James Cooper

***** **** ***** **.

Indianapolis, IN 46256

Home Tel: 317-***-**** E-mail – acgm4u@r.postjobfree.com Cellular: 317-***-****

Linked-In: http://www.linkedin.com/pub/jim-cooper/1/9b1/701

PROFILE

James Cooper is a skilled and experienced Supply Chain senior executive who has worked as a senior

manager, interim executive & private consultant within the Bio-Pharmaceutical, Hospitality/Gaming,

Automotive, Food, Steel, Construction, Electronic Equipment, Branded Apparel and Heavy-Duty Diesel

Engine industries.

Jim draws heavily on his years in senior management. He has top-level global experience in Procurement,

Materials Management, Strategic Planning, Operations and Logistics in medium to large corporations. In

addition, he has proven skills in developing and refining business process, lean manufacturing, strategic

spend management, cross functional teams, waste elimination, product development and new production

start-ups.

SKILLS:

• Expert • Business • Reverse Auctions

• Center-led

Negotiator turnaround

• Extensive Global experience Organizations

• Process Mapping • Supplier

Operations

Experience and re-design Relationship

• Lean • Change Management

• Direct material

Manufacturing/Six Management

• Competitive

Sigma • Capital Goods

• Category benchmarking Procurement

• ERP systems

management • Strategic &

• Materials implementation Tactical

• Make vs. Buy

Management organizations

• Project • S&OP • New Product

management • Fleet & Logistics Development

• Strategic • Distribution &

Operations

Relationship • Corporate Logistics

Management Services

•

• E-Procurement

EXPERIENCE

Supply Consulting – CEO & Managing Principal 2000 - Current

Work as an interim Executive and Supply Chain consultant to major corporations.

Example Roles and Clients:

Global Project Director and MRO FM Services Category Consultant – DPx June 2014

Direct the development of a consulting project for post-merger integration services for Procurement at the Merger of Patheon

and DSM Fine Chemicals. Support startup of the consulting project to leverage procurement across the incumbent supply

base post merger for several key spend categories.

Global Operations Corporate Services Category Consultant – Beckton Dickenson 2013 – May 2014

Work to support an evaluation of Corporate Services assisting in the global alignment of sourcing and value delivery models

for global operations in MRO/FM and Sterilization services.

Interim Strategic Sourcing Director – Merck Pharmaceuticals - West Point, PA 2012

Assist in the contract negotiations, sourcing and outsourcing of a variety of direct materials, devices drug development and

finished products. Objective was to balance sourcing to preferred suppliers and evaluate economics and possible

consolidations. Savings averaged ~12%.

Strategic Sourcing Consultant and Interim Executive – Caesars Entertainment Las Vegas, NV 2011 - 2012

Work in the Corporate Services group to lead an initial effort to utilize strategic sourcing process in this environment.

Managed spend categories of over $60 M in Legal Services. Improvement results average ~ 20%.

Director Procurement, Intercontinental Hotel Group USA Atlanta GA 2010 - 2011

InterContinental Hotels Group PLC (IHG) is an international hotel business, which owns a portfolio of established and

diverse hotel brands, including InterContinental Hotels & Resorts, Crowne Plaza Hotels & Resorts, Holiday Inn Hotels &

Resorts, Staybridge Suites, Candlewood Suites and Hotel Indigo. As of December 31, 2009, the Group had 4,438 franchised,

managed, owned and leased hotels and 646,679 guest rooms in over 100 countries and territories worldwide. The Group also

manages the hotel loyalty program, Priority Club Rewards. Results – developing strategies for operations categories with

spend of over $50 M. Initial cost improvement success is in the 10 – 20% range.

Strategic Sourcing Executive, Amgen Thousand Oaks CA 2009 - 2010

Company - $15 B Biotechnology Company that discovers, develops, manufactures and markets human therapeutics based on

advances in cellular and molecular biology.

Mission – Implement Key supplier economic negotiations and strategies with a wide variety of spend categories in Corporate

Services and R&D.

Results – Initial deployment of strategic negotiations resulted in savings of 10%-20% in the categories that have been

engaged in operations and corporate services.

Interim Direct Materials Sourcing Executive Gerdau Ameristeel Tampa, FL 2007- 2009

Company – $7B rapidly growing global steel producer, focusing on the production of structural and construction steel

materials.

Mission – Implement centralized cross-functional sourcing process and lead strategy development in key raw materials.

Assist in consolidated implementation of SAP system and replacement of older materials management systems.

Results – Initial deployment of strategic category management has identified savings of almost 20% in the categories that

have been engaged.

Krispy Kreme Doughnuts – Interim VP Procurement 2006-2007

Acting Chief Procurement Officer for one of the World’s #1 Doughnut Brands:

Company - $800 Million International Doughnut manufacturing and retail/franchised distribution company.

Mission – Provide organizational, leadership & management for major commodities & categories of spend at this company.

Provide transformational leadership in procurement during company turnaround and stabilization period. Lead domestic and

global sourcing of commodity and supply categories. I was also responsible for pricing of distribution items to company

stores and franchises.

Develop – key relationships with budget owners and stakeholders across the company.

Lead selection and implementation of suppliers for new branded goods to compliment the company’s products.

Results – Examining organizational competencies, conducting critical spend and opportunity analysis, reorganizing into

teams of strategy development in areas of addressable spend. Leading sourcing teams in new product development programs.

Targeting quick wins and savings plans in excess of $12 million over a 3 - 4 year period.

Interim Director Purchasing, 2005 – 2006

Sara Lee Branded Apparel (Hanes Brands)

Company - $5 Billion Clothing and Apparel manufacturing division of Sara Lee Corp spinning off from parent company.

Mission – Provide organization, leadership, management and process training to selected major categories of spend and the

non-product spend ($700 M) at this company. Lead negotiations and initial implementation of SAP R3 system.

Private Consultant to the Chief Procurement Officer.

Organize group of 15 category managers through an in-depth spend analysis with creation of category teams in high priority

critical areas of spend.

Implement Strategic Category Management across high priority and critical areas of spend.

Develop – key relationships with budget owners and stakeholders across the company.

Lead selection of new e-procurement tools in the business.

Enable the use of e-procurement as the principal sourcing process.

Results – Established an organization, conducted critical spend and opportunity analysis, kicked off teams in areas of

addressable spend and began implementation of company-wide e-procurement system. Identified quick wins and savings

plans in excess of $35 million over following 16 months.

Interim Sourcing Executive, 2004 – 2005

Merck Pharmaceuticals – Whitehouse Station, NJ

Company – $25 Billion Pharmaceutical manufacturing and marketing company.

Mission – Develop and drive global supply strategies throughout IT, direct materials and Packaging commodities. Lead in

developing a common global sourcing organization and process including negotiation and purchase of SAP system.

Results – Over 15% in immediate savings from commodities that were engaged. Long-term strategies will drive up to 40%

savings. Moved extensive sourcing volume to low-cost countries.

2000-2004

Other Companies – Glaxo Smith Kline, Becton Dickenson, Boston Scientific, Delphi, Heritage Group

Mission – Client & Program Management, Diagnostic, Education and Team Leadership roles

Results – Savings of over 15% first year average and organizational re-engineering at client companies.

Accomplishments:

Managed multiple strategic commodity management teams within client relationships

Implemented multiple Commodity Management Programs

Program Manager, QP Group, LLC, London, UK & Montville, NJ 1998-2000

Company - Major Client Supply Chain Consulting company

Mission – Client & Program Management, Diagnostic, Education and Team Leadership roles

Results – Savings of over 15% first year and organizational re-engineering at several client companies.

Accomplishments: Client Development at two major new clients – Caterpillar Tractor, Cable & Wireless

Caribbean

Managed client relationships for three major clients – Smith Kline, Caterpillar, Cable & Wireless

Managed multiple strategic commodity management teams within client relationships

Vice-President - Global Supply Chain, Brown & Sharpe Manufacturing Co., N. Kingstown, RI 1996-

1998

Company - Bankruptcy turnaround - Global Manufacturer of Electronic Scientific Instruments, Hand tools

& Operating Software. $500 Million sales - $300 Million spend

Mission - Develop and implement Global supply strategies through major outsourcing partnerships in the US,

Far East, Eastern Block, and Southern Asian countries. Managed staff of 34.

Results – Successful transformation of global supply chain with first year savings of 12% and year over year

savings of 5%.

Accomplishments: Centralized Global Supply Chain operations, Managed 3 Global JV supply organizations

(India, China, Lithuania), Established new European distribution center in Netherlands, Implemented Global

ERP system (Baan), Sourcing operations HQ in US, Europe, the Far East and Eastern Block Nations,

Developed Cost improvement programs that returned over 12% in expenditure reduction., Reduced the Active

supply base by 20%, Implemented major outsourcing of manufacturing operations, Implemented Lean Six

Sigma in supply management

VP Procurement, Delco Remy International – Anderson, Indiana 1995 - 1996

Company - Former GM producer & re-builder of rotating electrics for automotive and Heavy Truck

worldwide. $2 Billion Sales - $1.2 Billion spend

Mission - Develop Global supply strategies for outsourced manufacturing and early involvement of

procurement in new product development as the former GM division became independent. Managed direct

staff of 10 and indirect staff of 15.

Results – Established Global Sourcing organization and achieved 15% first year savings in new and existing

product supply.

Accomplishments: Designed, recruited & Implemented new Global Sourcing organization, Implemented 5%

year-over-year material cost improvement, Integrated Sourcing in New Product Development, Operated

active continuous improvement “War room”, Managed significant Make v Buy Global outsourcing initiative,

Certified suppliers based on Six Sigma process capability, Implemented Global ERP system (PeopleSoft),

Integrated ERP with EDI & JIT pull system

Vice-President, Materials Management, Simpson Industries (Metaldyne), Plymouth, MI 1982-

1995

Company - Global producer of engine and drive train components focusing on noise, vibration and

harshness. $700 Million sales - $400 Million spend

Mission: Develop Global strategies for material supply as Major Auto customers outsourced design,

development and manufacturing to Tier One suppliers of component systems. Managed direct staff of 8 with

indirect staff of 20.

Results - Robust supplier evaluation systems, commodity management, successful annual cost reduction

programs, & implementation of major ERP system

Accomplishments: Implemented commodity management sourcing organization, Assumed sourcing and

supplier management responsibility from Big 3 customers, Implemented Preferred Supplier sourcing system

resulting in:

1 Reduced supply base 50% during 400% 5 year, company growth

2 Improved delivered material quality 50% in five years

3 Averaged 3% material cost improvement year over year

4 Implemented Six Sigma supplier certification program

5 Implemented MRPII system with automotive EDI

6 Outsourced fleet management to 3PL resulting in 20% savings

Midrange Engines Purchasing Agent, Cummins Engine Co., Columbus, IN 1969-1982

Company – Cummins is the World’s largest independent producer of diesel engines. Sales: $9 B

Spend: $500 M in MRO & direct material and up to $1 B in Capital projects.

Mission – Strategic Planning, Materials & Purchasing assignments including two start-up team-concept

engine plants. Eight direct reports and up to 20 indirect reports.

Results: Integration of global purchasing function, Strategic energy planning and supply operation, Long-

range new product planning, Leadership in new team concept plant startups, supply chain leadership in Mid-

Range Diesel manufacturing

EDUCATION

1988 University of Michigan - Ann Arbor, MI - Senior Executive Program

1969 Tri-State University - Angola, IN - BS Business Administration

HOBBIES

Genealogy, Instrument Rated Private Pilot, Singing, Fitness

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