MARK R. HELLWIG
***** *. ********* **** *****, Kildeer, IL 60047
Manufacturing Supply Chain Sourcing Process Improvement
Dynamic senior operations leader with exemplary record of growing revenues and reducing costs for multi-million-dollar companies. Ability to scale and transform companies to achieve fast growth and improve global operations efficiencies. Diverse industry and functional expertise backed by proven history of driving operational excellence across sourcing, manufacturing, supply chain planning and execution, product life cycle management, cost, and quality.
Turned around a vertically integrated manufacturer, identifying operational deficiencies and implemented operational improvements while scaling it for growth, taking revenues from $198M to almost $400M and EBITA to over $23M in four years.
Led a major “low cost country” strategic initiative setting up a greenfield maquiladora plant manufacturing and assembly operations that delivered $14M in labor and $6M in duties savings annually.
Built a highly effective end to end supply chain, managed products from cradle to grave, drove innovations, reduced costs, effectively managed OEM’s and new product rollouts, improved quality and performance, and delivered on the value proposition of the company to its customers.
Converted a company’s culture to a customer centric organization delivering exceptional product, service and innovation that captured over $200M of market share from competitors.
Implemented ERP, Capacity & Demand Planning, Advance Production Planning, WMS, TMS and other decision support applications to improve and standardize processes while making the staff more effective.
Transformed company’s channel strategy from a bricks and motor distribution channel to an omni channel strategy modifying packaging, warehousing set up, picking, packing and shipping operations to support various distribution channels.
Led teams that delivered YOY sales growth, cost savings, productivity, quality, and cycle time, improvements.`
CORE LEADERSHIP COMPETENCIES
Strategic Planning Strong Analytics Process Simplification Policy/Procedure Development Continuous Process Improvements, Business Transformation Change Management Talent Development
W.W. Grainger – Lake Forest, IL Current
Led an E-sourcing data privacy initiative to assure that all 5000 indirect suppliers acted on Grainger’s Attestation agreement to put them in compliance with a new law, CCPA, that went into effect January 2020.
Evaluated current methods and applications used to facilitate mass communications and responses from suppliers.
Developed SOP’s to standardize and enhance processing E-sourcing events.
Established best practices of executing an ecommerce compliance initiative across thousands of suppliers.
Trained, developed and managed new hires and integrated them into the project.
Mark R. Hellwig
Walgreens Boots Alliance – Deerfield, IL 2019
Assessed the impact of moving Walgreens health and beauty private label products to a strategic contract manufacturer. Developed a cost model that quantified the cost of each channel strategy.
Determined the impact of this global agreement against Walgreens current purchase terms, systems, processes, and methods of doing business.
Evaluated how the terms of the agreement impact cost, processes, resources, and pricing relative to the current sourcing strategy.
Identified the most effective channel strategy to integrate various product categories into the Walgreens 11 distribution center network, determined, capacity thresholds, and determined the best service/cost solution. timing of change.
Identified gaps and improvements in Walgreens current processes to improve margins and in stock positions in the stores.
Campbell Hausfeld (Berkshire Hathaway Co.) – Harrison, OH 2017 to 2019
VP Global Supply Chain & Operations
Brought in by Marmon Group to turn around this compressor, tools, and accessories company servicing mass merchants, big box retailers, ag & farm retailers, automotive discounters and dot com channels.
Turned a $4M loss on Operating Income into breakeven operation in first year with the company.
Reduced sourcing cost on motors by $.5M using alternative materials.
Recovered $250K on export sales through a duty drawback program.
Recovered 5-10% in material cost through currency and commodity indexing with suppliers.
Expanded the company’s channels from a B2B channel to a B2C with direct to consumer, E-tailers, and dot.com channels of big box and mass merchant retailers.
Improved fill rates and picking efficiencies, reducing DC operations cost by 10%.
Implemented an S&OP process to improve, analytics, and inventory management.
Thrift Books - Tukwila, WA 2016 to 2017
Brought in by PE firm as an independent consultant to develop a distribution network cost reduction strategy for a direct to consumers used books distributors sold through Amazon.
Brought in conveyance and technology to automate the operations, revised the layout, and implemented best practices taking out $4M of cost.
Reduced the number of regional DC’s from eleven to six by improving capacity and productivity.
Focus Products Group LLC – Lincolnshire, IL 2015 to 2016
Brought in by Centre Lane Partners, a private equity group, to turn around the operations of this $200M multi divisional company servicing soft and hardline consumer products. Company was sold off to pay off debt.
Reduced compliance charges from customers by approximately $1M while improving the performance of their distribution network strategy on B2B and B2C channels for five different divisions.
Improved the analytics and S&OP process to drive up sales, while reducing inventory investments.
Improved the cash flow by $10M through a more effective S&OP, purchasing and inventory management.
Improved service levels to the high nineties from the mid-fifties, while reducing cycle times to 24 hours.
Drove top line performance over 2014 by 10% while improving EBITA by $3M.
Modified the facility layout, processes, picking, labeling and packing operations to support the move to more B2C and dot come shipping channels.
TZA – Long Grove, IL 2014 to 2015
Led a cost reduction and process improvement project for a large national party rental operation.
Developed a direct souring strategy that resulted in a 3% COGS improvement.
Delivered process and layout improvement that resulted in improving operating profit by 3%.
Establish SOP’s to drive better labor planning and resource allocation.
Mark R. Hellwig
DOREL FABRICS/LOOMCRAFT, Fountain Valley, CA 2013 to 2014
Chief Operating Officer/SVP
Brought in by the ownership to take over the operations of the company, improve the financial performance, and grow the business.
Work with President, VP Merchandising & VP Sales on new product development for the marketplace.
Led capacity planning and production planning of offshore textile OEM’s to meet sales, service and volume commitments with suppliers and customers.
Exceeded the financial projections by 10% by working with customers on forecast projections, improving fill rates, and meeting customer expectations using effective analytics to best forecast demand.
Cleaned up the balance sheet by selling off obsolescence that had accumulated over three years.
Improved gross margins by 3% by building on more profitable sales channels.
Reduced transportation cost by10% on ocean and in land movements through alternative carrier selection fleet versus contract carriers.
LA-Z-BOY, Monroe, MI 2006 to 2013
Vice President, Supply Chain, Purchasing & Logistics
Led the end to end global supply chain organization for six plants, two metal processing centers, six regional distribution centers, 450 retail stores and wholesalers. Managed over a $500M spend and $75M logistics budget.
Led low cost sourcing strategic initiative resulting in setting up a maquiladora plant in Satillo, MX which generated $6M in duty and $14M in annual labor savings.
Improved the S&OP and supply chain planning process while moving the company to a global sourcing strategy.
Turned around the P&L performance of the retail distribution network operations that was losing $1M a year and made it contribute $2M of profit to the bottom line in two years.
Improved the end to end supply chain in a complex sourcing and manufacturing network while enhancing and delivering the value proposition of the company, “Delivered in 30 days to your home, for custom ordered furniture”.
Set up off-shore Asian OEMs’ manufacturers that provided both finished goods and work-in-process to customers, distribution centers, and plant operations at lower landed costs of 10-15%.
Slashed product cost through changing purchase terms from FOB US to FOB port of export and reducing landed cost by 5%.
LA-Z-BOY, Monroe, MI
Corporate Vice President Global Sourcing
QUAKER FABRICS, Fall River, MA
Vice President Supply Chain & Sourcing
SOLO CUP COMPANY, Highland Park, IL
Director Supply Chain
Deloitte &Touché, Marietta, GA
Vice President, Practice Unit Director
BS-Business Logistics, University of Missouri
Council of Supply Chain Management Professionals
Institute of Supply Management