Doan W. Edmundson

**** ****** ***** **. *********, Kentucky 40014 502-***-**** ac5r2f@r.postjobfree.com

SUMMARY

Proven operations and supply chain professional with deep experience directing manufacturing, warehousing, and distribution operations for both large publicly traded and smaller privately owned companies. Knowledgeable in all facets of operations management including P&L management, plant management, multi-site planning, new plant start-up, 3rd party carriers, co-manufacturing, customer service, inventory control and quality systems. Significant experience includes:

Plant start-ups, consolidations, and turnarounds

Budget preparations/capital and expense

ERP, SAP, MRP, CMMS implementation

Union free and union leadership

Product, packaging and process innovation

Warehouse and Distribution Center Management

Brand, Private Label and Food Service Production

Strategic planning, due diligence

Product costing, financial modeling, Operations

Multi-plant planning scheduling and logistics

Supply chain optimization, Co-manufacturing

TQM, SPC, Lean, Continuous Improvement

Positioning operating units for sale

Contract Manufacturing, Thermal Processing

PROFESSIONAL EXPERIENCE

MORGAN FOODS 2012-2018

Vice President of Operations (Austin, Indiana) 2014 - 2018

Operations leader of a dynamic, diverse and complex food manufacturing facility producing private label soups, sauces and beans for most major grocery retailers. Plant is over 1.5 million square feet consisting of nine processing lines and six labeling lines producing over 954 million units per year.

Increased production from 23 million annual cases to over 53 million annual cases, a 130% increase.

Managed a 300% increase in SKU(s) totaling over 600 Brite SKU(s) and well over 2000 Labeled SKU(s).

Contract Manufacturing Sales Leadership Role 2017. Directed sales, negotiated deals, on-boarded products.

Awarded SQF Level 3 certification in 2012 maintaining very high 90 percentile certifications through 2018.

Achieved first year processing efficiency gains of over 7%. Achieved second year processing efficiency gains of over 5%.

Directed shop floor SAP, ERP Implementation 2018.

Directed CMMS, Maximo, Implementation 2018

Director of Operations/Interim Director of R&D and QA 2013 - 2014

Served as both Director of Operations and Director of R&D and QA for 11 months. Launched over 34 new products and reorganized the QA Department during this time frame.

Director of Operations 2012 – 2014

Joined Morgan Foods Inc., a 115-year-old family owned manufacturer of quality private label food products.

KERRY INGREDIENTS 2010 - 2012

Plant Manager (Gridley, Illinois)

Site leader responsible for a major food plant expansion for the cereal division of Kerry Ingredients. When completed the project significantly increased the size, employment and capacity of an existing manufacturing plant while dramatically expanding production capabilities with enhanced production technologies. Interfacing with both corporate and local resources responsible for land acquisition, building construction, equipment purchase, installation, staffing, training and start-up. Represent the company with local and state government achieving rezoning needed for construction and the award of economic incentives for expansion. Work closely with our strategic partner to onboard new technologies while preparing to service demand for both new and existing products.

T. MARZETTI COMPANY 2008 - 2010

Plant Manager (Horse Cave, Kentucky)

Site leader for a 220,000-sq-ft state-of-the-art dressing and sauce manufacturing and distribution facility. Reporting to the VP of Manufacturing with direct reports that include production, purchasing, scheduling, human resources, sanitation and distribution. The site produces both cooked and non-cooked items with package sizes ranging from one ounce to 55 gallons packed in flexible packaging, thermoform cups, preformed cups, or rigid containers. Plant sales revenue is in excess of $150 million dollars per year with total annual production in excess of 156 million pounds. The business is a dynamic complex mix with over 400 active SKU(s) requiring more than 600 unique ingredients sourced from around the globe. Accomplishments Include:

Reduced year on year conversion costs by over 7% representing savings of over $1.2 Million Dollars annually.

Worked with Corporate Sales and R&D on over 200 successful new product launches.

Awarded 2009 Supplier of the Year from both the Domino’s and Darden Restaurant Chains.

Instrumental in the development and subsequent approval of a division wide production consolidation plan which reduced costs by elimination of redundant and inefficient production capability.

UBIQUITY BRANDS, L.L.C., Chicago, IL 2006 - 2008

General Manager, Select Snacks Inc. (Jeffersonville, Indiana)

Select Snacks, Inc. was a salty snack private label and contract manufacturing company formed in 2006 by Ubiquity Brands, L.L.C. Ubiquity generated $260 million in revenue and was controlled by Willis Stein & Partners, a Chicago-based private equity investment firm. As part of the plant and customer base purchase from Wyandot Snacks, asked to serve as the site leader for the newly formed $43 million Select Snacks business. Reported to the Executive V.P. of Operations and managed in a highly autonomous intense streamlined environment with high leverage and cash constraints. Key responsibilities included leading Jeffersonville manufacturing, managing multiple off site warehouses, 3rd party logistics, customer service, co-pack purchasing and the local operating plan. Manage an extremely complex business model with 800 plus SKU’s, managed 5 co-manufacturers, 85 customers, approximately 400 ship to locations, 11 key suppliers and 65 materials and/or supply vendors.

Responsible for the production, quality, and cost of all products produced as well as organizational development and the local operating plan. Responsibility for a $35 million operating budget. Responsible for ingredient, materials and commodity purchases while serving as primary contact for the Jeffersonville supplier base. Work closely with external manufacturers and suppliers to secure competitive quotes and/or to improve quality and service. Work cross-functionally with the sales, marketing, R&D, and product supply team(s) to execute private label and branded sales events and productivity initiatives. Site lead for the cross-functional team challenged with transitioning off the Wyandot temporary service agreement; MRP, financial data, customer service, payroll, and back office accounting.

Engaged team members, consultants, and engineers in developing a plant productivity plan leveraging labor and purchasing efficiencies valued at savings of $2.1 million.

As part of a restructuring, simplified the business, took SKU complexity out and re-engineered over 100 full-time hourly positions contributing approximately half or $1.1 million of the above $2.1 million in savings.

The leadership figure in an accelerated seven month $8 million capital investment for increases in new line capacity, SAP information resources, and added production capability in support of new product launches.

Successfully commissioned and launched eight new branded and private label product offerings including two new to the site processes.

Reduced complexity via line item management using pre-established performance metrics, a company first.

Negotiated multiple union contracts. Implemented a present-day benefit plan, increased part time and temporary staffing flexibility, addressed competitive wages and streamlined HR processes - all without issue.

WYANDOT, INC. 1998 - 2006

Vice President, Jeffersonville Division (Jeffersonville, Indiana)

Recruited by Wyandot to direct operations at their Jeffersonville, Indiana production facility. Immediate needs were to develop plans to modernize the plant (requiring over $28 million dollars in capital spending over successive years), to solve waste water treatment problems with the city, to increase efficiency, and to revitalize the team based work system. Reported to the EVP of Operations in Marion, OH. Responsible for the three shift operation of an 186,000 sq. ft. salty snack manufacturing plant consisting of 5 production lines, 250 employees and private label sales of $50 million dollars. Assisted the CEO of Wyandot in the positioning and sale of their private label snack business including the Jeffersonville plant to Ubiquity Brands. Co-lead and vetted all due diligence activities with the purchasing entity. Sale was finalized in late 2006.

With increased accountability and focus on packaging machine standards achieved a 21% reduction in per pound product manufacturing costs resulting in annual savings of $2.8 million.

Implemented a statistical process control system reducing process variation and improving finished product consistency and quality.

Targeted package integrity, product breakage and seasoning coverage reducing consumer complaints by 70%. Established a Food Safety Team, which resulted in 16 consecutive superior AIB ratings for the Jeffersonville Plant. Awarded the Procter and Gamble Pinnacle award for supplier quality systems.

Successfully managed over $28 million in modernization projects including major installations of a waste water treatment plant, an industry advanced potato chip production line, new corn and tortilla processing, and conveying, high speed and higher speed packaging.

Revitalized an existing plant wide Team Based Work System with an accelerated program called Quick Start.

KEEBLER COMPANY, Elmhurst, IL 1983-1996

Plant Director (Haltom City, Texas) 1995-1996

Recruited by the Vice President of Salty Snack Operations to affect the turnaround of a 150,000 sq. ft. salty snack plant operating three shifts, consisting of four production lines, 250 employees with a production value of over $150 million. Products produced were specialized fabricated potato and flour based snack foods.

With increased communication, awareness, focus and accountability, improved overall plant efficiency by 40% for an annualized savings of $5.4 million.

Focused on processing equipment calibration reducing scrap production by 56% from 7.1% of raw material usage to 3.1% for annualized savings of close to $500,000.

Through the development of gold standards, implementation of statistical process control and operator on line QA testing procedures; consumer complaints were nearly halved.

Established a major focus on plant sanitation; improving overall cleaning methods, pest control, maintenance for sanitation and GMPs; raising AIB sanitation rating from unsatisfactory to excellent.

Director of Planning, Scheduling and Deployment (Elmhurst, IL) 1994-1995

Promoted to the corporate office to direct production and deployment planning for all cookie/cracker plants. Reported to the Vice President of Biscuit Manufacturing and was responsible for the daily, weekly, and long range production scheduling and product deployment for over 500 SKUs. Departmental responsibilities included directing production planning and scheduling at Keebler’s eleven cookie/cracker manufacturing plants and properly deploying the production in accordance to consumer demand to 68 distribution centers across the country.

Reorganized the logistics department into product focused teams improving the customer compliance rate form 92.8% to 97.2%.

As part of the larger supply chain process, bypassed the large shipping centers and went direct to the DC(s) reducing the finished goods inventory by 44%, a reduction from 45 day’s coverage to 25 day’s coverage.

Worked extensively with outside consultants on a major re-engineering of the Keebler supply chain that included a tactical reduction in the number of SKUs produced, reduction in the level of finished goods inventory, increased frequency of SKU production, improved forecasting methodology and distribution center consolidation.

Selected and implemented new LAN based logistics software for improved demand and deployment planning. Established a departmental focus on customer service through departmental training and increased communications with the 2400 member field sales force.

Plant Director (Raleigh, NC) 1987-1994

Reported to the Corporate Vice President of Specialty Manufacturing. Responsible for an 86,000 sq. ft. plant operation, 192 employees with a production value of $105 million. Products included specialized fabricated corn and potato based snack foods: Krunch Twists, Cheez N’ Chips, Cheeblers, Tato Skins, Ripplins, and Hooplas.

Launched three new products and introduced twelve line extensions. Installed a statistical process control program on all three production lines, attaining the lowest consumer complaint rate in the company.

Attained the lowest workers’ compensation costs within manufacturing. Automated the packaging department, resulting in $2.1 million in annual costs savings.

Improved equipment set up and calibration reducing total plant conversion costs by 17% over 3 years. Recruited by the Senior Vice President of Manufacturing to direct corporate-wide cross-functional task forces on continuous improvement (TQM), waste elimination and division succession planning.

Additional Roles

Branch Manager, Kaufman Supply, (Wilson, NC) 1996 - 1998

Production Manager; Keebler Company, (Raleigh, NC) 1983 - 1987

Packaging Supervisor; Keebler Company, (Raleigh, NC) 1983 - 1983

Assistant Controller; Gordon Foods, (Raleigh, NC) 1981 - 1983

EDUCATION

MBA, Duke University, Fuqua School of Business, 1992

BS, Economics, North Carolina State University, 1981

Creating Competitive Advantage (focused 3 week set of courses), Oxford University, Oxford UK, 1995

Systems Capability: Power User in SAP, MRP, JD Edwards, Prism, Manugistics, Microsoft Office

Certifications:

Double Seam Certification Crown Cork and Seal, 2012

Better Process School, Grocery Manufacturers of America, 2012

Total Productive Maintenance, 2013.

Professional Organizations:

President, Mid-American Food Processing Association (MAFPA) 2017 to 2018

Vice President, Mid-America Food Processing Association (MAFPA) 2015 – 2017

Board Member, Mid-America Food Processing Association (MAFPA) 2014 to 2018

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