Supply Chain Sales
Resume:
JAMES A. CUDDY Mobile: 608-***-****
Middleton, WI 53562 ***********@*****.***
SUMMARY OF QUALIFICATIONS
Talented Director of Operations / Manufacturing with solid track record of leadership in high tech and
automotive manufacturing sectors. Combining strategic plan development with “hands on” implementation
to produce real world success in business growth, cost reduction and commercialization of new products.
International experience in China, Japan, Europe and India. Strengths include:
• •
Multi-site management (global) International supply chain management of materials
• and equipment
Lean Manufacturing (DFMA)
•
• Coordination of global manufacturing activities
Manufacturing facility layout
•
• Strategic business planning + budgeting
Capacity modeling and capital planning
•
• Labor contract management and negotiation
New product commercialization
•
• Strong materials background with Oracle
Recruiting and developing top talent
•
• Building cross-functional team effectiveness
Make vs. buy decision making
PROFESSIONAL EXPERIENCE
THOMAS & BETTS POWER SOLUTIONS (div of ABB) Richmond, VA 2012 to 2014
Design and manufacturer of highly engineered CTO mission critical electrical power solutions equipment to
meet the needs of OEMs, utility and major data centers. Provide custom transfer switches, control panels and
power distribution units as well as volume standard surge protection devices. Brand names include Josylyn,
Cyberex and CyberWave.
Director of Operations
Provided executive leadership to day to day operations (100,000 sq ft) for manufacturing highly reliable
products.
• Drove continuous improvement for safety, quality, delivery and cost within operations. Focused on
bill of material issues, communications and created culture within workforce that achieved higher
results.
• Managed $2.5 mm supply chain staff effectively through improved planning techniques and stronger
supplier relationships for critical custom assemblies and long lead time components.
• Effectively communicated with all levels of corporation realistic monthly goals and budgets for
$65mm business unit. Provided day to day operational leadership.
• Mentored cross functional managers by breaking down internal “silos” resulting in a more effective
team.
AMERICAN SUPERCONDUCTOR (AMSC) Middleton, WI 1998 to 2011
A $300 million-dollar developer and manufacturer of power electronics for utility, wind energy, solar and
industrial applications, some systems selling at over $1 million dollars each.
Managing Director of Operations
Led establishment of goals and strategy for the Wisconsin business unit. Created and implemented
strategic manufacturing plan. Managed three manufacturing facilities (WI (2) + PA) producing PCB-
based power converters, superconducting magnets, high voltage SVC and DVAR system integration.
Implemented lean manufacturing work cell and CTO principles resulting in inventory reduction from $9
million to less than $2 million and reduced lead times.
• Directed operations for manufacturing, purchasing, material control, system testing and facilities.
• Managed supply chain effectively through purchasing relationships for critical custom assemblies
and long lead time components.
• Grew US operation to accommodate ramped up sales ($5 million to $100 million) including adding
facilities. Supported Austria and China operational ramp to support sales in Asia and India.
• Developed MRP process to insure material availability and met FG delivery schedule to
accommodate sales and customer requirements. Recently converted to ORACLE database.
• Key contributor to establishing WFOE operations and contract sourcing in Suzhou, China.
• Identified global outsourcing partnerships working with Austrian business group to meet sales for
Electrical Control Systems (ECS) product line in India.
JAMES A. CUDDY Page Two
• Successfully transferred power module production from WI to China without delivery disruption.
• Reduced manufacturing cycle time from 24 to 4 weeks and direct costs, resulting in $300,000 per
system cost savings at 35 systems per year and increased manufacturing capacity 800%.
• Reduced lead time from 9 to 2 months by transitioning from a “one-up” process to demand flow.
• Established supply chain for high tech components to support BOM’s with over 2,000 line items.
• Recognized in annual reviews as a key contributor to AMSC’s growth and a leader that meets and
exceeds objectives consistently.
TROY MILLS, Troy, NH 1991 to 1998
A $40 million-dollar manufacturer of automotive interior trim products, Tier I & II supplier to Ford & GM.
Vice President of Manufacturing
Directed manufacturing and engineering operations with over 200 employees and multiple shifts and
managed a $12 million-dollar budget. Developed and implemented a strategic 4-year plan and budget.
Provided analytical review of operations and produced forecasts. As a member of the executive
committee led company in setting and meeting annual objectives. Maintained good working relationship
with union.
• Turned-around company from losing money to profitable, resulting in commendation from Board of
Directors after 14 months.
• Achieved on-time and met “Job #1” requirements by sourcing, justifying and selecting major
equipment purchases of domestic, German and Austrian equipment to reconfigure production lines in
support of sales.
• Organized engineering group to design and launch new programs at Ford, Saturn and GM; worked
directly with customer design teams that optimized assembly efficiencies, tooling and met annual
cost sharing targets.
• Successfully implemented QS-9000.
SPECTRA, INC., Hanover, NH 1987 to 1991
Start-up, capital venture supported company to develop and manufacture hot melt ink-jet printer heads for
office computers and industrial applications.
Operations/Materials Manager
Developed and managed materials and manufacturing functions. Developed sourcing and manufacturing
infrastructure for materials, equipment, people, and facilities. Projected economic factors for unit costs
and volume ramp-up.
• Ramped-up from 16 to 125 employees to accommodate development contract with Apple.
• Global sourcing of key components and specialty inks that met engineering specifications.
• Led team for 100,000 sq. ft. expansion, including site development, lay-out, and capital budget.
NASHUA CORPORATION, Nashua, NH 1982 to 1987
Fortune 500 international manufacturer of storage media for hard and floppy disk drives for OEM and retail
distribution.
Operations Manager
Directed manufacturing growth including next generation equipment and new products introduction.
Implemented sourcing strategies domestically and internationally that had a positive profit impact on the
business.
• Initiated and executed negotiations with French and Japanese for oxide media.
• Developed working relationships with Rhone-Poulanc, Fuji, and Teijin for private label products.
• Recognized as a world-class quality leader using Deming’s statistical approach.
EDUCATION
MS, Operations Research, Northeastern University, Boston, MA
MBA, Suffolk University, Boston, MA
BS, Industrial Engineering, Northeastern University, Boston, MA
Continuing Executive and Management learning through APICS, AMA,
Kellogg School of Management Executive Programs, etc.
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