Kevin Mills, CPIM

832-***-**** (cell) Houston, TX acejz0@r.postjobfree.com

281-***-**** (home) http://www.linkedin.com/in/kmills915

PROFILE

DIRECTOR

Global Business Process and Supply Chain Optimization

Certified Senior Level Supply Chain Executive with demonstrated success in leading supply chain initiatives from concept to

implementation to align with operational objectives. Industry background includes Aerospace, Chemicals, Plastics, and Medical Device

manufacturing. Expertise lies in Planning, S&OP, Materials Management, Operations, Purchasing, Multi Site Operations, Distribution

Management, Customer Service, and Continuous Improvement. Extensive background in strategic business planning, lean operations,

demand planning, personnel resources, and process optimization. Implemented significant employment and organization changes

necessary to support the business change. A Cross functional leader who can lead teams by establishing the direction and motivating

team members, creating an atmosphere of trust, leveraging diverse views, coaching staff, and encouraging sustained improvement and

innovation. Excellent analytical and problem solving skills, able to translate complex data into simple concepts and models.

CORE COMPETENCIES

Sales and Operations Planning (S&OP) Supply Chain/Logistics Management Project Management

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Implementation/Deployment Strategic Planning & Forecasting Strategic Sourcing

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Materials Management Budget Development & Management Vendor Management

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Profit & Loss Statements Contract Development & Negotiations Training & Development

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Lean Management/Six Sigma Program Management (PMO) Lean Manufacturing

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Material Requirement Planning (MRP) Business Process Improvement Inventory Optimization

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SELECTED PROFESSIONAL ACCOMPLISHMENTS

Measures of Project Management Performance and Value. Created and implemented a system of metrics. Existing on time delivery

metrics were too general and not granular enough to determine root cause for late deliveries across plants and warehouses. Working with

the IT team, a system of reporting tools was created to provide daily visibility of delivery misses. IMPACT: Improved visibility enabled a

15% improvement in delivery performance, going from 80% to a sustained 90%+ performance level.

Unlocking Value through Innovative Inventory Planning: Segmentation Modeling. A combination of Turns, Days Forward Coverage

(DFC), and consumption variation metrics were used to classify inventory into 9 categories spanning from high use to slow moving. Each

‘working’ inventory category was assigned a replenishment strategy to ensure adequate supply across the supply network. The ‘non

working’ inventory categories were assigned disposition actions. IMPACT: Reduced inventory by 20% Reduction of $25MM over a six

month period.

Led the S&OP’s Impact on Global Supply Chain Transformation. Framed a cross functional team to re design the entire S&OP

program. Implemented Six Sigma tools to break down each process step and identify waste/or redundant activities. IMPACT: The total

cycle time was reduced 50% from 15 days to 7 days; total resource hours were reduced from 435 hours to less than 250 hours;

streamlined S&OP processes; unified the company’s finance reporting.

Oversaw a Successful Implemation of the SAP / SNP module . Directed a company wide IT project to configure and implement the

SAP Supply Network Planning (SNP) module, enabling MRP II functionality with direct link to the APO forecasting module. IMPACT: The

project yielded a 70% reduction in order promise, from 3 days to less than 24 hours; 20% reduction in planning resources.

Aerospace & Defense Supply Chain Management: Achieved Operational Excellence. Coordinated annual supply security audits by

Aerospace customers. Led a cross functional team to develop and administer a set of long range capacity models that were linked to each

customer’s unique product portfolio and demand forecast. Presented to over 12 major aerospace customers, including Boeing, Lockheed,

Airbus, Vought, Gulfstream, and Bell. IMPACT: Received accolades from multiple customers; improved customer satisfaction; generated

future business for the company.

Created a Group Policy Planning and Deployment Guide. A series of standardized planning policies were implemented across 6

plants to stabilize operating schedules and reduce insertions and interruptions. The policies included scheduling time fence, planning lead

time rules, and order promising guidelines. IMPACT: 15% improvement in production yield; 25% reduction in schedule changes/product

transitions.

TECHNICAL SKILLS & APPLICATIONS

ERP Systems – SAP & SAP R/3, ISO 9001, MRP, Kaizen & Lean Manufacturing, Six Sigma (Green Belt), Business Process

Notation/Modeling (BPN), APICS/CPIM; Microsoft Office: Word, Excel, PowerPoint, Visio

EDUCATION

MASTER OF BUSINESS ADMINSTRATION

The University of Texas, Arlington, TX

BACHELORS OF SCIENCE, INDUSTRIAL MANAGEMENT

LeTourneau University, Longview, TX

Kevin Mills, CPIM

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PROFESSIONAL EXPERIENCE

ASCEND PERFORMANCE MATERIALS, Houston, TX 2011 – 2014

Global leader in the production of Nylon plastics and synthetic fibers with product applications in the carpet, tire, apparel and high end

plastics industries. It consists of three business units with annual revenue of approximately $3B.

Director of Order Fulfillment

• Managed a team of 45 professionals with responsibility for global supply chain and order fulfillment activities related to customer service,

operations planning, inventory management, and strategic capacity planning.

• Global oversight for $350M inventory portfolio including planning, forecasting, and replenishment.

• Developed, implemented and led the global S&OP process with monthly executive leadership review to ensure alignment across

commercial, operations, and finance forecasts.

• Directed the Supply Network Planning (SNP) implementation in an SAP environment with link to APO forecasting system.

• Developed inventory segmentation tools that resulted in 15% reduction in finished goods inventory.

Oversaw process implementation for streamlining the MSO shipments for

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hazardous materials.

Interfaced with internal and external audit teams and resolved identified

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compliance issues.

Directed the long range planning process (LRP) which translated demand

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forecasts to asset/resource requirements to identify capacity constraints.

CYTEC AEROSPACE MATERIALS, Greenville, TX 2004 2011

Provides advanced composites and adhesives for high temperature applications in the military and commercial aerospace industries.

Cytec consists of four business units with total annual revenue of approximately $2B.

Global Continuous Improvement Leader (2009 2011)

• Directed global improvement projects with objective to streamline and standardize supply chain and operations processes.

• Developed labor planning model to translate sales forecast into direct labor requirements.

• Implemented standard raw material order policies and production wheel planning tools that removed process complexity and enabled

operating stability.

Oversaw ERP master data governance with planning, procurement, and

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engineering functions.

Directed implementation of inventory optimization tool across all 10

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manufacturing plants, resulting in 20% total inventory reduction over a 6 month period.

Global Planning Manager (2006 2009)

• Developed and deployed standard planning tools and processes across manufacturing plants.

• Established standardized S&OP program based on rolling 18 month demand horizon with direct link to forecasting program.

• Designed a strategic planning model that identified 5+ year demand requirements using customer program build rates linked to planning

master data.

Oversaw company wide production planning strategies, master data

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configuration/governance, and refresh frequency.

Managed site planning teams and provided oversight on planning processes

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and procedures.

Supply Chain Manager (2004 2006)

• Led a team of 15 Logistics, Planning, Procurement, and Inventory Control professionals in the successful delivery of site level business

objectives.

• Managed monthly site inventory forecasting and SMOG levels to meet aggressive working capital targets.

• Implemented S&OP program that was later expanded across all manufacturing plant locations.

• Oversaw total annual spend of $45MM for Texas facility meeting days on hand (DOH) performance targets.

BANCTEC CORPORATION, Irving, TX 1998 2004

BancTec is a system integration, manufacturing, and services company that provides solutions that transform complex data and paper

intensive business processes using imaging, workflow and e business technologies.

Director of Planning & Business Office (2002 2004)

Director of Supply Chain (2000 2002)

SAP SuperUser (1998 2000)

MENTOR MEDICAL CORPORATION, Irving, TX 1996 1998

Leading supplier of Class 3 medical devices in a FDA/GMP regulated industry. Mentor develops, manufactures and markets products for

the aesthetic and general surgery, urology, and clinical/consumer health industry.

Distribution Supervisor (1997 1998)

Industrial Engineer (1996 1997)

PROFESSIONAL AFFILIATIONS

APICS, The Association for Operations Management

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