Carl E Douglas

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

Lake Charles LA 70605

Res: 337-***-****

Cell: 337-***-****

abxcp2@r.postjobfree.com

Vice President /General Manager – Supply Chain Operations

Domestic and International Experience / Multiple Plant Operations, P&L

Responsibility / Mergers and Acquisitions

History of success in managing multiple domestic and international supply chains, growing

profitability, consolidating operations, improving performance and reducing excessive inventories

in organizations that have produced design to order capital equipment supplied to industrial end

users including utilities, independent power producers, refiners, oil and gas companies and

governmental agencies.

Independent Consultant – CED Management Consulting L.L.C. 2007-2012 Provided supply

chain services to clients through contract directly and by third party firms in the audit of ASME and

NQA-1 systems, projects and quality programs. Clients included Summit Pole and Global

Inspection Services, Chet Morrison Contractors, BHP Billiton and Jacobs Engineering of Houston.

Shaw Modular Solutions, Shaw’s Fabrication and Mfg. Division 2008-2010

General Manager This start-up was for the first NQA-1 manufacturing facility in the U.S. in the

last thirty years, to support new nuclear construction projects. Built, equipped, staffed and started

up this 410,000sq/ft. under its 110 million budgeted facilities in 11 months from ground breaking

inclusive of quality, inventory, purchasing and MRP systems implementations.

• Design and implementation of business software was under budget ($93,000) 10% (JD

Edwards)

• Under ran start up budget for 2009 by 4M or 25%

• Hired and trained all management and staff 2009-2010

Aker Kvaerner Power Division 2002 - 2007

Vice President / General Manager Manufacturing

Aker Kvaerner’s Power Division operated internationally with four ASME manufacturing facilities

supplying power producing systems to utilities, industries, pulp and paper facilities worldwide.

• Reduced staff by 26% due to depressed market conditions 2002

• Increased aftermarket margins 2.6M during 2003

• Implemented supply chain PEM (Project Execution Model) improving gross margins 18%

2004

• Completed 6 sigma training for Black Belt certification in December 2004

• DMAIC methodology resulted in 350K savings on first two projects

• Negotiated plant closure under budget and shipped backlog on time without incident 2007

• Severance package ran under budget by 1 million 2007

ACE World Companies

Vice President of Manufacturing 2001 -2002

A small privately held group of businesses supplying crane hoist, controls, end trucks and

industrial equipment to manufactures, steel mills and government agencies throughout North

America

• Decreased supply chain transactions 60%, while cutting operating overhead by reducing

employee overtime 33% for ACE World Companies. 2001

• Consolidated separate supply chain operating systems within 6 months which included

physical inventory and removal of identical item master list resulting in a savings of 300K

annually 2002

Monroe Truck Equipment

General Manager of Operations 1998 – 2000

Is a privately held truck specialty company supplying modifications to commercial businesses,

snow and ice removal systems and fire and security vehicles.

• Increased supply chain volume 22.4% while Growing Pre-Tax Profit 195%

• Directed all aspects of operations within Fabrication Services and Snow and Ice Control

profit centers for this $125M truck conversion company

• Supply chain on time performance improved from 66% to 92% with average days late

decreasing from 9 to 2

Glitsch Inc., Division of Foster Wheeler 1995 - 1997

Director of Supply Chain Operations

This $400M manufacturer of ASME code equipment utilized by refining and petrochemical

facilities worldwide operated five facilities internationally.

• Recovered $650,000 in Import Duties

• As result of the implementation of Lean systems increased inventory turns by 58%

resulting in 11M additional gross profit on 7M increase in revenue

• Reduced WIP and raw materials inventories 17% or 1.6M

• Cut cycle times more than 25%, decreasing WIP turns from 11.4 days to 8.6

• Reduced operational expenses more than $1.4M under budget

John Zink/Koch Industries 1992 - 1995.

Vice President of Operations and Procurement

John Zink was an international supplier of designed to order vapor control systems, flares,

burners, aftermarket parts and liquid and vapor incineration systems

• Manager three facilities, two domestic and one overseas, for this $150M refining and

engineering division of Koch Industries, an industry leader in environmental control

equipment

• Managed a $20M operational budget and a total of 450 employees Responsible for supply

chains in all 5 divisions.

• Reduced inventories by 8 million dollars across all divisions.

Henry Vogt Machine Company 1986 - 1992

General Manager of Manufacturing and Purchasing

Vogt was a privately held, multi divisional company operating three facilities producing ice

machines, forged steel valves (NQA-1) and ASME code heat recovery steam generators

• Successfully negotiated labor contract ratified by 72% of the employees

• Decreased indirect labor cost by 400K as result of restructuring process flow of HRSGs

• Drove acquisition effort of the purchase of assets of Kentube in Sapulpa OK resulting in

the start-up of Vogt’s second HRSG manufacturing facility within 90 days

• Led company efforts gained quality vendor recognition from Florida Power and Light

resulting in two HRSG contracts totaling 105M

Earlier positions of increasing responsibility with Combustion Engineering Inc., including Manager

of Manufacturing, Superintendent of Fabrication, General Foreman - Boiler Shop, Senior Foreman

- Plate Formed Products, Production Foreman - Nuclear Products Plant, and Production Foreman

- Tube Mill, 1974 to 1986.

Education and training:

B.S., Industrial Technology, Tennessee Technological University.

Predictive Index

Market Based Management

Project Execution Model

Lean

Six Sigma

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