Manager Project

Matthew J Kimmel

**** ******* **** ***** – Claremont, California 91711

(Home)909-***-**** (Cell)909-***-**** ************@*****.***

Manufacturing & Supply Chain Operations Executive

Emphasis on companies facing rapid expansion with organizational development as a business goal

20 year professional career directing manufacturing & supply chain programs, translating concepts, developing

strategy, and implementing change. Created programs responsive to external services

(customer/sales/marketing), participated in cross-functional business and cultural development to drive business

objectives. Ensured control of manufacturing processes through plans that consider personnel requirements,

materials, sub-contracting, facilities, tooling and equipment. Responsible for meeting all established cost,

quality, and delivery commitments. Additional strengths include:

• Infrastructure design, production/distribution maximization, and establishing processes & procedures.

• Strategic/Tactical planning, forecasting, capital/operating budgeting, and financial controls.

• Marketing planning/analysis, new product development, introduction and launches.

• Sourcing, purchasing, quality assurance, warehousing, distribution, and inventory control.

• Team building, human resource development, and organizational change management.

Bowling Green State University, Bowling Green, Ohio Bachelors of Arts:

Communications

Professional Development: Loss Prevention, Risk Management, Planning Systems Development, Lean Manufacturing,

Work Cell, Process & Value Stream Mapping, Line Layout and Flow Diagramming, Operational Excellence, Organizational

Development, Diversity, Social Systems, Engagement, QMS, TQM, HACCP, FDA, AIB, SPC, 5 S, SIS, FIFO, Kanban,

Forecasting, ERP, MRP, MES, WMS, CRM, LMS, Environmental Regulatory Compliance, Standards, KPI and KPM.

Professional Experience

National Compliance Systems, Inc., Danville, CA., 2008 to Present

(Company specializes in development of safety awareness & training, loss prevention, OSHA/compliance and risk

management programs).

Managing Director of Operations/Client Relations & Business Development

Recruited by the company owner to streamline business operations, expand operational opportunities and challenged to

create a new business division specializing in manufacturing/distribution. Developed a new market strategy by providing

a broader range of services for industry (from effective Loss Control and Risk Management to now adding offerings of

new plant setup/startup, plant/personnel turnaround, and interim executive and management services).

• Interim Vice President of Manufacturing (7 month) assignment (Confectionery Company, CA)– charged with the

development of a company employee safety program and a company food safety program allowing the company

to grow sales by 16% by successfully obtaining 3rd party passing scores . Upgraded present and future

organizational capability by recruiting and developing talented managers/supervisors to develop a cultural of

continuous improvement.

• Championed internal business development systems and consolidation of the Customer Service, Planning and

Training departments reducing headcount by 12% equaling $350,000 in annual compensation expenses.

• Introduced a new marketing strategy to assist clients through technology – developing with the Owner/President

a web-base kiosk training system.

Prince Agri Products, Quincy, IL., 2008 to 2009

Plant Manager

Coordinated plant engineering design and layout for a new green-field plant start-up with an emphasis on safety and loss

prevention, new talent recruiting and training, line start-up and commissioning, project management and establishing a

preliminary budget.

• Laid off after 6 months – Company acquisition and a 16% decline in sales (2 plants closed and 22

executives/manager laid off to meet year end financials).

Nutro Products Inc., City of Industry, CA., 2005 to 2008

Division of Mars Incorporated (Pet Specialty Division) (Manufactures and distributors of pet food and specialty products).

Director of Operations (Reporting to the VP of Operations)

Director of Operations Support (2005-2006)

Directed forecasting, inventory(obsolescent) management, planning & scheduling and purchasing business units. Role

expanded to include operations marketing coordinator, operational/capital budget & cost saving oversight manager and

supply chain facilitator for 3 manufacturing sites. 2.5 million pounds of finished goods produced and distributed daily

through 2 domestic warehouses, 1 international warehouse and two 3rd party logistics warehouses operations ($39.5

million operation budget & $39.4 freight to sales budget). In addition, oversaw 6 co-manufacturing sites while managing

9 direct reports with dotted line responsibilities for the Site Managers. Responsible for developing, monitoring,

measuring, and managing the group’s business plan to ensure ROI and profitability objectives are met. Managed and

negotiated annual COGs contracts and purchases totaling $269 million dollars.

Matthew J Kimmel Page 2

(continuation of Nutro Products)

• Guided the development of Forecasting and Demand Planning System, reduced inventory overhead cost by

$450,000 annually.

• New Green-field start-up - $70 million capital project, reduced co-manufacturing by 80%, closed down 2

facilities. Lead the purchasing team, $1.1 million of annual savings project by moving to intermodal

transportation of raw materials.

• Selected to develop the bankbook schedules, asset reports, overhead inventory & capacity models and due

diligence activities for the sale of the company to Bain Capital, April 2006. June 2007, Nutro Products was

acquired by Mars Incorporated from Bain Capital/Nutro Senior Management. Responsible for transitioning the

Sourcing, Procurement and Product Costing functions to Mars Incorporated for both domestic and international

operations. Nutro’s headquarters in California was closed and all functions consolidated to Tennessee in 2008.

Ready Pac Produce., Irwindale, CA., 1998 - 2004

(Manufactures and distributors of fresh cut produce and fruits to both retail and food service)

Director of Continuous Improvement (Reporting to the VP of Operations)

Manufacturing Manager(2001-2002)

Business Unit Manager(1999-2001)

Process Improvement Manager(1998-1999)

Guided 6 Demand Planning and Scheduling Managers, managed $520 million in COGs raw and packaging materials for 6

Processing/Distribution Sites. Operations project manager for ERP systems development.

• Achievements/awards: 1998, 1999 & 2000 Taco Bell Top Supplier “Bell Grande Award”, 2001 Raffles Insurance

“Award of Merit”, 2001 Silliker “Platinum Award” and 2002 “Gold Medal Taste Award”

• Led continuous improvement activities/cost saving projects: yield improvement $1.2 million, waste reduction and

recycling $130,000, automated case labeling system $200,000 in labor reduction and a clean & core labor

reduction $375,000

• Interim Plant Manager, New Jersey to lead a plant turn around -reversing operational losses totally $1.2 million by

cutting staffing by 14%, improved yields by 3% thru cold chain/supply chain optimization and eliminated a 3rd

party temporary hiring agency.

Edy’s/Dreyer’s Grand Ice Cream, Fort Wayne, IN., 1996 – 1998

Division of Nestles USA (Manufactures and distributors of premium ice cream and novelty products).

Process Improvement Manager (Reporting to Senior Operations Manager)

Directed 5 business Units (360 associates). Guided the plant through an aggressive expansion plan.

• Installed 3 new processing lines; coordinated with corporate engineering on a 10,000 sqft. frozen warehouse

addition; modified processing and packaging lines to support a marketing packaging design change initiative,

and implemented process control and training programs.

• Expansion plan yielded an increase in plant capacity by 25% totaling 55 million gallons of product produced

annually.

Frito-Lay, Frankfort, IN., 1994 -1996

(World’s most recognized and largest salty snack manufacture and distributor).

Operations Manager (Reporting to the Site Manufacturing Manager)

Maintenance Manager (1994 – 1995)

Led the manufacturing team through the commission process (functional areas of responsibility included sanitation,

quality control, production and receiving/inventory management). Promoted to Operations Manager, directing 8

supervisors, 4 scheduling coordinators and 320 hourly associates. Appointed to the national roll out team for the Baked

Lays and Rold Gold Superbowl product launch.

• Led a maintenance team consisting of 1 Maintenance Supervisor, 22 technicians and 2 tool room attendants.

• Decommissioned 2 production lines allowing room for a capital expansion project totally more than $14 million

(Supported corporate engineering expanded the plant by 60,000 sqft).

• Installed and commissioned 7 new processing/product lines, hired, trained, and mentored 5 new production

supervisors.

Bay Corrugated Container, Monroe, MI., 1990 – 1994

(Designers, manufactures & distributors of corrugated shipping containers and fillers)

Plant and Facility Manager (Reporting to the President/Owner)

Assistant to the President (1990 – 1992)

Directed 5 managers and 100 associates while facilitating a plant turn around reversing losses totally more than

$100,000/month by streamlining processes, eliminating waste, improving service levels and expanding plant capabilities.

• Managed purchasing and inventory control activities while reporting to the President/Owner. Worked on a

number of corporate and community relations campaigns supporting civic, education and state political

activities. Coordinated Capital projects, negotiated services, managed construction contractors, and represented

the company to resolve customer product and service issues.

United States Air Force & Reserves 1985 – 1991

Procurement & Contract Manager - Supported 2 Tactical Fighter Wings Units by contracting base services and

expediting purchasing activities.

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