Manager Project

ROBERT D. ESPOSITO *************@*****.***

* ****** ***** ****, *********, PA 19343 H: 610-***-**** C: 610-***-****

OPERATIONS MANAGER

Operational Improvement / Logistics / Distribution / Continuous Improvement / Cost Control

Process Reengineering / Multi-Site / Productivity Improvement / Vendor Management

Negotiation / Supplier Collaboration / Outsourcing / Manufacturing Process Improvement

Project Management / Procurement / Inventory Planning / Fleet Management

Designed and led operating, manufacturing and logistics systems and teams that supported benchmark cost and productivity performance. Leveraged supplier partnering as the basis for delivering the benefits of synchronized logistics and productivity management. Effectively tied together people, processes and technology.

Improved asset productivity as the basis for cost reduction and profitability growth. Able to build and run well-designed logistics and supply chain systems to provide competitive advantages critical to companies ranging from aggressive growth-oriented competitors to established market leaders, including manufacturers, technical services, wholesalers and distribution service providers. Skilled in:

Maximizing productivity

Overhauling ineffective methods

Creating continuing improvement

Extracting maximum return on every dollar

Successfully meeting demands of rapid change

Maintaining manufacturing and logistical competitiveness

Building collaborative relationships with suppliers and distributors

SELECTED ACCOMPLISHMENTS

Standardized previously uncoordinated subcontracting payment rates. JD Eckman’s Transportation Department subcontracting for materials hauling services had been conducted on an ad hoc basis by foremen, superintendents and project managers, each setting their own payment levels on an as-needed basis with little oversight or control. Data on how this loose operation was impacting job profitability was unavailable. Shortly after assuming control of department, negotiated set rates with subcontractors for each type of work in different, defined situations. Enabled estimating engineers to construct bids with greater accuracy and higher profit margins. Saved 15% on annual hauling budget.

Reorganized materials rentals, creating double digit percentage savings. JD Eckman projects required a large number of compressed gas and oxygen bottles daily at each job site. Thorough review of invoices revealed significantly higher costs than necessary. Inventoried and negotiated annual supplies by job site. Streamlined ordering / replenishing / returning process with single national vendor. Cut dollars spent on gas bottle supply 18% from a $1.5M budget.

Replaced cost of subcontracting with inhouse profit center. Hawbaker had no internal milling and profiling capability to level road surfaces prior to paving, requiring expensive outside contracting that ate into project profitability. Demonstrated financial advantages of bringing selected outsourced services inhouse. Established internal milling department. Selected and negotiated purchase of machinery. Qualified personnel. Expanded department working multiple ongoing projects to five independently operating milling crews. Collaborated with Caterpillar R&D in creating a new generation prototype milling machine, resulting in high levels of flexibility, productivity and cost management in new department. Simultaneously determined where it would be advantageous to continue to outsource due to high maintenance costs. Guided department from zero to $4.5M at 35% margin.

Turned waste into revenue. Disposal of scrap steel beams at JD Eckman had not been well planned or managed. Assumed responsibility for negotiating best possible prices with scrap yards in proximity to project work zones to keep transport costs down. Negotiated pricing structure for each job site. Increased revenue from scrap steel sales from $75K to $750K, all additional revenue going straight to the company’s bottom line.

Saved money while ensuring solid vendor support. Restructured list of go-to vendors for JD Eckman, based on service, rates and availability. Forged working relationships with suppliers demonstrating an ability and willingness to respond quickly when job site equipment repairs were required, and to stand behind their commitment to support Eckman when project hours and work efficiency were critical. Save 13% annually on $3.5M budget while ensuring quality support services.

Robert Esposito – Page Two

Improved environmental impact and cut costs. Conducted cost analysis justifying replacement of outdated and expensive-to-run wet scrubber air quality control system at Hawbaker asphalt plant. Replaced system with dry, bag house operation, enabling company to return dust into the asphalt mix rather than discard sludge produced by the old system. Significantly improved plant’s environmental impact while reducing labor costs. Saved $400K annually.

Doubled measured productivity. Asphalt production at Hawbaker plant had been running at 275 tons per hour, well below the system’s rated capabilities. Directed maintenance and operating changes that increased output to 500+ tons per hour. Increased plant output at virtually no additional cost and saved $2.3M in truck waiting time.

Led rapid response to crisis demanding immediate action. 1:30 AM notification of possible catastrophic failure of bridge on I-95 required right-now action. I-95 through the city of Philadelphia was completely shut down. Before dawn, determined exact needs and organized manpower / materials / equipment delivery logistics. Obtained needed permits and orchestrated hauling of 24 oversize loads. Mobilized JD Eckman crews to work around the clock for three days. Enabled I-95 to re-open to traffic in 72 hours.

CAREER HISTORY

Operations Manager, JD Eckman Inc, 2006 to 2013. Managed logistical support and supplies for this $150M, full service bridge, highway and infrastructure construction company. Negotiated equipment rental contracts, and reviewed / approved service invoices. Established uniform truck contracts. Tracked and managed materials and fuel purchases to control costs and maximize profit for dozens of simultaneous, ongoing projects. Instituted IFTA motor vehicle licensing for company fleet. Monitored fleet safety performance and compliance. Headed team of 35.

Director of Transportation, Independence Construction Material, 2004 to 2006. Responsible for productive and profitable supply and use of 250 trucks and all equipment maintenance for this infrastructure company providing asphalt, aggregate, sand, riprap and building materials to private contractors and corporate customers. Scheduled both company trucks and independent truck owner-operators on a 24/7 basis. Ensured that driver work hours complied with regulatory requirements. Headed driver safety department.

Milling Department Manager, Glenn O Hawbaker Inc, 1992 to 2004. Estimated, sold, managed, billed and collected for all work done by this asphalt paving, road construction, gas well service, construction and engineering design services company operating 24 quarries and eight asphalt production facilities across Pennsylvania, southern New York and eastern Ohio. Estimated jobs with sales up to $3.5M annually. Controlled daily operations at company asphalt plants, including maintenance and personnel. Kept a tight lid on costs. Planned and controlled logistics for all job-bound stone and asphalt requiring up to 350 trucks daily. Worked with safety officer to create plant safety manual and OSHA-standard material safety data sheets (MSDS), including a spill response guide.

PERSONAL

As part of community commitment, raised $150K for Make-A-Wish Foundation. Serve as Chief Engineer of the Glenmoore Fire Company. CPR-trained first responder. Director of Track Services for Pocono Raceway Event Services. Class A commercial driver’s license (CDL). Enjoy NASCAR and snowmobiling.

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