Supply Chain Manager

Kyle Myers

Phone: 843-***-**** Email: **********@*****.***

V.P. Of Operations – Supply Chain/Logistics Director – Operations Improvements Director – Industrial Engineering Manager

Technical Skills

Excel (Excellent)

Outlook

SAP

AS400

JDE

Word

PowerPoint

NetSuite

Oracle

ERP

Professional Profile

V.P. of Operations, Spartina 449 September 2016-Present

Senior Operational Leadership Role Reporting directly to the Owners and Stake Holders. Responsible for all Operational aspects of Organization which include Supply Chain, Import/Export, Transportation, Warehousing, Order Fulfilment, Distribution, Inventory, Customer Service, Inside Sales, and Facilities. Key objectives are Operational Improvements, developing an environment based on Lean Principles, System Development and Implementation, SOP Development, Standardization of Processes and WI, Cost Reduction, Profitability, Business Development, 3PL Negotiations and SOW Adherence, Customer Satisfaction, Fill Rate, Improvements COGS and COPQ, Implemented KPI’s Daily/Monthly Metrics. Leadership Development, clearly define roles and responsibilities, establish Team Environment, and Work Force-Customer-Supplier Relations.

Director of Operations, Distribution – Shimano (Shimano America Corporation) November 2013-September 2016

Senior Leadership role for all aspects of Distribution, DC Operations, and Logistics for a major worldwide Sporting Goods and Soft Goods Manufacture. Responsibilities include all operational oversights, distribution of product in all Omni-Channel Markets (Super Store, B2B, B2C, Retail, Dealers, and Distributors), process development and continuous improvement strategies, all transportation requirements (cost, and Carrier performance), import and export routing, minor assembly, demand forecast, operational improvements/enhancements, developing automation strategies and deployment, lean principles, 5S, and efficiency improvements, Inventory Management, development of key operating indices, 3PL Negotiations Performance and Relations, Metrics and Budgetary Performance, . My role requires strong Cross functional integration with Manufacturing, Sales, Supply Chain, and Senior Executive Leadership across all divisions and company brands (G Loomis, Pearl Izumi, Shimano Bike, Shimano Fish, Power Pro, Jackall).

Metrics/Accomplishments:

Reduced Labor $1.2 Million. Reduced Demurrage fees from $13K to Zero. Reduced overall Budget $1.8 Million

Ship On Time/Fill Rate Performance improved from 72% to 96%, currently trending at 98%

Inventory Accuracy from 79% to 98.8%

Shipping Accuracy from 86% to 99.91%

Reduction of Z Inventory by 38%

Improved Time in Transit from 2.8 Days to 2.2 Days while reducing transportation expense by 4.1%

Director of Operations and Supply Chain – Triumph Aerostructures/Boeing-NFI Logistics February 2010-November 2013

Leadership role for Triumph Aerostructures for the production of end Items supporting the Boeing 737, 747, 767,777, and Gulfstream 450 Programs as well as multiple distribution facilities and 3PL locations in numerous verticals (Aerospace, Food/Beverage, Retail, Automotive, e-commerce) as well as a manufacturing environment. Responsible for all operational functions within the supply chain and logistics infrastructure. Responsibilities include Operations Management, Distribution and Warehouse Management, Production Control, MRO, MRP, Tooling, Transportation of inbound and outbound movements, Inventory Management, Purchase Planning, Process Development and Improvements, movement of finished goods (rail movement, intermodal, LTL, etc). Responsible for lean principles, demand planning, production planning, line movement, inventory levels, inventory accuracy, J.I.T./Long Range Inventory Planning and Purchasing, cost optimization, supplier relations and accountability. Leadership role for the collaboration of Cross Functional support and alignment. Key role in the direction of safety, kaizan events, KPI metrics, Customer and Supplier Relations, and maintaining ISO9001 and AS9100 Standards.

Metrics/Accomplishments

Reduced Inventory Level by $13 Million

All Shipsets 100% Ship On time

Reduced Grief (Noncompliant) turn time from 72 hours to 4

Reduced Production Cost by $432,000 with Kitting and POU implantation Process

Inventory Accuracy from 88% to 99.9%

Successful deployment of SAP as well as Redesigned Process and Procedure Deployment, reducing Labor by 30%

Managing Partner – Myers Holding Group May 2006-January 2010

Entered into an entrepreneurial venture which was a Holding Company for main stream restaurant. Yearly sales volume exceeded $2 million in Gross Sales. Ranked “Best in Class” by Readers Choice Awards. Key responsibilities include establishing quality and service standards, purchasing, inventory control, maintaining quality and service standards, customer interaction and relations, advertising, entertainment events and coordination, profit and loss statements, hiring, training, scheduling, maintaining regulatory standards (food handling procedures, DHEC requirements), day to day operations and all business aspects of ownership of a Company. I have a natural ability to create an environment in which staff ensures quality of product and service standards to provide our guest with an enjoyable experience.

Kyle Myers

Phone: 843-***-**** Email: **********@*****.***

Professional Profile (continued)

United Parcel Service (Management Roles/Responsibilities outlined below) July 1987-April 2006

Operations Improvements/Quality Assurance Director (UPS)

Leadership Role for Operational Improvements for multiple distribution and hub locations. Focus on lean principles, Quality and Service Enhancements, Production Improvements, and training/development of Operational and Support Staff. Responsible for developing District Business Plan and Strategies and directing efforts for all operations within the District (26 Distribution Center, Major Hub, and Regional Air Hub). Key Role in directing the collaboration of efforts for Operational and Cross Functional support focusing on the organizations business perspectives of Customer-People-Internal Business-Financial. Perspectives consisted of Service/Quality of service, Safety, ERI (Employee Relations Index), Production, Claims and defects Reductions, New Service Deployments/Results, Overall Cost Optimization, Sales, Volume and Product Growth (Sales Strategies and Leadership), developing Strategic Plans and Implementation to impact Business Plan perspectives.

District achieved #3 Best Overall Ranking out of 77 Districts

Directed the efforts of Lean Principles and Systems Facilitation, Achieving #1 Ranking Nationally for Labor Cost improvement and Sale/Volume growth

Quality Assurance Director. “Total Quality” Process root cause analysis, process improvement strategy and Implementation achieving #3 Best In Class Ranking Corporately

Labor Relations and Negotiations Committee Co-Chair, successfully keeping Administrative Workforce Union free

Project Manager (UPS)

Project Manager for deployment of Operational Automation and restructure venture. Project aligned UPS Transportation with UPS Logistics. Project completely changed the internal global distribution process and internal enhancements. The Project “deskilled” and automated various operational task and utilizes shipment data for logistical integration of information for internal use as well as enhanced external customer use of shipment information. It provides a basis for inventory control, e-commerce, order fulfillment, and fully automates supply chain cycle for customer use. It established a base for future technological enhancements and full cycle Supply Chain infrastructure. Extensive training and experience with Material Management, Inventory Management, distribution, and Lean Process Development in all verticals (Retail, Manufacturing, Automotive, Aerospace, etc)

Enhanced Route Planning, reducing Miles by 4.6% Nationally

Developed end user/front line work methods, job setup requirements, technological requirements, budgets, performance standards, systems and process manual and roll out strategies, seminars, workshops and “train the trainers” education programs

Project completed 1 year early and $3.6 million under budget

Labor Relations Manager (UPS)

Responsible for the improvement of Labor Relations improvement strategies, accountabilities of workforce, Labor Panels and Union Negotiations and Collective Bargaining Agreements, as well as leading strategies to keep Non-represented Union-free Work Groups Union free. Spearheaded Townhall Meeting, Grievances, Progressive Disciplinary Procedures, Terminations, as well as formal and informal positive recognition programs. Additionally, responsible for the ongoing training and development of Management and frontline staff in regard to maintaining professional relationships, changed behavior strategies to enhance performance, and improved employee retention.

Industrial Engineering Manager (UPS)

Managed all sections within the Industrial Engineering function. Responsible for lean principle development and implementation, production improvements, Business development and Sale involvements, quality and service improvements, job setups, distribution and transportation planning, cost optimization improvements, capital improvements and investments, procurement and purchasing, technology training and development, building and facility projects, time studies, work measurements, safety enhancements, Sales and volume development support, training of operational frontline management. Responsibilities gained extensive experience with logistics, materials management, inventory control, vendor selection/relations. In addition, solutions development for conventional, special and unique transportation/supply chain needs.

Distribution Center/Site Manager (UPS)

Managed 11 different Operations. Assigned to operations where cost was excessive, quality/service results unacceptable, and employee/management moral were issues. Given “unofficial” title of a “Trouble Shooter”. Responsible for Operational Process Enhancements, Workforce Management, Production, Miles Reduction and Dispatch Improvements, Service, Quality of Service, Safety, Profitability, Volume Growth and Sales Leadership, and Government Regulations and Compliance (FAA, TSA, OSHA, DHEC, etc). Strategic deployment of process enhancements, employee morale enhancements, workforce management and direction achieved optimal results. Every operation resulted in extremely positive results that created an “environment” in which productivity, service, quality, and safety were embedded into a long term “culture”.

Education and Credentials

Personal and Community Development

University of South Carolina, Business Administration

Board of Directors – Low Country Workforce Investment Board

Winthrop College

Town of Port Royal Redevelopment Commission

Instructor: PDTS (Package Driver Training School), Train the Trainers

Board of Directors – United Way of Horry County

Instructor: Hazardous Materials Responder

United Way Functions – Beaufort County

Instructor: Safe Works Methods

Member of Winthrop College Baseball Team

Instructor: Lean Principles (Work Measurement, Job Methods, Operational Efficiency Principles)

ASQ Certified, CMQ/OE (Certified Manager of Quality and Operational Excellence), in process

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