JOE V. VELEZ

**** ******** ***** *********, ****, 52807

Cell: 563-***-**** ● actbkg@r.postjobfree.com

A people oriented, innovative Operations, Supply Chain and Program Management executive leader with expertise in strengthening competitive advantage through business process redesign. Background includes all aspects of lean supply chain management, change management, program management, strategic planning, operations management, business process re-design, ERP program management, Master Data Management and Lean Transformation (BB). Proven ability for leading large scale cross-functional change initiatives to achieve stretch business objectives. A skilled people manager and communicator who utilizes personal expertise, knowledge and best practice leadership principles to revitalize stagnant organizations, projects or processes. Thrives in an environment where nature of work is non-routine and very complex.

• Business Process Design/Redesign • Strategic Planning • Program Management • Global Logistics

• Supply Chain Management / Optimization • Value Chain Planning / Execution • Lean Manufacturing

• High Performance Leadership • ERP Program Deployment / SDLC • Operations Management

• MDM • Change Management • Raw Materials Management • PMO • Metals • Bi-lingual - Spanish PROFESSIONAL EXPERIENCE

HNI CORPORATION

HNI Corporation is the second-largest office furniture manufacturer in the world, and the leading manufacturer and marketer of gas and wood-burning fireplaces in the USA. Made up of 10 distinct operating companies located across North America. HNI Corporation is headquartered in Muscatine, Iowa and delivers annual revenues of $2.5B.

Director – Business Systems Transformation ● 2011 - present Responsibility for program leadership of a business transformation initiative that consolidates all HNI operating companies into a single integrated set of end to end business processes which will drive best in class performance levels. Scope of business solution includes Sales & Operations Planning, Core Financials, Order-to-cash, Procure-to-Pay, Sourcing, Scheduling, Manufacturing execution and Product configuration. Job scope includes the following supporting work streams; oversight of technical infrastructure, master data management, solution value delivery, business intelligence, applications security / controls, instance planning, Supply Chain Integration, PMO and change management. Business transformation leverages Oracle platform - E-Business, Oracle Demand Planning, Oracle Advanced Supply Chain Planning, Oracle Business Intelligence, Oracle Integration tools, Oracle Transportation Management and a number of legacy integration tools.

• Program Governance;

• Lead development of alternative deployment approaches across all operating companies to align transformation with business needs while reducing deployment risk across customers, suppliers and internal processes.

• Implemented a structured Program Management Office (PMO) framework to synchronize all program elements to the program deployment approach

• Developed and implemented organization change management thread methodology

• Presented regular updates to C-level executive sponsors on all aspects of the program collaboration with the overall executive business sponsor, participated in weekly governance updates and escalation sessions with CEO and staff.

• Implemented solution delivery methodology (based on lean principles) to drive from design to functional requirements definition, technical specifications, object delivery and testing plans. Joe V. Velez ● Page 2 ● Cell: 563-***-****

• Developed and executed Oracle environment and instance plans to support the program implementation cadence (build, refresh, delivery schedules across entire footprint)

• Deployed Sales and Operations Planning - Demand Planning portion of program footprint, providing demand analysis, forecasting capability across office furniture business. This was the first business release of the overall program

• Deployed the second business release of the transformation project (2/01/2013), which included core financials (AR, AP, GL, Cash Management) and supporting business intelligence objects.

• Led all aspects of the solution delivery QA function – implementing all test definition, functional and technical test plans, scripts, configuration of HP Application Life Cycle Management (ALM) suite and implementation of a framework for understanding test cycle status, progress and defect resolution.

• Led completion of Plan, Design, Build and testing phases of end-to-end scope business release impacting the global company footprint.

OYSTAR PACKAGING TECHNOLOGIES – NORTH AMERICA

Oystar Packaging Technologies NA is part of the Oystar Group (CPG, $650MM, 2,300 employees) and is one of the world leaders in packaging machinery, technology and services with world headquarters in Stuttensee, Germany. North American operations ($250MM) consisted of 2 plants headquartered in Davenport, Iowa with over 650 employees and 6 sales offices. Vice President – Supply Chain, Procurement & Logistics (North America) ● 2010 - 2011 Responsibility for parts planning, acquisition, sourcing, procurement, end to end production planning, process scheduling, logistics (inbound, outbound, freight forwarder, warehouse) and lean transformation for the North American footprint (two manufacturing operations and across 4 third party logistical partners).

• Improved customer service by 30% through implementation of Sales & Operations Planning (O. Wight) framework to close-couple sourcing, final assembly, parts supply and engineering design capacity with demand. Achieved 30% growth year over year.

• Developed and implemented new workforce planning, and shop capacity load analysis tools to provide visibility to demand, capacity gaps and increase supply plan in advance of demand.

• Reduced overall inventory investment by 20% in the stock room area and reduced the footprint by 35% through use of Lean principles to improve flow and S&Op methodology to drive monthly cycle.. Served as foundation for consolidation of BoM and sourcing.

• Sponsored and led Kaizen events that increased Engineering design work releases to 95% on- time through workflow re-design.

• Operational renovation – led re-configuration of the tactical management process used for daily / weekly / monthly operations PDCA.

• Supplier management: Developed and implemented new supplier scorecard tools and supplier corrective action process as foundation for supplier quality assurance system rolling out in 2011.

• Led a renovation effort of the IT function – managing the IT function and driving a consolidation across North America to optimize efficiencies and remove duplicate functions Joe V. Velez ● Page 3 ● Cell: 563-***-****

ALCAN GLOBAL AEROSPACE, TRANSPORTATION & INDUSTRY – ALCAN RIO TINTO Alcan Global Aerospace, Transportation, Industry (a division of Rio Tinto, $4B) is one of the world's leading producers of engineered aluminum with 15,000 employees and $1.2B in annual revenues. With divisional headquarters located in Paris, France with North American operations (legal entity) in Ravenswood, WV (sales and logistics locations across North America). Director - Supply Chain, Procurement, Logistics (North America) ● 2009 - 2010 North American responsibility for supplier management, procurement functions, raw material planning and acquisition, sourcing, end to end production planning, process scheduling, and logistics for the North American footprint (all fabricating at primary site in West Virginia and across 14 third party logistical partners - outside fabricators and external warehouses). Scope of work included leadership of cross-site tactical processes using a team of 28 SCM employees to drive accelerated change initiatives that will transform the entire facility from a push-oriented producer to a competitive, customer connected Lean manufacturer and distributor of rolled aluminum products. Managed and mentored 2 Six Sigma Black Belts

• Reduced overall inventory by 46% from raw materials to end customer inventory points through use of supply chain mapping, value chain analysis and demonstrated capacity management discipline.

• Improved customer service by 27% through adoption of new Sales & Operations Planning framework (O. Wight) to close-couple finite equipment capacity and raw material sourcing to customer demand. Re-designed the raw material sourcing process to anticipate dynamics of customer demand in the sourcing plan, reducing raw material inventories by 42%.

• Reduced total Procurement costs by $2.8MM through implementation of various improvement strategies (stores management systems, material substitution, competitive bidding).

• Delivered Lean education and training to business unit leadership in Toyota Production System principles with emphasis on Rules in Use, A-3 improvement planning, formalized Daily Management discipline and policy deployment (Hoshin Kanri). Implementing change management initiative across business unit and international boundaries.

• Implemented new supply chain design for sourcing short lead time programs from European sites to allow rapid turnover sales in the US delivering increased sales of $5.1MM annually

• Developed long term supply base strategies for operational commodity need to improve leverage during negotiation (targeting 15% reduction in acquisition costs).

• Implemented and managed a worldwide Supply Chain for the new Airbus A350 advance alloys solutions (USA, Canada, France)

ALCOA NORTH AMERICAN ROLLED PRODUCTS, CHICAGO, IL

Alcoa is the world's leading producer and manager of aluminum with 127,000 employees and $30B in annual revenues. The North American Rolled Products business unit generates $500 Million in annual sales of sheet and plate with facilities across North America. BU Program Director - Enterprise Business Transformation, Chicago, IL ● 2004 - 2009 Led the re-design and replacement of end-to-end business processes across all North American rolling mills as well as third party logistical partners. Leadership over a team of 95 internal and external resources with a program budget of $84MM. System scope encompassed using the Oracle 11i ERP suite and a number of 3rd party purchased software modules integrated to satisfy business process requirements. Responsible for this change initiative across an organization of 5,000.

• Revitalized stalled ERP implementation by redefining all project roles, establishing a functioning governance model for senior leadership and aligning all business unit stakeholders (Commercial, Manufacturing, Procurement, Financial and IT).

Joe V. Velez ● Page 4 ● Cell: 563-***-****

• Standardized cross-location customer service, end to end supply chain, requisition to pay and manufacturing execution business processes to a common set of processes using a common set of product families providing the external customer with a common experience when doing business with Alcoa regardless of the supplying location.

• Became the first aluminum rolling business worldwide to design, develop and deploy an integrated ERP solution, establishing several best practice business processes, earning CIO Leadership Award of Excellence in 2007 and 2008.

• Achieved 12 plant deployment cycles with plant stabilization within two months of deployment by instituting a disciplined tactical project management process and a best practice change management framework to ensure the readiness of all key stakeholders and the business solution.

• Reduced plant inventory by 20% within four (4) months of deployment while sustaining high levels of customer service by utilizing an integrated sales and operations planning approach to connect supply activities with customer demand.

• Reduced casting costs by 25% through an improved identification system for scrap material generated during mill production activity.

• Planned and managed all aspects of the System Development Life Cycle across end-to-end footprint required to meet functional requirements to deliver validated business value.

• Delivered first fully integrated Sales & Operations Planning framework for the rolling business using Oracle Demand Planner and Oracle Advanced Supply Chain Planner. Connected S&Op results to floor execution using a 3rd party manufacturing execution system. Manager – Supply Chain Operations Transformation/Lean Integration, Alcoa, Davenport, Iowa ● 1995 - 2004

Leadership responsibility for raw material acquisition, sourcing, suppliers, facility planning, production scheduling, inventory, and transportation functions across 5 fabricating facilities and 32 logistical partners. Provided leadership over a SCM department of 42 and the Industrial Engineering Department (9) with a budget of $4MM per year. Concurrently managed the transportation function with a department size of 48 including 9 shipping docks and 1,200 ship-to locations.

• Improved inventory turns by 25% at manufacturing locations and 30% in the supply pipeline

• Improved on-time performance to end customers by 30% by converting a high-mix job shop into a virtual flow shop using lean management principles and simplified information systems. Led implementation of new tactical manufacturing control processes to provide tighter integration across all elements of the supply / demand system.

• Achieved cost reductions of $600K per year through improved utilization of raw material by re- configuring supplier base to improve quality and service level of purchased scrap inputs.

• Established Key Performance Indicators for all strategic suppliers and end customers. Utilized these scorecards in a tactical management process aimed at closing key value gaps.

• Increased output levels of critical product lines by 25% by developing and modeling strategic capacity expansion plans with capital scopes ranging to $110M.

• Audited the maturity of the Alcoa Production (Lean) System – assessing effectiveness and value of lean initiatives across global rolling facilities in USA (4 plants), Spain (3 plants) and England (2 plants).

• Provided business value assessments of potential rolling mill acquisitions, leveraging supply chain integration expertise to define, quantify and present business plan recommendations. Co-led efforts to set-up Greenfield planning and material flow models. Career Notes: Additional professional history includes various Industrial, Manufacturing Engineering and operations assignments (metal management, hot rolling, packaging, transportation, logistics, management of 3rd party outside fabricators) with increasing responsibility; details available upon request.

Joe V. Velez ● Page 5 ● Cell: 563-***-****

EDUCATION

University of Puerto Rico, Mayagüez, Puerto Rico

BS/MS, Industrial Engineering

CERTIFICATIONS

Project Management Professional (PMP) certification from Project Management Institute

(Currently pursuing)

Lean Six Sigma Black Belt trained, mentor and instructor - Alcoa Business System (Lean), Alcoa University

PROFESSIONAL DEVELOPMENT

Corporate Leadership Development Program, Conflict Resolution Training High Performance Leadership graduate – certificate program Oliver Wight Sales & Operations Planning - certification program Quick Response Manufacturing Center contributor, University of Wisconsin PROFESSIONAL & COMMUNITY AFFILIATIONS

Society of Hispanic Professional Engineers

Lean Enterprise Institute, hosted Jim Womack (founder) on four (4) on-site visits International Institute of Industrial Engineers, Senior Member American Production & Inventory Control Society, Senior Member International Supply Chain Council

Member of Industry Advisory Boards at University of Iowa and Iowa State University – Industrial and Manufacturing Systems Engineering

Former member of Governing Board – Leaders for Manufacturing Program - MIT Lector at church

Professional Jazz Musician

Radio Show Host – Latin Jazz

Material & Information Flow (MIF), Daily Management Systems, Systematic Problem Solving, Continuous Skills Development (CSD) and Sales, Inventory and Operations Planning (SIOP) to support Business System strategies for Operational Excellence.

High performance leadership, lean supply chain, supply chain optimization, ERP, order to cash, procure to pay, transformation, oracle r12.2.4, Strategy and operations leader, PMO, Program Office, Oracle deployment National, global, multi-plant, North America

Director, vice president, senior manager, operations

Contact this candidate