MICHELLE DICKSON **** North Ridge Circle

Bettendorf, Iowa 52722

563-***-****

act5xg@r.postjobfree.com

LinkedIn: act5xg@r.postjobfree.com

Profile Candidate offering over twenty-five years’ experience in operations, materials, supply management, logistics and transportation. Experienced in domestic and international supply management and logistics including purchasing and scheduling of direct and indirect materials. Significant experience in contract writing and negotiating. Strengthfinders core skills of “Learner” and “Achiever” providing a unique ability to learn new systems and concepts quickly and adapt readily to new challenges.

Experience DEERE & COMPANY, Moline, Illinois

Logistics Compliance Manager, Global Trade Mgmt. Supplier Process & Governance 2014-Present

In addition to the responsibilities of the previous two positions; Enterprise Process Alignment and Internal/External Risk and Governance. Manage and monitor effective compliance process, implement process improvement initiatives globally. Develop and facilitate initiatives to ensure business integrity, promote a global culture of ethical behavior (including legal and regulatory requirements, business conduct guidelines, non-compliance reporting, privacy and record management).

Assesses organizational risk and mitigate through effective risk management programs by directing the Worldwide Logistics (WWL) global deployment of the Supplier Relationship Owner Tool (SRO), facilitating the completion of the online Supplier Code of Conduct Certification, enabling quick visibility to the internal owner of the supply relationship, enabling correct cost categorization of suppliers, and providing a comprehensive list of the logistics supply base for the business in support of Total Landed Cost.

Global Audit Compliance (Procurement/SOX/Financial/JDQPS for WWL); Ensure compliance with all internal control procedures, ensures WWL is compliance with audit guidelines and meeting the audit requirements and routines for the given unit according to the division and functional area objectives., interfaces with corporate audit group to ensure alignment with company's compliance processes. Evidenced by steered the Supply Management Cycle of Internal Audit by managing review of Compliance, Long Term Contracts, Competitive Assessments, 100k Form, SDS review, and in-depth review of multiple contracts. Have scored 100% on the audit since 2009 as a result of sustainable processes I have built.

Managed writing, localization and implementation of the Customs Broker Master Agreement with regional teams of business partners, attorneys and risk management for twelve countries. Directed the development and deployment of Achieving Excellence for worldwide Customs Brokers; coordinating with global partners, developed rating criteria, impact analysis and all training. Ensured a definitive list of customs brokers worldwide and executed NDAs with each.

Led the WWL Strategy Deployment and Project Management kaizen event to evaluate and select one common tool to track projects and cost reductions, allowing consolidation of efforts and establishing credibility in Cost and Metrics reporting. Created the training plan, developed the training script, presentation guideline, cost savings example template, FAQ document, project naming convention, process map, and unit allocation guide and conducted 8 trainings for 300 employees worldwide.

Co-developed the criteria of the electronic supplier code of conduct certification. Coordinated the activities required to electronically certify all global transportation and logistics suppliers for sanctioned screening, financial assessment and supplier code of conduct certification. Created internal training pilot for employee adherence to compliance requirements and provided program to the Center for Global Business Conduct for implementation.

Wrote the Freight Forwarding, Customs Broker, Ocean Container, NVOCC, Chassis Lease, Chassis Repair and Maintenance, Chassis equipment interchange, and Drayage contracts. Includes coordination with the business owner, risk management and legal.

Co-managed the project to in-source chassis management through capital lease of 600 chassis and engagement of a maintenance and repair provider. Annual savings of $3M for each of 6 years. Includes financial controls; risk and liability mitigation; equipment control, security and safety; and performance metrics.

Co-managed the complete overhaul of domestic drayage operations to standardize, add new management and oversight procedures, align to current internal processes for freight pay, fuel management and overweight permits, and create a program to be the customer of choice with the drayage providers. Project saved $100M annually and won the Deere “Vice Presidents Award.”

SRO; Identify WWL suppliers, assign major and minor MGC, assign Deere relationship owner, identify supplier relationship owner, enable tool for global supplier compliance. Directed the on-boarding of WWL suppliers into the SRO tool, resulting in the identification of 1700 active suppliers, reclassification of 600 suppliers and a $2.2M (70%) reduction in unidentified spend data. Allows for risk mitigation activities.

SCC; Execute through the Supplier Profile/Add tool (a single resource that ensures all WWL supplier set ups meet all internal criteria and provide governance over the ad-hoc, previously unmanaged and unquestioned set up of suppliers), agreement with the SCC for new suppliers. I provided design and enhancement feedback; created mock ups, tested and implemented changes.

Logistics Compliance Manager, North American Supplier Process and Governance 2012-2013

Contribute to the compliance pillar in the 2014-2016 Strategic Planning Session; helped develop the focus strategies and projects for the compliance pillar, the written initial Supplier Code of Conduct certification, and the Eyes and Ears Compliance Communication Tool.

Developed standard process to prepare for IT audit, including review of prior comments, on-site pre-audit by IT Security, and eight separate communication drips to be periodically communicated.

Conducted an Epic Ocean Transportation RFP with the global WWL community. The final result includes an ambitious accomplishment of 13 Ocean Container Carriers on the Merchant (Deere) contract that does not include the Carrier Bill of Lading or Tariff. A record $23.5M annual direct savings with indirect savings at least twice that number. Won the Deere “Senior Vice Presidents Award.” This is a substantial ground-breaking achievement in the industry.

Wrote the Deere Ocean Carrier Boilerplate Contract. Participated in the Deere Internal Ocean Container RFP Strategy Meeting to explain the nature and intent of the Deere Boilerplate Agreement answer Deere questions and ensure 100% Deere support of the process. Accomplished the process of reviewing and providing line by line comments on 8 carrier bills of lading to educate the carrier where specifically the Deere Boilerplate contract covered the Bill of Lading Term, where the term was not acceptable to Deere and where, in the rare occurrence it happens, Deere can allow the term from the carrier bill of lading. Manage and conduct the negotiation process through to final contracting with thirteen global Ocean Container companies. As final negotiations concluded, worked with the Carriers around the clock to speak with local contacts and Global Counsel, provided Willis (Deere Risk Management) carrier feedback and exceptions to manage closure on insurance section. Provide Deere Counsel with carrier proposals and work with Deere counsel to find mutually acceptable terms. The contract provides Deere with the warranted protection of the carrier agreement to abide by the Deere Supplier Code of Conduct.

I had the opportunity to successfully negotiate contracts with worldwide legal counsel of major steamship lines with the sales, marketing and legal staff at these very large respectable companies believing me to be a J.D. and would have only positive comments about my professionalism, skill and representative of Deere.

Directed Human Resources project to document all worldwide jobs for ‘Retention of Critical Knowledge.’

Review 500 contracts to identify WWL partners around the world that needed updated contract language for compliance with the Foreign Corrupt Practices Act of 1977 (FCPA), the Securities Exchange Act of 1934 and the U.K. Anti-bribery Act.

Co-chaired the Dangerous Goods Strategy Development Team to create an enterprise wide long-term dangerous goods/hazardous materials strategic plan by assessing current facility risk to close resource, training and risk gaps.

Business lead on the IT Supply Chain Risk Compliance Pillar Project team assembled to design and introduce JDSN supplier Compliance tools and reporting solutions. Identified tracking and risk rating tool requirements, created draft application mock ups incorporating requirements, reviewed final mock-ups and application design for production.

Project Manager, Supply Management and Logistics 2009-2011

Create the end to end supply chain process map by end and define process and management controls for Region IV transportation. Align with operations, communicate to stakeholders, implement, create and track metrics for carrier compliance and invoice accuracy.

Implement freight payment re-engineering in N.A., develop accountability standards and measure compliance to goal of 98% compliance and 99% 1st pass yield. Establish baseline for carrier compliance and invoicing accuracy in Regions I, II & III and begin to define compliance processes for Regions I, II & III.

Assure that WWL strategic planning and policy deployment of the strategic plan is facilitated and completed in an objective fashion. Support assessment of enterprise WWL roles & responsibilities by review and identification of alternatives and recommendations for most effective WWL organizational structure to support enterprise goals.

Convert freight pay to entirely managed, non-manual process. Eliminated all opportunities to work outside the process. Deploy and monitor a “Self-Audit” process within WWL and drive compliance to completion of “RoCK” form for all Manage and lead WWL process management and process improvement efforts for strategic projects.

Provide knowledge of business processes, rules and practices. Facilitate the definition, clarification and documentation in support of tactical and strategic business plans and in alignment with continuous improvement efforts. Create, maintain, and continually improve contract templates that will ease and expedite the contracting process with various North American logistics providers.

Identify the John Deere Supply Network (JDSN) tools considered core and integrate these CPT&T for both horizontal and vertical functions, including:

Strategic Sourcing;

Serve as the expert for contract review, insurance program design, risk assessment and consultation with Senior Leadership and management, ensure solid sourcing processes worldwide for RFPs conducted.

Created and maintain the process to have that documentation readily available for audits.

Global Contract Management

•Contracting support worldwide to achieve global compliance; enterprise WWL liaison with Deere Legal.

•Supplier/Carrier Risk Assessment Management with Stakeholders

•Annual review for expired contracts. Coordinate with contract owners, revise, amend, extend contracts or close out in JDCM with contract managers in all 4 regions;

•Facilitate JDCM training and utilization. Provide assistance and guidance for users.

•Facilitate the worldwide creation of contract templates with local language and legal content (on-going)

•John Deere Supplier Network (JDSN)

•Supplier Code Analysis project and ongoing annual review

•Review Suppliers (direct, indirect and logistics) with spend in the WWL commodity codes. Make corrections to incorrectly categorized suppliers, create supplier family and match all JDSN suppliers deemed WWL suppliers/carriers to JDCM suppliers

•Material Group Code Maintenance (MGC); Manage the WWL Material group codes including creation, maintenance and adherence, Assign major and minor material group codes as suppliers are set up, review current supply base to make corrections, updates or to make initial assignments.

•Global Strategic Supplier (GSS); Assist with the creation of written strategies for our business segments worldwide and document, load strategies to tool, assist with the research, development and execution of best in class processes as they relate to WWL to develop our business and assist in long term process and governance compliance.

Supply Base Manager, Contracting; N.A Transportation & Logistics 2005-2008

Integrate PDC Transportation functions with WWL Transportation and improve efficiency by eliminating redundant activities. Included consolidating the supply chain, carrier negotiation and selection, enacting standard (risk and legal management approved) contracts and ensuring world-class service is maintained.

Develop and author the WWL Achieving Excellence program for the North American transportation and logistics supply base and implement key value chain providers into the program.

Incorporate supplier agreement to the Supplier Code of Conduct into every corporate WWL Agreement template and every active contract.

Business Manager teamed with IT lead to develop an enterprise tool to manage the assessment of supplier, house the strategic sourcing data and manage supplier rates and fees. Resulted in 75% reduction in time to pre-qualify suppliers.

Led the project to design and implement the transportation network to support the service parts Daily Stock Order (DSO) program for approximately 2,900 dealer locations, representing (85%) of all US and Canadian dealers and achieve on-time delivery performance goal of 95%.

Led the team directed to reduce premium airfreight by $15m to $20m, deployed specific measurable actions and decided upon a solution that resulted in the creation of thepremium freight application for the enterprise.

Managed the transition of freight pay to a 3PL for EDI invoices and a 3PL invoices remaining in a paper process. Trained both 3PL on Deere rates and accessorial charges and developed the exception handling process.

Led the optimization/simulation projects to determine the appropriate location and quantity of cross docks and warehouses for the enterprise across Canada and the U.S.

Lead the “Fuel Management Project” as the Six Sigma Black Belt to redesign ground transportation fuel surcharge costs. Led, chartered project, and project plan and timeframe. Savings a minimum of $3M annually.

Met with Corporate Finance to create the "Critical Supplier Rating Template" for WWL so that a determination can be made whether the supplier is critical with regard to spend.

Supply Base Manager, North American Transportation 2003-2005

Contract, Project, Cost and Relationship Management; Provide assistance as Gate Keeper through the Request for Proposal Process, organizing and analyzing RFP responses. Provide tools and guidance to the team throughout the supplier selection process, working with Cost Management to collect and analyze supplier Financial information, provide continuous support to Factory Traffic Managers through project implementation.

Manage the Strategic Sourcing Process for Van, Open Deck, LTL freight, and Warehousing, including developing the Request for Proposal, contract and contract attachments. Designed the transportation portion of the PDC pilot to ship PDC Daily Stock Order and Flash via open-deck equipment.

Self-taught Access; Wrote, tested, finalized, and implemented the Domestic Transportation Rate Database, the first ever data repository for transportation rates.

Streamlined the contracting process by developing a single, fairly balanced Contract Template for the Van, Open Deck, Drayage, LTL and Expedited transportation modes and for 3rd Party warehousing providers. Organized an electronic communication method for Strategic Sourcing projects, that included all necessary RFP and contract documents, by leading the development of an in-house mainframe contract management tool utilized for RFPs, qualify suppliers, manage contract documents, and became the rate repository for over 750,000 transportation rates.

As the uniquely qualifed candidate to bridge the knowledge gap between Supply Manangement and WWL, worked with Cost Management to develop a Commodity Code Matrix that is utilized as the categorization for domestic and international transportation and associated activities. The matrix will improve our capability to accurately track spend by mode, thus improving our capacity to recognize savings opportunities.

Train, Coach and work with Suppliers, Co-Workers and Project Managers on the Strategic Sourcing Process.Continually communicate with Suppliers, Project Managers, the Risk Management Department and the Legal Department to build strong relationships to improve business results.

Functional School Representative for Supply Management at Iowa State University. Responsibilities include participating in on-campus career fairs, diversity functions, and interview schedules. Started and manage the relationship between John Deere and ISU to provide independent study and real world experience to the Transportation and Logistics students through current John Deere projects that result in experience to the student and results to John Deere.

Lead Logistics Analyst, North American Transportation, Worldwide Logistics 2002-2003

Assigned by the Director of WWL to work in a protégé capacity to become Manager of North American Transportation upon the retirement of the current manager.

Team lead for the Open-Deck carrier RFQ. The quote resulted in 575 Workbooks, 1035 worksheets, 41064 line-item quotes, 5966 ‘Freemarkets’ quotes and 40 hours of Freemarkets events. Carriers were contracted utilizing a standard contract, accessorial rules and permit charges researched and agreed upon by the cross-organizational team. This is the first time that a John Deere carrier RFP was administered and collected in an electronic format.

Leveraging strong relationships with the Legal and Risk Management groups, established the standardization of the contract, the accessorial charges, and handling the contract administration and negotiation with the carriers.

Organized an RFQ for John Deere local expedited carriers and RFP for the national expedited carriers, standardized the contract, wrote the standard ground expedited contract rules, assisted in the development of the standard data input form, hosted 2 supplier bidder’s conferences to clarify questions.

Provide warehouse-contracting expertise to the Augusta, Waterloo, Davenport and Greeneville factories in negotiating third party logistics provider contracts. Developed a standard contract and price analysis format, gained competitive warehouse expertise, and thoroughly learned factory accounting procedure with regard to leasing for assets. Identified and negotiated a minimum of 2.5 million annual saving to the Augusta factory in the 3rd party warehouse contract.

Support ‘Manugistics’ and U.S. Bank ‘PowerTrack’ installation.

Supervisor, Logistics Operations Analysis, Worldwide Logistics 2000-2002

Create and organize a new department with responsibility for Logistic Supplier Analysis and Internal Logistic Process Analysis.

Researched and recommended a Standardized Cost Tracking Model for WWL; Conducted International Team reviews to develop performance metrics and to identify possible cost savings and reductions.

Developed standardized format to conduct Supplier Business Analysis, including Scope of Work and Financial Analysis. Member of the Metrics Team with responsibility for establishing the baseline from which to compare cost reduction and process improvement.

Created a database to compare data for ports, steam ship lines, shippers, and destination and a supplier database for containing information on contracts, contacts, and service provided used as the primary input for the WWL Data Warehouse, John Deere Contract Management system (JDCM), SAP, and Material Group Code creation.

Coordinator, Logistics Workforce Planning, Supply Management 1999-2000

Represent company at Partner Universities through career fairs, information sessions and interviewing schedules, for Supply Management training program, co-op and permanent positions.

Coordinate WWL and Supply Management work force planning for student interns and mid-career hires. Match Summer Training Program Interns (STP) and permanent hires with suitable and available assignments.

Relationship Manager with the ISU Transportation and Logistics department to consult on curriculum issues.

Develop the Supply Management Buddy Program and Mentoring Program.

CASE CORPORATION, East Moline, Illinois

Latin America Region (LAR) Project Coordinator, Agricultural (AG) and Construction

(CE) Materials and Logistics 1999

Coordinate and support relationship between Brazil Materials Organization and North American suppliers, company Manufacturing and Parts Operations, Export Consolidators, Freight Forwarders, Suppliers and Transportation providers.

Coordinate the LAR’s purchasing from North American suppliers to ensure consistent pricing is obtained, Corporate contracts are utilized, and supplier requirements are met.

Select the export consolidator, guide operation start up, and coordinate with North American suppliers to provide adequately packaged materials, on time deliveries, and correctly formatted invoices.

Reconcile discrepancies between purchase orders, packing lists and export documentation, review service and material invoicing. Identified $1.3 m of overcharges to Brazil.

Buyer, Direct Material 1997-1998

Purchasing responsibility for glass, lamps, electrical, instrumentation, switches, starters, alternators, fuels and lubricants, and paint and related chemicals.

Coordinate across functions to make sourcing decisions. Achieve cost reductions through quoting, resourcing and process improvements, schedule material deliveries, and maintain supplier relations.

Disadvantage Business Liaison to diversity in the supply base according to government goals for company.

Core member of cross-functional team to develop cost reduction and process improvement program.

Buyer, Indirect Material 1994-1998

Conduct contract and price negotiations with suppliers. Purchase all MRO material; Reduced number of spot buys from an average of 250 per month to 10 per month. Coordinated implementation of procurement cards.

Co-led Strategic Sourcing Team to analyze the viability of outsourcing Indirect purchasing for all North American operations. Team Lead for the outsourcing of Indirect purchasing to one integrated supplier.

PRESTON TRUCKING COMPANY, INC., Terminal Manager (East Moline, IL) 1993-1994

Prepared all facets of this facility for startup in January 1994.

Managed city dispatch, road dispatch, and inbound and outbound dock operations. Managed driver start times through contractual bidding process. Provided Customer Service, tracing and OS&D; performed payroll, accounts payable and receivable functions; maintained records and logs for the home office in Preston, Maryland and the IBT.

Performed Human Resource generalist responsibilities including recruiting, interviewing, hiring and training of new office and driver personnel. Ensured personnel, driver, HazMat and DOT regulatory compliance.

Awarded terminal of the month status in April and May 1994 based on overall improvements in load average, productivity goals, sales goals, customer service, and operating ratio.

YELLOW FREIGHT SYSTEM, INC., Management Trainee/Operations Supervisor (Chicago, IL) 1989-1993

Supervised several areas of responsibility on a rotational basis including Inbound and Outbound dock operations, Yard Dispatch, Over the Road Dispatch, Office Management, and Customer Service in a 397-door facility.

Supervised 40 (of the approximately 600 Teamsters on the dock in a given shift) Union Employees in freight handling operations including work assignment and control.

Prior to Early illustration of work ethic and acceptance of responsibility:

Graduation McDonalds Corporation: General worker, Training Manager (Began at age 16) 1982-1987

Lifeguard: Local YMCA and Lake O’Hara (Summer age 17 and 18) 1984-1985

Child-Care: Full time child care provider (Beginning at age 12) 1978-1982

Corporate Business Impact Analysis, recovery and resumption plan team.

Business Continuation and Incident Response Team (IRT Team) team. Developed the “Vice President of Supply Management Checklist for Catastrophic Factory Event.”

Emergency Response Team (ERT Team); first responder to ensure safety of workers in the building. Respond to emergency incidents in building. CPR, AED, Blood born Pathogen, and First aid training.

Employee Significant commitment to employee development, attraction and retention through voluntary participation Development in the following Employee Development programs, beginning at team commencement, throughout the last 8 years:

Lean Team: Develop and encourage a “Lean Six Sigma Culture” by demonstrating the connection between the enterprise and Supply Management and WWL Strategy, employee development & engagement, supplier development & engagement, and AE JD CROP. With the goal to increase JD CROP initiatives by 10% in suggestions and implementation of structural cost reduction and higher levels of service and quality. Through the Lean initiative;

Engage suppliers in formal CI/Kaizen events;

Enhance the number and quality of tools used to support the development of the Lean Culture.

I personally developed the WWL Lean SharePoint site; Conducted training to operate within SharePoint, identified security issues within SharePoint before becoming a corporate initiative. Worked with site owners and data owners to assist with organization, redesign and assignment of appropriate securities for the WWL Global site.

Career Path Team: Create “Career Paths” for each WWL employee

Identify and mapped WWL positions; Reviewed every functional training paths within supply management to identify courses that may applicable to WWL; Reviewed courses available within the John Deere Learning and Library to identify courses available that should be applied to WWL.

Developed the WWL learning path and revised recommended and published Mandatory, Core, Recommended and Optional course work.

Identify course work that needs to be developed and create with Global Learning; Developed the enterprise Logistics 101 course in conjunction with global learning.

Job Shadow Team: Created a Job Shadow Program for WWL that may also be leveraged across other departs to attract appropriate talent. Established the baseline program with appropriate structure across all departments within WWL. Piloted the program for two months, reevaluated, then launched. Work with leaders of other departments to plan a reciprocal program in order to enhance the knowledge sharing across multiple departments.

Strengthsfinders Team: Deploy best-in-class Employee Development practices by co-leading the pilot of Strength’s Finders to create project teams leveraging the strengths needed to accomplish the team objective. Then leverage John Deere Learning to roll out Strengthsfinders to the enterprise.

Education Master of Business Administration (MBA), University of Iowa, Iowa City, IA; May 12, 2000. Emphasis: Finance Summa Cum Laude, G.P.A. 3.81/4.00

Bachelor of Business Administration (B.B.A.), Iowa State University, Ames, IA; May 1989.

Major: Transportation and Logistics G.P.A. 3.27/4.00

Awards John Deere Senior Vice Presidents Award; Ocean Transportation and Hub Strategy (2014)John Deere Vice Presidents Award; North American Drayage Strategy (2015)

John Deere Vice Presidents Award; WWL Employee Development Strategy (2015)

John Deere and The Home Depot Exceptional Performance; Launch of the 100 Series John Deere Tractors (2003)

Certifications APICS – Certification in Production and Inventory Management (CPIM) (2003)

ISM – Certified Purchasing Manager (C.P.M.) (2000)

Women Unlimited, Inc. Leadership Education and Development (LEAD) (2010); Program for high-potential women managers that have a minimum 7 years managerial experience and poised to move to a broader, strategic role.

Dale Carnegie; Your Path to Effective Communications and Human Relations Skills for Success (2009)

John Deere Six Sigma Black Belt (2008)

John Deere Six Sigma Green Belt (2006)

Honors/ Lifetime Achievement Designation (2015); Institute of Supply Management, (C.P.M.)

Achievement John Deere WWL Job Shadow Program Development (2012)

John Deere WWL Lean Program Development (2011)

Dale Carnegie Breakthrough Achievement Award (2008)

Beta Gamma Sigma Honor Society (2000) (Membership by invitation only, based on Academic Achievement)

Volunteer Junior Achievement of the Heartland

Classroom volunteer, 7 semesters

BizTown volunteer, 4 years

Finance Park volunteer, 2 years

Classroom event volunteer, Pleasant Valley Iowa School District, 5 years

United Way “Day of Caring”, 15 years

Hobbies Professional Vocalist since 1989

Fitness Instructor since 1993

Certified in ten group fitness formats

Les Mills certified instructor in five formats

Lead group fitness classes and provide expertise to participants for fitness questions

Responsible for thirty-five individuals becoming group fitness instructors

Hardscaping and Landscaping

References LinkedIn; Former Managers Tim Hughes and Jason Sweat

Attached file.

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