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Vp of Manufacturing and Supply Chain

Branford, Connecticut, United States
August 26, 2018

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Naseem Glaubitz, B.Sc, P. Log, CPIM

** ******* ******, ********, ** 06405 ● 562-***-**** ●

Quality / Operations / Supply Chain Executive

Achieve Major Cost Reductions Process Improvement and Innovation

Operations and quality management Executive with extensive expertise in manufacturing and supply chain of cosmetics, pharmaceuticals, nutritional supplements and carbonated beverages. Expertise in current manufacturing technologies, engineering / facilities, supply chain management, global sourcing and logistics, distribution, product development, lean methodologies and quality operations. Improves customer service levels and reduces inventories through using S&OP, ERP and VMI. Creative problem solver with excellent analytical skills and a strong goal alignment to drive operational efficiencies. Lead by example for developing high performance teams that achieve superior results. Core competencies include:

Strategy and Execution

Operations Optimization

Risk Management

P&L / Capital Budget Management

KPI Improvement Strategist

Change Management

Quality Systems

FDA / cGMP Regulatory Compliance

New Product / Portfolio Development

Business Process Re-engineering

Strategic Partnerships

Contract Negotiations


Milbar Laboratories Inc., East Haven, CT August 2016 – July 2018

Chief Operating Officer

Member of executive team for contract manufacturing company specializing in high-end skin care products. Manage all aspects of Operations including all quality operations, compounding, production, technical support and engineering services, facilities management, new product development, and total supply chain functions including order processing, customer service, warehousing and distribution. Manage P&L, capital budget of $2 million and operating budget of> $5 million, over 250 SKUs in a two-shift environment; with a key focus on quality compliance, efficiency, cost savings, lean six sigma projects and improved customer service.

Developed and executed Operations Gap Analysis to reduce costs and improve efficiency

Sustained Cycle count program with weekly reporting; Attained >99% accuracy

Introduced Key metrics for all Operational groups; improved efficiency in Compounding/Dispensing >50%

Instituted Technical task force to improve batch processing resulting in >90% Pass first time metric

Coordinated Product launches at QVC; 10 SKUs on line and 3 on air

Coordinated new store openings at Nordstrom, Bloomingdales, Selfridges, and Cult Beauty

Improved COP cleaning and sanitization systems contributing to overall efficiency

Revamped PM program with reduction in Downtime of >30% and lost batches in Compounding

Complete revamp and alignment of the Supply Chain processes; reduced Purchasing backlog of >3 months

Improved service levels; Ship on time metric by >40%

Revamped all quality systems to increase compliance for OTC products and overall capability of QA/QC

Addressed all 483’s from previous FDA audit, including implementing a more robust CAPA system

Designed, installed and validated a new state-of-the art purified water system with reverse osmosis and ozonation

Designed and installed a new Microbiology lab including an improved environmental monitoring SOP

Created a Master Validation Plan and completed process validation for 10 OTC products

Revamped master batch records, raw material, bulk specification sheets and test methods

Revamped GMP training program across the organization

Revamped and transferred the stability and package compatibility programs in-house

OLE HENRIKSEN OF DENMARK, INC. (LVMH Company), Van Nuys, CA May 2015 – Mar 2016

Senior Director of Operations and Quality (Consulting Position)

Member of the senior team, responsible for all day-to-day activities of Operations and Quality departments, including supply chain, production planning, purchasing, product development, warehouse management and inventory control. Manage an elastic organization, fostering agility and responsiveness across all functions.

Improved quality at key contract manufacturers and negotiated improved tier pricing

Improved regulatory compliance process, with updated product files

Improved incoming inspection of all Finished goods and packaging materials

Project lead for ERP system implementation (Microsoft Dynamics AX) for all modules

Completed three key product launches; 11 reformulations

Introduced S&OP (Sales and Operations Planning) concepts and initiated collaborative forecasting

Reduced backorders by 10% across all franchises with 98% fill level

Streamlined planning process using ABC analysis and planning parameters

Reorganized warehouse department and introduced cycle counting and Inventory accuracy

CAPTEK SOFTGEL TECHNOLOGIES INC., Cerritos, CA April 2013 – Dec 2014

Vice President of Operations

Member of executive team for contract manufacturing company specializing in soft gel nutritional supplements. Managed one production plant (90,000 sq. ft.) and one packaging plant (20,000 sq .ft.), technical support and engineering services, R&D and total supply chain functions including order processing and customer service. Managed P&L, capital budget of $2 million and operating budget of $5 million with 130 new and innovative product launches annually.

Completed ERP system implementation resulting in process efficiencies and head count reduction

Created new quote department and customized software improved processes; reduced turnaround by 50%

Ensured completion of all product development timelines, delivery, quality and required business metrics by organizing and streamlining all interdepartmental activities

Increased capacity by purchasing and installing high-speed packaging line with ROI in less than one year

Saved $500,000 but implementing strategic sourcing initiatives

Re-organized packaging operations for improved departmental effectiveness

Improved throughput by 40% through ramp up of rpms in encapsulation department

Improved on-time shipment metric through S&OP, with strict delivery deadlines from < 70% to 98%

Engaged the front line leaders to build a lean, empowered culture of continuous improvement

Improved yields by 10% by implementing effective root cause analysis and non-conformance review team

OBAGI MEDICAL PRODUCTS INC., Long Beach, CA Jan 2012 – April 2013

Vice President, Manufacturing & Technical Services

Member of senior executive team of specialty pharmaceutical company focused on physician-dispensed prescription skincare. Managed seven contract manufacturing entities, two distribution centers and one third party logistics provider, technical support and engineering services, new product development, R&D, and total supply chain functions. Managed P&L, capital budget of $10 million and operating budget of $8 million.

Led reimplementation of ERP (Microsoft Dynamics NAV) to leverage efficiency and streamlining

Directed start-up of e-commerce company and new 80,000 sq. ft. Distribution Center to service this new business including a Class B pharmacy ( VIPPS certified), Class C Warehouse (VAWDS certified)

Managed three new and innovative product launches with 6 additional launches ready

Optimized supply chain and renegotiated $17 Million in supply contracts with $1.5 million savings

Re-organized total Operations group for efficiency and effectiveness

Implemented Track and Trace for California 2015 compliance and anti-diversion control

Built compelling business case to consolidate Distribution Centers, open new Distribution Center on East Coast and eliminate 3PL; receiving immediate approval; identified savings of $1 million annually

Improved inventory turns for key products from 4 to 6 through VMI and review of safety stock policies

Enhanced safety and OSHA compliance at the DCs

FACES COSMETICS INC., Toronto, Ontario, Canada 2007 – 2012

Chief Operating Officer

Promoted to Head office. Responsible for all of Operations, Supply Chain, Marketing, Franchisees and Retail stores


Vice President of Operations

Member of senior executive team for cosmetics and OTC contract manufacturing company, with four manufacturing sites and two warehouses. Operating budget of $10 million and capital budget of $2 million, 250 employee, 10 direct reports, and 50 million production pieces.

Implemented $2 million ERP implementation. Project involved restructuring key departments, developing policies and procedures and training all levels; Added production planning and global sourcing group

Reorganized R&D group for effectiveness and improved turnaround time for customer requests

Cleared the backlog in production, which improved customer service levels by 50%.

Switched suppliers from local suppliers to China and saved $180,000

Started up of new “baked powders” technology from R&D to commercial phase resulting in 30% contribution to overall revenue

APOTEX INC., Richmond Hill Site, Ontario, Canada 2004 – 2007

Director of Production

Managed all plant operations for sterile products manufacturing company, Member of senior team. Managed operating budgets of $50 million, capital budgets of $10 million, 300 employees; 8 direct reports and 250 SKUs.

Started up two key sterile and non-sterile production lines through validation up to commercialization

Completed HPFBI and PAI audit readiness. No observations noted for production during audits.

Implemented S&OP for improved customer service

Established and implemented plant metrics. Improved OEE by 20%, reduced cycle time by 50%

Completed review of all interventions using risk assessment and improved sterility assurance levels

Initiated deviation reduction initiative. Reduced open incidents/deviations from 800 to < 200

Revamping all SOP/SODs and Work Instructions

Developed aseptic processing training for Operations with QA

Improved inspection processes including requalification of inspectors

Participated in batch record redesign and procedural improvements initiative


Supply Chain Consultant

Consulted with companies to provide process solutions and cost savings for plant and warehouse operations

Reviewed total supply chain of Patheon Inc., Whitby Site and provided process improvements and alternate vendor strategy resulting in $1 million in savings. Revamped the total stability-testing program.

Managed all plant operations for pharmaceutical company with 60,000 sq. ft. manufacturing space, 40,000sq. ft. warehousing and 60,000 sq. ft. distribution center.

GLAMOUR LOOK LTD., Toronto, Ontario, Canada 2001 - 2003

Director of Operations

Led operations of cosmetics contract manufacturing facility. Managed operating budget of $9 million and capital budget of $5 million, 250 employees, 10 direct reports, 60 million production pieces, and over 3500 SKUs. Facilities included 60,000 sq. ft. manufacturing space and 90,000 sq. ft. of warehousing and distribution space.

PEPSI BOTTLING GROUP INC., Mississauga, Ontario, Canada 1996 – 2001

National Logistics Manager

Managed 23 Distribution Centers (DC’s) across Canada (600,000 sq. ft.). Operating budgets of $20 million, capital budget of $10M .Collaborated with franchisees to deliver logistics solutions and technical innovations.

LIQUOR CONTROL BOARD, Whitby. Ontario, Canada Prior to 1996

Director Main Distribution Center

Managed all functions of one of North America’s largest, fully automated 500,000 sq ft. distribution centers, supplying beverage alcohol products to 440 stores in Ontario and servicing retail sales of $2B annually. Annual operating budgets of $13M, capital budgets of $1.5M - $2.0M. Chaired committees including EDI, Technical Upgrades, and Local Collective Bargaining

REVLON CANADA INC. Mississauga, Ontario, Canada

Senior Director, Materials Management

Project Leader, MRPII Software Implementation BPCS

Director of Manufacturing

Plant Manager, Max Factor Division of Revlon Canada Inc.


Bachelor of Technology, Applied Chemistry Major, Ryerson University, Toronto, Canada

Bachelor of Science with Honors in Chemistry and Zoology, University of Dar-es-Salaam, Tanzania

Diploma in Pharmaceutical Technology (2 credits short), Seneca College, Toronto, Ontario


Masters Certificate in Lean Six Sigma – Villanova University

Lean Manufacturing Black Belt and Green Belt – Villanova University

Certificate in Aseptic Processing – Parenteral Drug Association

Transportation and Distribution – Logistics Management Center

Certified in Production and Inventory Management (CPIM)

World Class Logistics - International Research Foundation

Advanced Logistics - KPMG Management Consultants

Professional Logistician (P. Log) – The Logistics Institute

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