Philip Przekora

*** ******* ****

Oxford, MI ****1

Cell-248-***-****

acbbaa@r.postjobfree.com

EDUCATION

M.A. Central Michigan University, Mt. Pleasant, MI 1999

B.S. Wayne State University, Detroit, MI 1993

Professional Experience

July 2006-Present - Federal Mogul-Southfield, MI

Director of Global Logistics & Distribution and Lean Implementation

P&L responsibility for Global Logistics representing sales of $2.4 billion

dollars for vehicle components business unit and implementation of lean

culture and practices for aftermarket supply chain based on principles of

the Toyota Production System

. Multi-site responsibility for 14 locations globally

including 3PL relationships.

. Develop, monitor and execute operating expense budget

of $375 million dollars.

. Oversee logistical operations resulting in 368 million

units shipped annually representing 500 thousand SKU's

. Works with transportation group on $200 million global

spend including ocean, company fleet, truck load, LTL and

small package.

. Oversee inventory levels valued at $340 million dollars

utilizing JIT practices.

. Developed network optimization/rationalization

maximizing distribution efficiencies projecting $7 million

dollars of annual savings.

. Partner with manufacturing plants to maximize

manufacturing efficiencies and maintain proper inventory

levels to exceed on time delivery rates of 97% and maximize

extended value stream.

. Develop strategies to best utilize PAC Rim and Asian

suppliers driving Total Delivery Cost Savings

. Increased DC productivity performance 29% and packaging

performance 16.3% in 36 month period through introduction

of Labor Management Standards.

. Successfully launched $70 million dollars of new

business representing 3 million units over 12 week period

to 3200 locations.

. Implemented reverse logistics program reducing lead

time, inventory levels and freight costs by $9 million

dollars annually.

. Distribution customer base include wholesale distributors

retail and e-commerce to end user.

. Reduced Safety Incident rate by 80% in 2011.

. Utilize Lean methods including VSM, Problem Solving,

5S, and Standard Work and Takt time scheduling.

. Increased packaging efficiencies resulting in 3 million

dollars annual savings through OAE and OEE implementation

. Delivered cost savings of $1.8 million through

utilization of one piece flow and small batch processing.

. Acting as operations lead decision maker for Manhattan

WMS launch.

February 2003-June 2006-CLARCOR

Total Filtration Services Division- Auburn Hills, MI

Vice-President of Operations

P&L responsibility for all operational functions for 28 US and North

American locations representing annual sales exceeding one hundred and

fifty million dollars.

. Oversee daily activities for logistics, transportation,

supply chain, distribution, purchasing, sourcing, customer

service, call center, inventory, service, sequencing and

quality.

. Utilized lean warehousing concepts resulting in a 30%

decrease in inventory levels.

. Drove continuous improvement efforts through employee

empowerment, and Kaizen events reducing costs and

streamlining distribution processes.

. Successfully launched Microsoft Navision Attain ERP and

WMS system for 28 locations.

. Redesigned supply chain and distribution team resulting

in increased thru-put and decreases in TDC.

. Implemented self empowered work teams that focus on

safety, quality and productivity.

. Developed cost saving initiatives through vendor

contract negotiations and rebate programs.

. Decreased freight spends by 12% through carrier

negotiations and redesign of shipping patterns enhancing

utilization of company fleet.

. Decision-maker and project manager for newly built

$16.5 million-dollar division headquarters and distribution

center.

October 2001-February 2003- Nestle S.A.

Dreyer's/Edy's Grand Ice Cream Division- Houston, Texas

Director South East Region Supply Chain/ Logistics

P&L responsibility for all purchasing, transportation, distribution,

warehouse and logistic functions for multiple site 3 shift locations

in Texas, Florida, Georgia and Carolina's.

. Coordinate the inbound supply chain for dairy, ingredients,

packaging and other items for the production of thirty

million units annually.

. Oversee inventory levels in excess of thirty million

dollars representing four hundred SKU's.

. Maintain inventory levels for daily distribution for

Southeast and Texas Markets resulting in a 98% fill rate.

. Direct reports include 16 management employees and 125

indirect hourly associates.

. Logistics team provides daily production schedule to

production department for scheduling of thirty million

units representing two hundred SKU's annually.

. Developed, negotiated and awarded freight contracts

representing an annual budget of ten million dollars.

. Utilized ERP system to ensure proper inventory levels

maintained for production requirements.

. Maintained company fleet vehicles for world class DDS

delivery.

. Project Manger for warehouse redesign resulting in 68%

reduction in pick travel time, 12% headcount

re-deployment, 9% reduction of damage and 1.5 %

increase in pick accuracy.

. Created team atmosphere environment resulting in "best

ever" participation and culture scores.

. Worked in direct relations with sales team to develop sales

forecasts and marketing programs.

February 1997-September 2001- DaimlerChrysler

Mopar Division- Center Line, Michigan

Warren National Distribution Center Manager 2000-2001

P&L responsibility for daily operations and material management of

multiple site 3 shift locations exceeding one million square feet and

a yearly is operating budget of seventy million dollars.

. Benchmarked and implemented Toyota Production Systems

within distribution center eliminating waste, reducing

space and decreasing on hand inventory.

. Utilizing lean concepts maintained inventory levels

exceeding one hundred seventy million dollars representing

forty thousand SKU's.

. Direct reports include 22 management employees and 500 UAW

employees.

. Daily logistical distribution of OEM replacement parts

utilizing over the road carriers and small package parcel.

. Increased throughput 11% through process redesign and

continuous improvement efforts.

. Improved customer CSI through implementation of customer

feed back program.

. Obtained best ever incident and severity rates in plant

history.

. Led warehouse redesign efforts increasing space utilization

resulting in a 40% decrease in outside storage.

Romulus National Distribution Center Manager 1998-2000

P&L responsibility for daily operations and materials management of a

2 shift five hundred thousand square foot facility and a yearly

operating budget exceeding twenty million dollars.

. Led start up facility manager for newly developed commodity

stocking location.

. Maintained inventory levels exceeding ninety-five million

dollars consisting of sixteen thousand SKU's.

. Successfully launched IBM based 2 million dollar WMS system

as pilot facility for all DCX divisions.

. Direct reports included 7 management employees overseeing

125 UAW employees and 4 salary bargaining unit employees.

. Lead Distribution Centers in productivity, throughput, cost

reduction, attendance levels and continuous improvement

efforts.

. Successfully integrated OEM replacement glass operation

resulting in savings of two million dollars a year

annually.

Center Line National Distribution Center- Operations Manager 1997-1998

Responsibilities include daily coaching, developing and mentoring of

12 supervisors and 200 UAW personnel.

. Coordinated recognition, health and safety and ISO9002

programs.

. Increased record integrity 11% through audit programs and

employee awareness.

. Increased special handling order throughput 18% through

employee accountability and communication efforts.

. Actively involved in continuous improvement development and

implementation efforts.

June 1988-February 1997- United Parcel Service- Detroit, Michigan

Senior Account Manager 1995-1997

Successfully managed accounts valued in excess of eleven

million dollars annually.

. Attained valuable experience in contract negotiation while

increasing penetration of thirty major accounts during

1996.

. Increased annual revenue by 12% through relationship management.

. Consistently led Metro Detroit District in prepaid service

contracts, representing over one hundred and fifty thousand

dollars in new sales revenue per year.

. Acquired several major international accounts from

competitors.

Operations Manager 1992-1995

Responsible for the daily coordination and dispatch of forty route

drivers, ranked best overall in Midwest region.

. Increased effectiveness of driver dispatch 37% increasing thru

put and costs.

. Management team operated at over 99% efficiency levels

during two-year assignment.

. Reduced historically low attendance performance to district

low of 2%.

. Received best ever results for dispatch accuracy and

efficiency measurements.

Operations Supervisor 1988-1992

Responsible for the processing and loading of forty thousand packages

daily for one hundred delivery routes

. Developed a sorting device reducing internal recycles by

19%.

. Improved primary sort operation by 18% in a six-month

period.

. Created an employee recognition program that focused on

total quality as its reward basis.

System Experience

. SAP, Manhattan, IBM D-View, Microsoft Navision, JD

Edwards, SX Enterprise, Catalyst, Imrex, Manugistics

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