Manager Supply Chain

Randy Reed Cpa, Cfe, Cfo, Controller, Accounting Manager, Audit Manager, Financial Planning Analysis, Supply Chain, Risk, Resume Presentation Transcript

RANDOLPH (Randy) ROBERT REED CPA, CFE CFO, Controller, Accounting Manager, Audit Manager, Fraud, Forensics, Financial Planning & Analysis, Supply Chain, Risk (Certified Public Accountant; Certified Fraud Examiner, Forensic CPA) Houston, Tx 832-***-****; ************@*****.*** ADDITIONAL EXPERIENCE AS GLOBAL SUPPLY CHAIN DIRECTOR, ERP PROJECT & RISK MANAGEMENTRANDOLPH ROBERT REED CPA (OWNER) October 2010 Present (business & search services)PM RECOVERY OF TEXAS INC./DURATHERM and Subsidiaries (Private; Annual Sales = $100 million) July 2006 to October 2010 (Industry: Environmental Services;Reason for leaving: recession driven strategic move)EXECUTIVE VP, CHIEF FINANCIAL OFFICER, TREASURER & SECRETARYJuly 2006 October 2010Key Accomplishments:Created strategic business plan and board pack reporting deck. Negotiated with investment banker, developed company offering memorandum for potential buyers. Developeddetailed presentations for potential buyers, secured conditional letters of intent, and negotiated final LOI. Steered company though all due diligence, worked with E&Y on assetvaluation, and sold company, negotiating an EBITDA multiplier of 6.5 versus a then-market-multiplier of 4 for the industry.Oversaw Sage MAS200 implementation that generated savings and cost avoidance of $1.1 million through staffing reductions ($210K), elimination of duplicate payments ($325K) viaimproved controls, and provided management with analytical tools generating annual savings of $540K on rentals, transportation and disposal costs. Maintenance savings of $365Kwere documented via use of preventative maintenance scheduling module.Developed analytics by customer and drove negotiation efforts for an overall price increase of $2.5 million.Saved new investors $2.2 million on plant construction expansion project by requiring a 10% minimum reduction of quoted labor and materials associated with the project.Negotiated with bank a loan reduction and improved annual cash flow by $2.1 million. Deferred $1.5 millionImplemented self-insured health benefits program that saved $400K over 3 years.Implemented changes to property and casualty insurance programs, for annual savings of $350K (25%)Reduced SG&A costs by $325K by reducing budgets and monitoring budget performance. Saved $100K by outsourcing part of IT. Reorganized shared service and office supportfunctions to save company $200K.Incentivized sales personnel with new commission plans, generating $1.8 million in additional revenues.Changed commission plan to pay ONLY upon confirmation of A/R collection. This helped improve overall DSR by 5 days (15%), and generated interest savings of $205K.Generated $4.5 million in cash by negotiating Hurricane IKE property and business interruption claims.Generated $750K in savings by using prior supply chain experience to negotiate price reductions on nitrogen, fuel gas, electricity, employee uniform and critical spares contracts,among others.HANOVER (Now EXTERRAN), Houston, TX (Annual Sales = $1.5 billion) - April 2001 to July 2006 (Industry: Oilfield Services Manufacturing; Reason for leaving: CFO withequity participation opportunity)GLOBAL DIRECTOR SPECIAL PROJECTS & STRATEGIC SUPPLY CHAINJune 2002 to July 2006Established corporate supply chain organization. Also established Export Control process to ensure compliance. Key AccomplishmentsGenerated cash savings in excess of $15 million via consolidation and negotiating national volume agreements with key suppliers of steel, pipe, valves, fittings, plugs, engines, gascompressors, transporters and freight forwarders. Cash savings include $5 million in proceeds from surplus equipment sales.Directed the Company s global, single instance Oracle ERP project. Negotiated with major competitors (Oracle, SAP and others). Directed re-engineering process and efforts of across-functional international team of 55 individuals, to implement 34 modules / add-on s across all countries, saving the company $1.3 million on a $21 million project budget.Established internal Oracle support team and avoided $1.5 million in typical Oracle-outsourcing costs.Developed and implemented Sarbanes Oxley internal control framework for Supply Chain functions.CORPORATE DIRECTOR OF ACCOUNTINGApril 2001 to June 2002 (Manage a team of 25 financial specialists, 15 clerical and 10 professional)Key AccomplishmentsDrove $1.8 million in SG&A and Contractor cost savings by implementing cost reduction program.TICONA (HOECHST CELANESE) (Annual Sales = $5 billion) - May 1990 to January 2001 (Industry: Chemicals & Polymers Manufacturing; Reason for leaving: Betteropportunity)MANAGER GLOBAL FINANCE, MARKETING SERVICES, LOGISTICS & ADMINISTRATIONHouston, TX: September 1998 to January 2001 (Manage team of 45 individuals in financial and logistics within a $450 million global business line with offices and plants on 3continents: America, Europe and Taiwan).Key AccomplishmentsDevelop key analysis of the international market cost structure that was used to justify market-leading price increases. Data used to drive sales management into price negotiations,achieving a $9 million (8%) improvement in product margin. RANDOLPH (Randy) ROBERT REED CPA CFE - ContinuedRealigned plant production mix to better match manufacturing and sales delivery locations. This drove $5 million in annual structural cost reduction in labor, inventory holding and logisticscosts at all manufacturing locations.Developed products profitability analytics and implemented new manufacturing mix, driving increased revenues of $14 million, reduced inventory holding costs by $2 million, reduced plantlabor costs by $350K and added manufacturing capacity for higher-margin products.Developed strategic economics supporting relocation of US plant into a shared services facility within the Celanese family. Plant was relocated, delivering $10.3 million in annual savingsthrough cost-sharing in infrastructure, logistics, waste treatment, while expanding capacity.MANUFACTURING PERFORMANCE REPORTING MANAGERFrankfurt, Germany: May 1997 to September 1998Short-term assignment in Europe to manage a high performance project team responsible for reducing cost.Key AccomplishmentsImplemented comparative benchmarking database between US, German and Taiwanese facilities, cost reduction proposals, followed by cost saving initiatives that drove $8.3 million indocumented raw material, labor, maintenance, utilities, and 3rd party logistics savings.Strategic decision maker for implementation of SAP in 3 European countries and Africa region.Directed project reducing SAR costs by $4.2 million in areas of travel, entertainment, commissions.MANUFACTURING ACCOUNTING & BUSINESS ANALYSIS MANAGERBishop, TX Plant: ($1.2 billion sales value of production) - March 1995 to May 1997Managed a mega-plant financial team of 30, with full responsibility for plant accounting, budgeting, forecasting, performance reporting and IT. Responsible to plant manager and 18 globalbusiness directors, for all performance reporting and site strategy coordination involving each of the sites 29 global lines of business.Key AccomplishmentsDirected cost reduction programs that generated cost savings of $32 million over 3-years. Savings came from initiatives such as raw material yield improvement projects, capacitydebottlenecks, creating more warehousing space efficiency and consolidation, excess headcount reductions, preventive maintenance efficiency, waste emissions minimization, more effectiveuse of steam by-product as free energy, increased rail versus truck transportation, and overtime reductions through shift management, among others.Implemented the SAP R3 ERP project which drove $2.3 million in maintenance related savings, and increased business analytics. Also implemented FY Plan budgeting software forincreased rollup efficiency and analytics during budgeting process.By requiring cursory economics on smaller projects, saved $6.5 million on pet projects which would have added no real economic benefit to the businesses. This resulted in a newCompany-wide requirement for cursory economics on projects costing less than $500K.Developed Plant Balanced Scorecard which monitored progress of cost reduction and efficiency improvement efforts, thus maintaining accountability.Designed and implemented plant cost allocation methodology to ensure all 3 site partners (Plastics Division, Chemicals Division, Pharmaceuticals Division and BASF) received correct split ofall shared service costs.OTHER FINANCIAL MANAGEMENT POSITIONS:TICONA (HOECHST CELANESE) (Public)MANUFACTURING FINANCIAL ANALYSIS MANAGER DIVISION LEVEL; 1993-1995PLASTICS FINANCIAL ANALYSIS MANAGER PLANT LEVEL; 1992-1993INTERNAL AUDIT MANAGER (LATIN AMERICA) 1990-1992TIRE DISTRIBUTORS CORP. (Privately Held) COMPANY CONTROLLERDOCUTEL OLIVETTI CORP. (Public) - DIVISIONAL CONTROLLERARTHUR ANDERSEN & COMPANY AUDIT MANAGEREDUCATION / CERTIFICATIONTEXAS A&M UNIVERSITY, College Station, TXBachelor of Business Administration ACCOUNTING (3.5 overall GPA)Certified Public Accountant State of Texas (CPA) and member AICPA & TSCPA & FEICertified Fraud Examiner (CFE) Member, Association of Certified Fraud ExaminersForensic Certified Public Accountant (FCPA) Member, Forensic CPA SocietyCOMPLETED REGION 4 ALTERNATIVE TEACHER CERTIFICATION PROGRAMOTHER INFORMATIONDeacon: Sagemont Church - HoustonDistinguished Military Graduate / US Army Combat Infantry OfficerCorps of Cadets / Ross VolunteerFluent in Spanish; Conversational in German.CONTACT INFORMATION1404 Pine Tree Court, Pearland, TX 77581; Mobile 832-***-**** ************@*****.***************@gmail.comREFERENCES (see recommendations on linked in http://www.linkedin.com/in/gigem79randyreedcpa )