Plant Manager

SCOTT M. CARNIE

**** ****** ***. (***) ***- ****

Burbank, Il 60459 ************@*****.***

PLANT, DISTRIBUTION/WAREHOUSE and PROJECT MANAGER

FOOD, CONSUMER GOODS and ELECTRONICS

High-achieving Packaging Professional with an impressive record of optimizing processes and systems, improving efficiency, quality and profitability in a high-speed Manufacturing environment. Consistent record of delivering lower labor and package costs, inventory space reduction, improved manufacturing ergonomics, increased packaging versatility, efficient material flow through the design and development of multi-material packaging. Provided strong leadership and operational excellence that increased profitability, eliminated waste and encouraged continuous improvement. Led advanced R&D projects and new product development processes from concept to completion including change management, risk analysis and cross-functional team performance. Improved performance in all products and brands - cut costs, grew revenues, developed unique retail programs and packages, and improved brand image.

CORE COMPETENCIES: LEAN Manufacturing, Good Manufacturing Practices (GMP), FDA, Food Safety, Product Packaging Design, Concurrent Design, Value Analysis/Re-engineering, Product Specifications & Sourcing, Procurement, Supply Chain, Operations, Production Deployment, Quality Assurance/Control, Logistics, Risk Mitigation, Strategic Planning, Brand Strategy, Vendor Negotiations, Performance Metrics, Inventory Control, OSHA, WMS, Project/Program Management, Budgeting, Manpower Utilization Systems, Staffing, Training & Development

KEY ACCOUNTS: Master Foods (M&M Mars), Hershey, Nestle, Herman Goelitz, Kerry Ingredients, Blue Diamond, Paramount Farms, Kraft, Nabisco, Microsoft, Hewlett-Packard, Sony, Nintendo, Lexmark, DuPont, Kimberly-Clark, International Paper, MeadWestvaco, Smurfit-Stone Container, CardPak, BluePrint Automation, Probat Burns, Triangle Package Machinery

CAREER ACCOMPLISHMENTS

• Needed to increase production 25% per year without adding to workforce. Automated and upgraded existing production areas, removing the need for repetitive motion, lifting and turning. Eliminated all labor intensive processes. Trained workforce to operate new equipment: With a capital investment of $12 million, was able to grow business from $4 million to $233 million over 12 years with no increase in workforce. All projects achieved full ROI within 10 - 18 months.

• A fully automated production line was needed to provide 18 - 32 bags of 3 assorted product types; this would reduce equipment and staffing needs by 50%. Sourced, identified, engineered, purchased equipment and started up fully automated production line: Took bulk ingredients to wrapped finished goods on ready-to-ship pallets increasing production rate from 150 to 300 bags per minute. Reduced machine run time by 67% and eliminated hand packaging reducing labor by 82%.

• Assembled a business plan for the #3 Spice importer for premium ingredient costing, packaging and labor costs, packaging/production equipment, EPA equipment requirements and tenant improvements: The business plan was used as a tool to leverage product costs down via rebates of $3.5 million per year over a five-year period. Showed a savings of $1.25 - $3.75 per unit delivered to stores.

• Managed all aspects of Packaging Plant (ultimately 264,000 square feet) relocation to be attached to Northeastern Distribution Center: Plant was up and running 7 weeks ahead of schedule. Completed project under budget by $436,000 by closing old facility early, and reducing heavy seasonal freight costs by shipping early from new facility. On time delivery was improved by 70% by direct shipping to same site as Distribution Center. Delivery time was cut by 50% to all other regions. Next day delivery to stores could be achieved to all Northeast locations.

• Coffee production facility was required on the East Coast. Engineered, constructed, purchased equipment, set standards, satisfied all environmental requirements and started-up a fully automated green bean to finished goods palletized products in a wide variety of configurations: The state-of-the-art, highly automated coffee roasting and grinding packaging facility was in operation 9 weeks prior to plan and profitable against first year budget.

• Planned, constructed and started up new Packaging Plant (46,000 square feet) for food and non-food products in the Northeast to service all eastern company divisions: Freight reduction resulted in $7.6 million annually. Improved competitive advantage in the challenged regions.

• Developed equipment, tooling and a sealing system for a carded blister package. The very rigid, balanced package is easily converted to the desired number of units per case: Reduced plastic by 75% per unit, and had the necessary sales floor presence with 25% less inventory.

• Started up a digital printing and die cutting operation to accommodate all short run needs: Producing in-house limited runs (less than 10 pallets) reduced costs from $4.48 to $1.35 per unit.

• Started up an in-house design group and tooling machine shop. Successfully produced all tooling needed for both East and West Coast plants: Reduced costs from $1.2 million to $220K.

PROFESSIONAL EXPERIENCE

SABERT CORPORATION March 2015 – October 2016

Warehouse/Distribution, Re-packaging Manager

Reported to the Director of Logistics. Accountable for operations of 4 high output order picking and distribution warehouses. Responsible for Warehousing P&L and administration of all warehouse personnel, including, transportation, warehouse, maintenance and facility staff of 85 employees.

CONSULTING 2012 - 2015

Gerson Lehrman Group, Alpha Sight Consulting, The Packaging Team and Excel Packaging.

Process Development, SOP Development, Equipment Identification/selection, Retail Packaging Design, Club Store Merchandising Presentation and Packaging Design, Labor and Packaging Costing, Complex and Creative Problem Solving.

COSTCO WHOLESALE CORPORATION 1977 - 2012

The second largest retailer in the United States and the seventh largest retailer in the world with $105 billion in revenue, 174,000 employees, and 632 locations worldwide.

Director/Plant Manager of Packaging

Reported to the Vice-President of Manufacturing. Accountable for operations of 264,000 square feet of manufacturing and distribution warehouse with an annual operating budget of $233 million. Responsible for all P&L and administration of all personnel, including operations, procurement, finance, packaging design, marketing, customer service, transportation and warehouse staff of 350 employees. Previously, Plant General Manager, Packaging; Assistant General Manager, Packaging; and Merchandising Manager.

EDUCATION

Business Administration

RUTGERS UNIVERSITY

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