Fred A. DeLira
Houston, TX ***69
E-mail address: email@example.com
** ***** ** ***** ********** management experience in operations, sales, change management, procurement and supply chain strategy, change management and process re-engineering.
P&L responsibilities for multi-unit managed services contracts in excess of $275M
Strong business development and strategic planning expertise involving a division start up now representing more than $1.5B
Strong project management skills evidenced by closing a $275M business unit transition within financial targets
Strong background in supplier contract management and implementation of material management processes
Proven track record in client change management, program development, leadership and teamwork
SYNOVOS, February 2016 – Present (2 yrs., 4 mos.)
Vice President & General Manager, Field Operations
Leading Synovos' Manufacturing operations, a division with >$210M revenue and ~190 employees managing MRO demand, supply and OEM assets across more than 80 manufacturing sites and production plants located in the U.S. and Mexico.
Liaison with senior management to provide strategic input. Assist in the development of strategic plans for operational activity. Implement and manage execution of operational plans.
Responsible for management of client contracts assigned and for the achievement of all corporate and client enterprise objectives directly and/or through leadership of staff.
Work with sales on new client contracts to ensure profitability, and implementations to proactively plan, hire and support direct labor requirements.
Provide leadership for employees through effective communications, coaching, training, and development.
Serve as key leadership for problem resolution to facilitate fast improvements and improved working relationships. Establish and maintain adherence to company policies, goals, objectives, and procedures.
Oversee all aspects of MRO and storeroom management operations encompassing customer service, supply chain management, purchasing, receiving and inventory control.
Overall authority for budgets, analysis and financial operations reporting.
Ensuring policy deployment in the areas of capital improvement projects, quality, cost reduction, complete and on-time delivery, safety, customer satisfaction, employee relations, visual controls and key performance measures.
Responsible for meeting and/or exceeding margin objectives; oversee activities related to expanding services to clients to increase sales and revenue; and effectively manage receivables, which include bad debt, and regularly keeps expenses in line with revenue.
Ensure lean manufacturing initiatives and continuous improvement.
GRAINGER, Houston, TX, Nashville TN - 2000 to 2016
District Director, Central South, Nashville Based
Achieved key sales (~365M) and expense (~12M) targets for assigned geography in TN, KY, AR and OK
Ensured flawless execution of core branch processes while leading inventory management (KeepstockTM) sales growth objectives
Led and developed team of market managers to drive sales focused behaviors; Executed coaching activities to ensure team member success and personal growth
Maintained strong business partnerships with call centers, customer lifecycle, CSOPs, finance legal, HR, transportation, and supply chain
Led change in organization to ensure adoption of key objectives.
Facilitated collaboration and alignment of cross-functional groups in a highly matrixed environment that delivered contracted supply chain solutions
Earned Annual Achievers Awards in 2008, 2009, 2010, 2012, 2013 – Top 10% performance results
President’s Club 2014 – Awarded to Annual Achiever winners who maintain highest performance average for three consecutive years; Top 1%
Regional On-Site Services Manager, Western US, Houston Based
New Service Business Development
Leadership team member for development of new business channel involving on-site service solutions to existing 2M+ existing customer base.
Western U.S. field leader to plan, implement, and operate customer material management programs.
Material management programs include installing electronic ordering and replenishment processes at customer point-of-use for indirect material commodities.
Development work with enterprise systems teams to improve service workflow through technology enhancements.
Development work with finance team to develop operational reporting and metrics.
Service Business Re-organization
Core team member of project to transition of operational scope to Branch Service team as part of workforce optimization strategy. Establish and recommend long term organization structure.
Review current On-Site and Branch Services organization structure for integration and points of leverage in effort to lower field operating expenses and improve operating earnings.
Key areas of project include organizational and job design; workforce planning and staffing; employee development and training; change management and communications.
Closure of Integrated Supply business unit
Leader for supply chain, finance, operations and business support teams through divestiture of integrated supply portfolio.
Two-year strategy (2005-2007) involved supporting contracts to end of term and effectively transition client base to a new material management platform.
Expense costs for this project were within budget and transition timelines were met.
Director, Integrated Supply, Houston based
Implemented and managed integrated supply locations spanning as many as 83 client locations and 190+ employees servicing contracts totaling over $275M per year in indirect material purchases. Responsibilities included supply chain management, process re-engineering, electronic procurement, inventory optimization and control, client relationship management, P&L responsibility, contract governance and new contract negotiation.
Primary performance objectives included management of existing contracts in accordance with key financial and operational metrics, expanding or securing new client partnerships to achieve sales goals, effectively leading business team to support site operations, and meeting the financial objectives of the business related to profitability and ROIC.
Project Management/ Process Reengineering
Consulted with cross functional customer team to value engineer indirect material management practices through supply chain optimization, e-procurement technologies, process and inventory carrying cost reductions.
Responsible for change management and implementation of process re-design at each client location.
Successfully led implementation of new process at client site for point of use dispensing technology. Involved full integration between division ERP system and third party hardware provider. Resulted in process savings for client that exceeded equipment investment.
COMPAQ COMPUTER Corp., Houston, TX - 1997 to 2000
Material Services Manager, Corporate Real Estate & Operating Services
Managed six programs with purpose to provide global demand fulfillment and related services for facility related maintenance supplies, office equipment and supplies, disposal of surplus assets, office and lab furnishings, move management services, fleet management contracts, and telecommuting program administration.
Led cross-functional team to bid, develop and implement an enterprise-wide office supplies agreement with a global organization using a web-based electronic procurement method, resulting in product savings of 21% through supplier consolidation.
Outsourced move services and MRO stockroom operations through integrated service agreements resulting in 18% reduction of operating expenses for those work areas.
Negotiated service agreement and business scope with 3rd party service provider for disposal of surplus assets resulting in 10% reduction in management fees for North American locations
W.W. GRAINGER, Houston, TX - 1985 to 1997
Responsible for account penetration of assigned territory totaling $3.7M - 1996 sales. This was part of career development plan to enter district sales management role.
Branch Operations Manager
Responsible for managing several branch locations in the Houston sales market over a ten-year period. Assumed multi-branch responsibilities in 1995 including: managing additional 19,000 square foot warehouse with $1.1 M inventory and international sales office, and managing district credit department, district trainer and district inventory specialist.
Primary branch generated $54.9M in sales for fiscal 1996, the third largest in the company among 349 locations, maintaining a 48,000 square foot warehouse with $2.9 M (at cost) inventory representing ~ 26,000 SKU's from 1,300 vendors.
University of Houston, Houston, TX 1984
Master of Science in Occupational Education
Texas A&M University, College Station, TX 1982
Bachelor of Business Administration