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Manager Supply Chain

Madison, Alabama, United States
May 28, 2018

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Timothy Iott, MBA

Madison, Alabama 256-***-****

Senior Manager with strong communication skills. Excels in analyzing and adjusting work procedures for maximum efficiency. Employs daily tracking metrics to measure and communicate performance against objectives. United States Army veteran.


Tier 1 Automotive TS16949/ISO 9001, 14001 ERP/EDI/ASN Systems

Military Supply Chain Project Management Profit & Loss 10 years

Business Development Strategic Planning Business Owner

Business Recovery Budget Development Leadership 17 years Budget Development: Annual cost increases of 5% from Japanese porcelain supplier with long term contract and six month lead time for approximately 200 specified styles. High inventory cost due to changes in forecast and demand. Qualified a Chinese supplier with 30% lower prices and three month lead time. Impact: Lower inventory levels at lower prices improved cash flow. Reported material savings of 25% or $2 million annually. Cash Flow Management: The execution of the Nike color control standard project was slow and cumbersome due to its reliance on continuous overnight shipments and email for customer feedback and production approvals on approximately 250 custom color standards. Negotiated two on site approval sessions to provide instant communication and multiple attempts per session. Impact: This improved both production scheduling and customer relations. Provided Nike with a 20% price reduction while also reducing production costs by 30% through efficiency in set-up and outsourced finishing operations. Strategic Planning: On time delivery to customers was suffering because of interruptions of production due to quality and delivery failures of critical materials. Expediting costs on late and incomplete shipments were excessive. Developed replacement and secondary suppliers both domestically and in low cost countries to eliminate downtime and reduce costs. Impact: On time delivery to customers improved from 80% to 100% and material costs were reduced for an annual savings of over $1M. Facilities Construction/Management: Integrated lessons learned and experience to instill safety and quality in the construction and staffing of a new production facility. Cost prevention by maintaining and/or preventing the organization of labor by the United Auto Workers. Executed plans to meet OSHA and TS16949 standards while establishing regular and open communication with labor force. Impact: The facility operated accident free. Established new standards for rework by operating six of the first twelve months with no rework. The labor force resisted numerous attempts by the United Auto Workers to organize. Profit and Loss: Turned around a declining franchise in a struggling economy. Prior ownership had neglected the business for several years in the form of maintenance to the facility and outreach to the community. Sales had declined over the three previous years. Invested in television and radio advertising and implemented a referral program with other local businesses. Also networked with the Chamber of Commerce and Home Builders Association to increase visibility with small local companies. Impact: Increased sales 24% in first year over previous ownership.


Masters of Business Administration - Union University 2009 Bachelor of Science in Mathematics – Purdue University 1994 Associate of Applied Science in Computer Science - Purdue University 1992 Leadership Challenge (40 Hour Certification) – Duke University 2007 Timothy Iott, MBA

Madison, Alabama 256-***-**** Projects and Challenges

General Motors CVT pilot program: As the interim general manager of the Bodycote Morristown, Tennessee facility earlier this year I provided operational support to the project team that developed the heat treatment processes. In this capacity I also interacted with the on-site representative from General Motors and managed logistical services for samples delivered to their Michigan laboratory. Meritor Drivetrain components: In early 2017, Meritor disqualified Bodycote Morristown for all components. Thru daily communication in the form of email, conference calls and face to face meetings we were able to regain their business.

This was a three step process. The first step was to restore the furnaces to a reliable state which involved capital expenditure projects and documentation of uniformity. The second step was to perform PPAP’s on all parts and demonstrate consistent shipments over a period of time. The third step involved price negotiation. Changes in load size and configuration resulted in a loss of revenue. I gathered data and created a powerpoint for justification and was the lead presenter to the customer. In the end the relationship was restored to the benefit of both parties.

DAS North America: DAS is a Korean stamping company located in Montgomery, Alabama. As the General Manager of the Bodycote Athens facility, I engaged directly with DAS over an 18 month period to perform multiple trials ending with PPAP of nine part numbers. These discussion involved heat treatment processes, logistics, and price. The result was a long term agreement. NSG Pilkington: In my role as Operations Manager, I was the primary contact for Honda’s Alabama assembly plant as well as Toyota’s Mississippi assembly plant for quality and delivery communication. This included hosting and travel to meetings with members of their purchasing, quality and engineering departments. ABB: As a supply chain manager, I interacted with over 150 suppliers globally and provided sales support to many customers. The product was highly engineered so my role was to facilitate the transfer of technical requirements between all organizations. Maintaining good relationships was essential. ALFE Heat Treating: My first position as an operations manager involved heat treatment of components for many Tier 1 & 2 automotive companies such as Ford, General Motors, Honda, Dana Axle and TRW. ALFE then built a new facility dedicated to the General Motors inline five cylinder engine and I was promoted to plant manager of this plant in Defiance Ohio. This included FMEA, APQP and PPAP. Afterward, I was the primary contact with the customer for production scheduling and quality concerns. This involved daily communication via email, phone and face to face meetings.

Colwell Industries: Early in my career, I was a cost estimator for a company that provided marketing tools to the paint industry. I used a combination of a proprietary costing program and Microsoft Excel to capture the costs throughout the operation. In many cases, I traveled with our sales representatives to present and provide technical perspective for the production of their color samples. Customers included, Sherwin Williams, Benjamin Moore, Valspar, PPG and more.

Timothy Iott, MBA

Madison, Alabama 256-***-**** PROFESSIONAL EXPERIENCE

Indirect Materials and Facilities Manager Autocar, LLC Feb 2017 - Present

Facilities maintenance management of one million square foot heavy truck production facility

Contractor bid and selection process vs. use of internal resources

Capital expenditure projects for building and equipment installation General Manager Bodycote Thermal Services, Athens, AL Mar 2014-Dec 2017

Customers included automotive and aerospace industries.

P&L, CAPEX projects ranging from $100K to $2.5M

2014 Increased sales and reduced costs to post first profits since acquisition in 2012

2015 Successful execution of contingency support plan following a catastrophic incident at sister facility

2017 Performed turn around and re-staffing for failing facility in Morristown, TN Operations Manager NSG Pilkington North America, Athens, AL May 2012-Mar 2014

P&L Management – Tier 1 supplier of sequenced Automotive Safety Glass to Honda and Toyota

Sustained quality rating of < 50 PPM under my leadership

Primary contact with customers regarding quality and delivery

Employee staffing, development, and overall management

Payroll administration, accounts payables and receivables President & Owner AAMCO Transmissions, Huntsville, AL Aug 2009-Jun 2014

P&L Development and Management

Won President’s Club in Southeast Region and 2nd best nationally for business improvement in 2010

Employee staffing, development, and overall management

Government regulations, payroll administration, accounts payables and receivables

Customer service support, supplier oversight

Advertising and Business Networking

Supply Chain Manager ABB Inc., Alamo, TN Apr 2005-Aug 2009

Strategic Global Supply Chain Management and Material Analysis to identify cost reduction opportunities

Annual budget $ 40 Million including: Metal castings, raw copper & aluminum to IEEE standards

Transitioned supplier database from Syteline to SAP MRP system

International Supplier Development conforming to C-TPAT (Customs-Trade Partners Against Terrorism)

Established 22 primary and secondary suppliers in China, India and Mexico to stabilize or replace poorly performing domestic suppliers. Averaged 9% cost savings per year over five years

Implemented Kanban material systems and performed 5S projects to improve efficiency of work cells Plant Manager ALFE Heat Treating, Defiance, OH Apr 2000-Apl 2005

Processed ferrous metals, brass and aluminum in various types of furnaces. Facility was supplier to numerous industries with focus on automotive, including APQP, PPAP and FMEA

ISO9000/TS16949 certified auditor

Used Value Stream Mapping to establish efficient material flow through the entire facility

Tier One supplier to GM, Ford and Honda for metal components

Communicated directly with General Motors personnel regarding scheduling and quality challenges PROFESSIONAL AFFILIATIONS

FIRST Robotics – Mentor and Volunteer since 2012

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