Customer Service Sales

RICHARD A. CARMAN

**** ***** **, *********, ** 60098

Contact Cell: 847-***-****

Email: adbfbu@r.postjobfree.com

LEADERSHIP in CONTINUOUS IMPROVEMENT

A proven leader with the skill set to achieve results and cultural change in implementing continuous improvement. Possess ability to integrate CI with overall unit objectives.

Accomplished professional with the ability to design and execute proven solutions in a LEAN environment. Deploys a hands-on management style capable of leading team[s] to improve operations, customer service, supply chain, and the back office. Results-driven with a razor focus on the objectives.

Continuous Improvement / Cost Reduction / OPS Optimization / Supply Chain Management: Inventory / Planning / Forecasting, SKU / Supplier Rationalization, Customer Service, LEAN methods, Team Building

PROFESSIONAL EXPERIENCE

R. CARMAN CONSULTING, Woodstock, IL 9/2006 - current

R. Carman Consulting is a sole proprietorship that provides supply chain optimization, business process re-engineering, project management, and continuous improvement for a variety of clients.

Ultra-Consultants: Leverage LEAN for Business Process improvement and continuous improvement methods in a preparatory role for ERP selection and implementation

Cornerstone Consulting Organization: Business Process Improvement in the scheduling / MRP / EDI functions of the existing ERP solution. Utilization of team building and value stream mapping.

RCC: Revitalized sales for a food processing equipment manufacturer via a comprehensive strategy that delivered 20% sales growth over three years. [Re-engineered the NPD process, set communication standards, directed customer research / collateral / website improvements, & more]

VIP GROUP [Value innovation Partners], Mundelein, IL 2/2011 – Current

VIP is an operations improvement firm that specializes in use of Lean methodologies to attain rapid and significant optimizations of processes in pursuit of client opportunities and/or strategic initiatives. Client list includes Trinity Industries, PCI Pharma Services, Hermann Industries, Ei/EnDev Labs, Peapod, more

LEAN Supply Chain Lead; Led and executed VSM [value stream mapping] and associated methods leading to recommendations for significant improvement in client processes.

Program Management: Led the development and implementation of a process for cross functional team (US and Mexican based) to launch new products into the market.

Continuous Improvement Program; Led assessment, development, and implementation of programs to reduce costs, improve output, and enhance the flow of information.

Project Lead; led team of associates who deployed Lean, Organizational, Cultural, and Training methods to double the output of a sold out heavy manufacturing operation (6 months).

MEDLINE INDUSTRIES, Mundelein, IL 6/2009 – 1/2011

Project Director [1099]. Medline Industries [$5.5b] is a healthcare products manufacturer, importer, and distributor providing all non-pharma equipment/supplies to the hospital, nursing home, and retail channels.

Reporting directly to the VP of Inventory Management, develop & lead a diverse portfolio of projects;

Improvements, documentation, and optimizations of SAP R3 in re-buying and SLOB management that lead to improvement in service, MIOH [Months Inventory On-Hand], and slot utilization.

Developed metrics, project, continuous improvement, and communication to recognize variable deployment rates across product divisions leading to several optimizations / cost reductions.

Other projects in distribution network design, buying group consolidation, SNP implementation, and restructuring / process design associated with the re-lo of the import buying function to Shanghai.

UNIVERSAL BUILDING PRODUCTS, Bellwood, IL 9/2007 – 4/2009

Vice President Supply Chain. Universal Building Products is a $150M company [15 branches] that services the needs of concrete professionals in the commercial, residential, and infrastructure markets.

Executed an inventory deployment strategy that improved finished goods turns 20% in <12 months.

Accelerated fill rate improvement from 60% to 92% in 4 months. Implemented a bin control system in the distribution center that dramatically improved both inventory accuracy and picking efficiency.

Leveraged a data warehouse solution to provide basic MRP functionality from two disparate ERP systems. “Good buys” from the Sourcing group moved from less than 50% to over 85%.

RICHARD A. CARMAN Page 2

DECHERT-HAMPE & CO., Northbrook, IL 1996 – 2006

Managing Director - Customer Operations, Project Director; DHC is a $12M (3 office) consultancy that serves the sales, sales training, customer service, and supply chain functions of CPG companies.

Design, developed, and executed several SKU rationalizations to reduce inventory up to 20% while improving both revenue and margins. Completed for both manufacturers and wholesalers.

Crafted recommendations based that provided a market level assortment strategy for a national big-box retailer. Generated business case with pro forma financials, detailed implementation plan, and technology road map. Projected impact: $500-$900M in incremental same-store revenues.

Led on-site team of 8 consultants that conceived and implemented a customer service turnaround during an ERP implementation. For the juvenile product company, this remains in place today; in one year - fill rates improved (65% - 94%), top-line sales grew (+5%), and margin improved ($2M).

Directed the assessment and program development of a North American distribution optimization initiative for a recently created healthcare group. Identified and developed several interdivisional opportunities that reduced operating expense by $10M on a base of $83M through consolidation of customer service, order entry, and distribution operations.

Completed the due-diligence of the market and technology threats of an acquisition target for a client. The acquisition was completed at a lower purchase price (-12%) based on this work.

REVERE WARE CORPORATION, Clinton, IL 1993 - 1996

Director Business Development & Sourcing; Revere Ware® is a leading brand name, manufacturer, and marketing of cookware in N.A. with sales, at the time, of ~$150 million.

Launched three major aluminum product lines in less than 24 months. Found and developed sources of supply in Thailand / Indonesia that improved margin by 15 points. Aluminum segment grew to over $40 Million in sales and 30% of Revere’s cookware business over three years.

CORNING CONSUMER PRODUCTS, Corning, NY 1985 - 1993

Division Sourcing Mgr., Division Packaging Mgr., Business Planner Cookware, Division IE

Moved major sources of supply from Northern Asia to Southeast Asia at savings of $2.8 Million per year. Metrics on service, inventory turns and quality also improved.

Reduced packaging costs ($3 Million annually) and packaging complexity (500 box sizes to < 50) by working closely with vendors. Reduced packaging development costs and lead-time by effectively leveraging outside design firms.

EDUCATION / PUBLICATION

North Carolina State University, Raleigh, NC Bachelor of Science; Industrial Engineering Michigan State University, East Lansing, MI Executive Logistics Program Value Innovation Partners, Mundelein, IL Certified LEAN Expert / Certified LEAN Analysts

Articles published on by-line; Supply Chain Management Review, Grocery Headquarters, and e-zines.

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