvements
and reduced short term forward space needs.
b) Directed periodic cost optimization studies to verify DC locations
matched with customer demand patterns so as to ensure lowest effective
cost from existing network.
c) Worked on Damage Reduction analysis team with intent of going to Cost-to-
Serve logistics models for customer offerings. Loss allowance policy
based on these findings and recommendations was instituted in 2003.
d) Worked closely with Sales to develop "customer" damage reduction program
with included distribution personnel auditing customer warehouses and
stores to share best practices.
Vice President, Production Services 1995 -1998
Executive management responsibilities for the purchasing and transportation
services groups within legacy Del Monte. Administered a purchasing spend
budget of $290 million annually and transportation services budget of
approximately $100 million including both customer and transfer freight.
a) Directed activities that resulted in the achievement of almost 5%
improvement in truck and especially, rail efficiencies by changing the
historical loading practices to utilize equipment weight capacity more
fully. Savings of almost $750,000 per year achieved.
b) Managed Pack Planning and Inventory Management group to drive $5 million
out of average month end working capital through waste reduction and
reduced obsolescence.
Director, Materials Management 1991 - 1995
Directed the purchasing and pack planning/inventory management functions of
the company.
a) Managed the purchase activity of goods and services budgeted of over
$280 million in direct materials purchased.
b) Financial forecasting responsibility for standard costs and variance
reporting. Maintained flat cost profile over the period.
c) Led team that successfully negotiated and implemented a long-term Can
Supply Agreement and Working Capital Agreement with Silgan Containers
Corporation as part of the sale of Del Monte Can Manufacturing assets in
1992. Personally administered Supply Agreement involving approximately
$195 million in annual purchases including all price change mechanisms.
d) Managed the Pack Planning and Inventory Management group entailing 16
headcount, over 875 major SKUs, and an average monthly inventory of $325
million, ranging from a low of $160 million to a high of $800 million.
Kevin F. McKee Page 3
del monte foods, San Francisco, California (cont'd)
Director, Purchasing 1988 - 1991
Directed the Del Monte Corporate purchasing organization for this $1.4
billion unit of RJR-Nabisco. Responsibilities included all packaging, food
ingredients, purchased finished goods, co-pack items, and steel used in the
self-manufacture of cans.
a) Initiated strategic sourcing effort that resulted in consolidation of
supply base, reducing number of active suppliers by over 70%, and
improving results in terms of both costs and quality through more
consistent standards.
b) Directed departmental efforts, in conjunction with Package Development,
on value engineering to eliminate 'over packaging' and streamline
specifications, saving approximately $1 million per year.
c) Part of team that negotiated the sale of Del Monte's Hawaiian Punch
juice business to Procter & Gamble in 1990 as part of asset sale in the
period following Del Monte management led LBO of 1990.
RJR-Nabisco, Parsippany, New Jersey 1984 - 1988
Director Ingredient Purchasing, Nabisco Brands - Corporate Purchasing Inc.
1987 - 1988
a) Directed company-wide, non-commodity purchasing activity for ALL food
divisions within RJR-Nabisco. Encompassed contracting, cost, and
variance forecasting for over $200 million in ingredients across 4
divisions, over 60 categories of products, and servicing in excess or 35
operating facilities including co-packer plants.
b) Department headcount of 29 and G&A budget of $2.6 million.
Director Materials Management, Planter-Lifesavers, Inc. 1984 - 1987
a) Directed divisional production planning, materials planning, inventory
management, and purchasing functions for this $1.1 billion Division of
RJR. Specifically supported the Planters Peanut unit - $525 million in
sales.
M&M Mars, INC., Hackettstown, New Jersey 1982 - 1984
Manager Purchasing and Inventory Control
Managed purchases and local inventory control of packaging and ingredients
consumed by the Hackettstown, New Jersey plant in the production of M&M
Candies. Involved negotiating contracts for packaging materials and
secondary ingredients, managed a staff of 3 in the scheduling of deliveries
of ALL materials used in the plant, including releases of nationally
contracted commodity ingredients.
a) Supported manufacturing operation that operated 24/7.
b) Achieved inventory turns of over 30 on ingredients and over 24 on
packaging materials.
c) Installed MRP (COPICS) software and assumed role of principle trainer
for plant facility.
WARNER LAMBERT COMPANY, Morris Plains, New Jersey 1973 - 1982
a) Purchasing Agent, Packaging - Consumer Products Group
b) Buyer, Packaging - Consumer Products Group
c) Feasibilities Coordinator - Personal Products Division
d) Senior Production Planner - Schick Safety Razor Division (1973 - 1975)
Education
MBA, Finance - Fairleigh Dickinson University, Madison, New Jersey, 1979
BA, Economics - Fairfield University, Fairfield, Connecticut, 1973
Professional Memberships
NAPM, 1996 - 2000
Council of Logistics Management, 1998 - 2003
Food Shippers of America
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