Project Manager Supply Chain

PHILIP E. QUIGLEY, CFPIM, PMP

**** ***** ****** ******, *********, CA 92831

Cell: 714-***-**** E-mail: ********@*********.***

PROFESSIONAL SUMMARY

Program Manager with over 20 years of experience in designing, organizing, and driving large, complex,

projects. Skilled in developing business requirements, generating project plans and supporting material.

Manage daily, weekly team task activities to ensure successful schedule completion. Leader who manages

communication within the team, all business users and senior management.

TECHNICAL SKILLS

Managerial

IT Strategy and Planning, Project Management and PMOs, Software Development Team Management,

Release Management, Organizational Evaluation and Development, Stakeholder Management,

Scorecards/Dashboards, Budgeting, Team Building/Leadership, Risk Management Planning, Issue Tracking,

Organizational Change Management, Business Strategy Development, Supply Chain Analysis, Design and

Operations

Methodologies/Processes

Agile, PMBOK, Waterfall, Iterative Development, RAD, Proprietary Methodologies, TQM, Six Sigma

Business/Technical Analysis

Solution Architecture, Business Process Analysis and Design, Use Cases, User Stories, Requirements

Gathering, Functional and Technical Specifications, Project Definition and Initiation, Project Charters

Software

Project Management Tools (MS Project, MS Project Server), ERP/MRP Systems, Advanced Planning

Systems

PROFESSIONAL EXPERIENCE

September 2006 - Present

Department of Management

California State University, Fullerton

Adjunct Professor

• Adjunct Professor: Teaches undergraduate courses in Project Management, Operations Managements,

Supply Chain Management, and Strategic Management

• Adjunct Professor: Mentored student groups in studying and proposing new strategies implementing

social media in the newspaper, movie and music industries.

• Adjunct Professor: Mentored students groups in studying the auto industry and proposing new sales

strategies implementing social media technologies in marketing and selling automobiles. Specifically

analyzing how social media technologies can replace or modify advertising campaigns using newspaper,

radio and television advertising. Spring semester teams will be developing actual examples of

advertising and how to measure effectiveness of the new processes.

April 2013 - March 2014

Ingram Micro

Santa Ana, California

Senior Project Manager

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• Senior Project Manager - responsible to implement KNOA system to monitor and analyze user and

system issues with SAP business transactions. Duties included developing overall project schedule,

budget, reporting status on a regular basis and dealing with software vendor (TIBCO) to resolve

technical, schedule and financial issues. System implemented December 2013.

• Senior Project Manager-responsible for implementing a series of SAP custom add on supporting

Ingram Micro Sales personnel. Duties included developing overall project budgets, schedules and

managing week to week activities and reporting status. Project was implemented in three phases

beginning in September 2013 with final implementation in January 2014.

• Senior Project Manager - responsible to implement NIMBUS to implement business process

management at Ingram Micro. Project implemented the system, trained super users and then developed

a series of business process models for various users groups in Europe, Asia, and Australia to study for

future projects. Managed project plan/schedule, budget and coordinated efforts with users groups in

recommending 2014 budgets and schedules to implement business process management (SCOR) at

Ingram Micro

• Senior Project Manager - responsible to complete an assessment of upgrading SAP from EHP v3 to

EHP 6 or 7. Project rebuilt a new sandbox for testing then ran a series of tests to evaluate the new

package and what effort would be needed for an upgrade at Ingram Micro. Series of recommendations

were made to management to support proposed 2014 upgrade projects.

• Senior Project Manager - responsible to organize, plan and implement a series of operations (3

Phase project) to reduce Ingram Micro’s Order to Cash (OTC) batch process by 25%. Phase 1 is

complete, Phase 2 will complete by March 21, 2014, and Phase 3 is scheduled to be completed on May

30, 2014. Original goal of 25% will be met in Phases 1 & 2, and Phase 3 will bring reduction to over

40%.

October 2005 - November 2012

CSC Technology Management Group, Los Angeles, CA

Program Manager / Senior Application Delivery Manager

Program Manager

• Program Manager (Farmers Insurance): Assigned responsibility on a 10,000-hour troubled project to

introduce WEB technology to insurance underwriting operations. Project has successfully completed

development and is now in final System and UAT testing. Scheduled for a December 2012

implementation.

• Program Manager (Golden State Foods): Assumed responsibility to stabilize a JDE Upgrade project at a

large US distribution and logistics company servicing several large fast food companies. This included

re-base lining the schedule, establishing new testing processes and bringing in a new testing

organization from CSC to complete the Systems, performance and failover testing.

• Senior Project Manager (Toyota Financial Services): Assumed Project Manager of a trouble CSC Test

team supporting a TFS financial system upgrade. Planned and executed over 3,000 test cases in

support of a multi team implementation including TFS, TATA Consulting Service and INFOSYS.

• Senior Project Manager (Raytheon): Managed a project in Boston for Raytheon to add a web-based front

end to an existing legacy mainframe quote management system. The project scope included developing

the application and implementing a communication process from the mainframe to server that meet s

new customer security requirements. Project was successfully completed and Raytheon authorized a

follow-on project to replace the legacy based code.

• Senior Project Manager (Raytheon): Led CSC support team in Raytheon SAP

implementation that included data cleanup and conversion team, shut down of legacy system including

mainframe computers and shutdown of legacy printer applications in support of an SAP implementation.

This shutdown saved the client over a $1,500,000 in costs-both actual printer costs and cost avoidance

of moving the printers to a new location for 4 months before they were to be retired as part of the SAP

project.

Senior Application Delivery Manager

• Senior Application Delivery Manager: Proposed a series of steps to re-engineer the

process of collecting feedback and design inputs from service personnel in the field directly to Program

staff at a large, Southern California Based Aerospace Company. The approach was based on using new

social website technology, video conferencing and electronic brainstorming.

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• Senior Application Delivery Manager: Re-organized and reduced the number of support

teams from 3 to 2 and successfully managed a 15% budget reduction to release funds for a SAP project

while still maintaining required user support.

• Senior Delivery Manager: Managed successful implemented new technology projects in his

portfolio. These have been an RFID pilot implementation and an expanded Kinaxis web-planning

implementation to support manufacturing planning.

• Senior Application Delivery Manager: Proposed several system implementations to improve

client’s ability to develop and produce new systems for the government. This has included streamlining

and reducing number of engineering systems used by the client and standardizing best engineering

practices across multiple divisions.

• Senior Application Delivery Manager: Led team that proposed to introduce RFID technology

to track, inventory and certify manufacturing and test equipment at a client’s West Coast manufacturing

facilities.

May 1997 - October 2005

IBM Global Services - Business Consulting Services, Los Angeles, CA

Managing Consultant / Program Manager

Program Manager

• Program Manager for SAP implementation (Kubota Tractor): Program manager for a

large SAP implementation at a large Japanese equipment manufacturer and distributor in Southern

California. Project was organized into 12 teams with 120 personnel. Implementation process included

re-designing of processes in Master Production scheduling, material planning, purchasing, service part

planning and distribution. Implementation included MM, PP, FI, CO modules of SAP, a data warehouse,

replacement of corporate credit system for distributors, bar code implementation at distribution centers

and upgraded corporate web site. Moved computer operations from local customer site to IBM

consolidated data center in Boulder, Colorado.

• Program Manager-vehicle systems upgrade (Nissan): Program Manager for large,

multinational project team that upgraded a vehicles planning and operations systems for a Japanese

auto company in Southern California. Project gave the system more capability in its ability to handle

multiple options in the planning process and was considered a key, strategic upgrade of systems to

support new car launches. Project was over 100,000 hours with 35,000 hours in India and 10,000 hours

in Canada.

• Project Manager for internal IBM project to improve supply chain operations: Served as

a project manager on an internal IBM project to use Web Technology to improve processes with

business partners and supply chain operations. Project team mapped “As Is” process and

recommended a series of “To Be” changes to Supply Chain Transformation Team. Project team also

prepared a priority list of projects and affected clients. This project was part of IBM Supply Chain

Transformation Strategic plan.

Managing Consultant

• Managing Consultant for Japanese Consumer Electronic Supply Chain Re-Design

(Panasonic): Led a team of consultants who facilitated a series of executive and senior manager

meetings to analyze and redesign the supply chain for a large Japanese consumer electronics company.

Purpose of this re-design was to re-engineer the process to allow master planning to go from a monthly

process to a weekly process with reduced lead times for delivery. This design included processes,

organization change and system design. Results were used by the SAP implementation team as a basis

for system design.

• Managing Consultant for Executive Supply Chain Re-Design (SCI): Led a team of

consultants to re-design supply chain operations at a large US electronics manufacturing company.

Purpose of the re-design to go from a plant controlled (42 plants) supply chain to a corporate driven

central system to enhance system efficiency allowing better cost control to be maintained.

• Managing Consultant Team for design of warehouse management system (UPS): Team

Leader for a combined IBM consultant and client personnel to analyze and design a warehouse

operating system for a large logistic company. Project team analyzed commercial package (EXE) and

recommended system and process design. Design was to be used in establishing a series of global

warehouses (18) to support a worldwide business plan. Design was completed and presented to

executive management.

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July 1996 - May 1997

AT&T Solutions, Los Angeles, CA

Manager / Senior Consultant

• Consulting Manager of IS re-organization (CNF Industries): Consulting team leader that re-organized

a 450 person IS department at a large transportation and logistics company. Purpose of the re-

organization was to make the department more responsive to operations demands. Re-Organization

saved $15,000,000 in operating costs.

• Consultant-Airport Operations (Denver Airport Operations): Team large consulting engagement to

analyze a large US airport luggage system. Study included statistical analysis and testing of several

system fixes that were proposed to Airport Management.

November 1994 - July 1996

KPMG Peat Marwick, Los Angeles, California

Manager / Senior Consultant

• Lead consultant of plant operations study (Mitsubishi): Team leader of team consisting of KPMG

consulting and Mitsubishi personnel in analyzing operations of a Japanese TV production facility in the

US. Team analyzed forecasting, master planning, materials planning, shop floor scheduling and

introduction of new products into the plants. Report was used by Executive Management to refine

manufacturing strategy for US and Latin American operations.

• Project Manager-ERP Project (Harman Kardan): Was a Project Manager on an ERP system for a large

American consumer electronics company in Southern California. Project included revising processes

and systems for purchasing, shipping, shop floor control. Project included revising procedures on

forecasting and order entry with large retail chains.

December 1986 - November 1994

McDonnell Douglas Aerospace, Huntington Beach, CA

Senior Manager – Shop Floor Control

• Implementing JIT concepts on shop floor: Managed efforts to implement JIT concepts in several

manufacturing departments. Doubled productivity in several departments and reduced defects and

rework by 50%.

• Re-engineering procurement functions: Managed efforts to re-engineer the outsourcing of selected

paint shop operations to suppliers in Southern California. Efforts reduced cycle time from 6 weeks to 3

days.

• MRP team leader: Team leader on the MACPAC/D implementation at the division. His team was

responsible to document As-Is and To Be business flows, training, organization change planning and

data cleanup. Implementation was completed per schedule.

• TQM Quality Council Member: Team member of the Manufacturing TQM council. Council revised

TQM plan to go from 130 projects to 5 strategic goals-weld shop process improvements, set up time

reduction, improved scheduling including capacity planning of key work centers, X-Ray inspection

processes, and paint shop outsourcing.

EDUCATION

• Master of Science in Advanced Management from the Peter F. Drucker and

Masatoshi Ito Graduate School of Management - May 17, 2008. Graduated with 3.97 GPA and was

awarded membership in the Beta Gamma Sigma Honor Society.

• Certificates in “Strategic Management” and “Leadership” from the Peter F. Drucker

and Masatoshi Ito Graduate School of Management .

• MBA from Southern Methodist University, in Dallas, TX.

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• BS Systems Engineering from University of Florida, in Gainesville, Florida.

AFFILIATIONS & OTHER PROFESSIONAL ACTIVITIES

• Certified Fellow (CFPIM) from American Production and Inventory Control Society

(APICS).

• IBM certified Senior Project Manager.

• Certified Project Management Professional (PMP) from Project Management

Institute.

• “Certificate of Achievement” from the Federal Emergency Management Agency

(FEMA) Emergency Management Institute (EMI) for completing the Professional Development Series.

• Teaches Project Management, Operations Management, and Strategic Management

at CSUF.

• Writes a monthly column, “Management Perspective,” for the APCIS Advantage

Magazine.

• Presented at the APICS National Convention.

• Makes presentations at local PMI and APICS chapters in Orange County and Los

Angeles County.

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