WILLIAM J. JUDGE III

Cumming, Georgia

404-***-****

adgxk5@r.postjobfree.com

http://www.linkedin.com/in/williamjjudge

OPERATIONS, MANUFACTURING and SUPPLY CHAIN LEADER

Operations, Manufacturing and Supply Chain Leader with a history of delivering impactful and sustainable business results. A leadership team partner thought process leader and a relentless continuous improvement champion from strategy through action and implementation. Multi-site and country footprint responsibilities covering the end-to-end cycle of operations for high volume, fast growing, and consumer products through a variety of distribution platforms. Successful working under pressure in fast-paced, time-sensitive customer service environments. “Hands-on” leader coupled with strong technical and business acumen. Solid problem solver who understands the dynamics between people, processes, systems driving accelerated improvement and lifting business performance.

Multi-Facility Management “Hands On” Manufacturing Customer Service Driver

“On Time” Delivery Focused Supply Chain Professional Strong Statistical Skills

Lean Implementation KPI Measurement Six Sigma- Black Belt

Cross Functional Teams Strategic Planning and

Forecasting

Finance and P&L

PROFESSIONAL EXPERIENCE

Shoes for Crews, Boca Raton FL April 2019 - Present Vice President of Supply Chain and Inventory

Responsible for complete Supply Chain (Forecasting, Planning, Purchasing), Inventory, Warehousing and Logistics for a $450 MM revenue safety shoes /apparel company. Streamline Procurement process working with overseas (China, Vietnam, Portugal, Malaysia and India) and domestic partners strengthening the Supply Chain for the corporation. Developed lean processes, procedures and culture by instituting Cross Functional teams. Implement cost savings culture throughout the supply chain.

Design and direct the work of the functional area. Set objectives that align with company strategy to inspire and motivate the team. Manage organizational talent through performance management, succession planning and development. Design and direct processes by which team and individual performance are recognized, feedback consistently delivered and performance systematically improved.

Guide and improve Order Management best practices, processes and policies that drive perfect order logic including order types/policies, standardized lead times/tier pricing strategies, available-to-promise (ATP), customer resource management (CRM) and electronic data interchange (EDI).

Lead and improve Planning/Management using a “One Number Plan” approach and methodology to align financial, operation and material plans.

Improve Tactical Purchasing to reduce lead times and improve material margins through Total Cost of Ownership (TCO) model.

Institute Replenishment Methods (MRP, Stocking Programs, VMI, Consignment, Re-Order Point and Direct Pull).

Improve Distribution & Logistics practices and network optimization including picking, packing and shipping (PPS), trade compliance (Import/Export), distribution center management and transportation management.·

Work closely with Value Leaders (Production Leaders) and their teams to achieve SMART goals and KPI’s.

Develop and challenge resources to improve performance through systems utilization and process improvements.

Drive initiatives to ensure continuity of supply throughout the operations to achieve uninterrupted supply of quality components and assemblies.

Help define and deploy disciplined operating model in supply chain that supports operational excellence and both short-term and long range plans.

Ensure Supply Chain synchronized with Production Execution capabilities to maximum efficiencies and lowest cost of operation. Started a Center of Excellence cost savings program that analyzed and discovered $1.6 MM in cost savings in first 8 months.

$950,000 of that savings was realized in 2019.

Maintain scorecard of suppliers in key categories for quality, delivery and costs.

Coach and mentor Supply Chain teams to improve engagement with local technical/commercial stakeholders and to establish communication channels between the cross functional teams.

Work with Freight brokers and vendors (Inbound and Outbound) to reduce costs and implement a successful Duty Drawback program which realized savings of $692,000 in actual government disbursements.

Manage tariff exposure determining the best location to manufacture products at the lowest possible COGS. William Judge 404-***-**** Page 2

Global Tissue Group, Alpharetta, GA and Jacksonville FL 2015 – April 2019 Director of Operations

Develop and implement systemic lean process improvement efforts that result in increased productivity, manufacturing and distribution velocity, quality systems improvement, and waste reduction. Provide leadership management, training and mentoring to drive cultural change within operations (labor intensive and continuous processes) to identify areas of continuous improvement, implement change, and promote uniformity of policies and track progress.

Develop and implement continuous improvement strategy across client organizations by driving activities (WCO/TPM Pillars, SMED) resulting in continuous improvement, culture transformation, waste reduction, and cost savings.

Work with cross-functional management to lead, coordinate, and develop continuous improvement activities and events related to quality, processes, waste elimination, customer satisfaction, and cost savings.

Assess issues and develop resolutions to meet productivity, quality, and client-satisfaction goals and objectives. Develop mechanisms for monitoring progress and for intervention and/or problem solving. Implement with the teams.

Develop Supply Chain Strategy in line with manufacturing capacity and scheduling. Reduce inventory and cost.

Lead Kaizen, KPI’s, CoE, Operational Excellence (OE), Value stream mapping, strategic goal deployment, and lean initiative events throughout organizations. Coordinate the Six Sigma talent throughout the organization and develop mentoring programs to insure institutionalizing of the improvements.

Establish appropriate goals and metrics; report on progress, achievements and associated business results. This includes executive level reporting, management updates and best practice sharing.

Develop Continuous Improvement mindset throughout the organization. My goal is to ensure CI improvements and culture are instilled in the employee’s minds. Daily decisions made with a CI mindset. GIBSON BRANDS, Nashville, TN 2013-2015

General Manager

Managed all Corporate Operations including Manufacturing, Engineering, Purchasing, Planning, Forecasting, Quality, Safety, Distribution, and Logistics. Led Sales, Marketing Customer Service, R&D and Emerging Technologies for the Corporation. Managed distribution to dealers, warehouses and customer direct. Streamlined manufacturing processes and systems. Improved communication between Sales, Finance and Operations with the implementation of a 3-legged stool teaming thread. Manage SKU performance while reducing corporate inventories $7 million and improving turns 65%. Full P&L responsibility for $500 million in revenue. Directly managed 10 direct reports with responsibility for 600+ employees.

Developed divisional strategies to support both the long-term vision and shorter-term goals and objectives of the organization

(maximizing market share, revenue growth, profitability growth and EBITA) by reducing corporate inventories by review of high performing SKU’s and improving forecast accuracy 29% through new Sales and Operations Planning process (S&OP).

Provided day-to-day leadership, direction and management of Gibson USA. Manage all division’s performance and delivery of desired results by using lean techniques, training and procedure implementation.

Increased customer satisfaction levels from 88% to 100% by using lean techniques and cross-functional teams.

Improving on-time delivery 14% (to date) through use of TQM supply chain management, outsourcing, vendor management consolidation and Lean Manufacturing.

ARGO CONSULTING INC., Chicago, IL 2012 - 2013

Director - Project Manager – Consumer Products / Plastics / Chemicals Develop and implement systemic process improvement efforts that result in increased productivity and manufacturing velocity, quality systems improvement, and waste reduction. Provide leadership management that drives cultural change within manufacturing operations to identify areas of continuous improvement, implement change, and promote uniformity of policies.

Develop and implement continuous improvement strategy across client organizations by driving activities (WCO/TPM Pillars, SMED) resulting in continuous improvement, culture transformation, waste reduction, and cost savings.

Work with cross-functional management to lead, coordinate, and develop continuous improvement activities and events related to quality, processes, waste elimination, customer satisfaction, and cost savings.

Assesses issues and develop resolutions to meet productivity, quality, and client-satisfaction goals and objectives. Develop mechanisms for monitoring progress and for intervention and/or problem solving.

Provide continuous improvement training/mentoring and facilitate use of applicable tools and documents.

Lead Kaizen, Center of Excellence, Quality Council, value stream mapping, strategic goal deployment, and lean initiative events throughout organizations. Coordinate the Six Sigma talent throughout the organization and develop mentoring programs to insure institutionalizing of the improvements.

Establish appropriate metrics; report on progress, achievements and associated business results. This includes executive level reporting, management updates and best practice sharing.

Review all regulatory documentation including environmental emissions (EPA), FDA compliance, USDA, AIB and BRC. Developing program and Implementing ISO 9001:2008 and cGMP’s for the manufacture of consumer products. Train all existing and new programs. Ensure safety and regulatory compliance. William Judge 404-***-**** Page 3

ATLAS ROOFING CORPORATION, Atlanta, GA 2008-2012

Vice President of Operations - Commercial

Managed 8 Chemical Manufacturing Facilities and R&D / Technology for the Corporation. Responsibilities included Manufacturing, Engineering, Purchasing, Planning, Forecasting, Quality, Safety, Distribution, Logistics, Sales/Customer and IT. Streamlined Manufacturing processes and systems. Managed 1,100 SKU’s while reducing corporate inventories $3.5 million and improving turns 45%. Full P&L responsibility for $750 million in revenue. Directly managing 10 Operations, R&D and Technical executives with responsibility for 1,000+ employees.

Increased customer satisfaction levels from 91.6% to 99.9% by improving productivity, initiating Kanban and Six Sigma, improving custom off line manufacturing process and inventories, SKU management and training cross-functional operators and cross functional teams.

Improved manufacturing capacity and output 26% by using lean techniques, training and procedure implementation. Purchased

$445,000 of Capital equipment for seven manufacturing facilities improving corporate capacity by 26%. Changed facility layouts for improved flow, reduced labor cost and manning reduction.

Implemented new forecasting and planning processes reducing corporate inventories by review of high performing SKU’s and improving forecast accuracy 29% through new Sales and Operations Planning process (S&OP).

Reduced procurement budget 22% by consolidating vendors and working on consignment and ran consistent PPV (Purchase variances) to improve COGS by 8%.

Review all regulatory documentation including environmental emissions with the EPA. Maintain ISO 9001 processes and procedures for the manufacturing facilities. Develop and implement cGMP’s for the facilities. THE HOMAX GROUP, Nashville, TN 2006-2008

Vice President of Operations

Managed six Chemical Manufacturing facilities and two distribution centers. Responsibilities include Manufacturing, Engineering, Purchasing, Planning, Forecasting, Quality, Safety, Distribution and IT. Produced three, five and 10 year strategic plans for the Operations group. Oversaw U.S. and international corporate purchasing from China, Malaysia, Singapore and India. Managed 3,300 SKU’s while reducing corporate inventories $5 million and improving turns 20% by managing made to order SKU’s. Directly managing six Operations executives with responsibility for 350 employees.

Took customer satisfaction levels from 89.4 to 99.8% by improving productivity, initiating Kanban and Six Sigma, implementing inventory systems, and training cross-functional operators and cross functional teams.

Improved manufacturing capacity and output 3x by using lean techniques, training and procedure implementation. Changed facility layouts for improved flow, inventoried high performing SKU’s, moved low performing SKU’s to custom offline manufacturing, and reduced labor cost through manning reduction.

Improved Quality by developing SOP’s for the organization and consolidation of SOP’s with business acquisition and integration. Improved employee training and implemented incentive program on quality, safety and productivity.

Implemented new forecasting and planning processes reducing corporate inventories and improving forecast Accuracy 23% through new Sales and Operations Planning process(S&OP).

Improved on-time delivery 11% through use of TQM supply chain management, outsourcing, and custom off line fabrication, vendor management and Lean Manufacturing.

Saved 14% by outsourcing to low cost countries of China, Malaysia, Singapore and India.

Review and submit all regulatory documentation including environmental emissions regulated by the EPA. Developed and implemented ISO 9001 policies and procedures for the manufacture of consumer products. Implement and train cGMP Processes and procedures for the facility.

HARTZ MOUNTAIN CORPORATION, Div. Sumitomo Corporation, Bloomfield, NJ 1994-2006 VP of Operations, (All Operations) (2002-2006)

Managed five manufacturing facilities in U.S., Canada and Brazil and three Distribution Centers in U.S. and Canada. Monitored distribution channels of retail chain stores, big box stores, and distributors. Oversaw U.S. and international corporate purchasing. Managed 3,294 SKU’s while holding corporate inventory constant. Full P&L responsibility. Directly managing eight Operations executives with responsibility for 2,100 employees. Highly regulated industry in consumer goods, pharmaceuticals and chemicals.

Took customer satisfaction levels from 87 to 99+% by improving productivity, initiating Kanban and Six Sigma, implementing inventory system and quality, training cross-functional operators and cross functional teams.

Started and oversaw Pharmaceutical division for the Corporation. Developed, trained and documented all necessary process and procedures such as SOP’s IQ, OP and PQ performance qualifications. Ensured FDA compliance with cGMP’s, 21 Code of Federal Regulations and ISO 9001.

Improved on-time delivery 7% through use of TQM supply chain management, outsourcing, and Lean Manufacturing.

Reduced procurement budget 7% by consolidating vendors and working on consignment, bringing the manufacture of products in house including the Blow Molding, Injection molding and Extrusion of materials internally, William Judge 404-***-**** Page 4

Saved 14% by outsourcing to low cost countries of China, Malaysia, Indonesia, and Singapore. Casting of dies (OEM), tools and finished goods for the pet industry.

HARTZ MOUNTAIN CORPORATION (1994-2006)

Vice President Manufacturing and Distribution (2001) – (added responsibilities) Litter Mining, Treats, Extrusion and Warehousing Plant Manager (Bloomfield) (2001) – Chemicals, Pharmaceuticals, Grains and Seeds, Flaking and Pelleting, Collars Manager of Special Projects (2000)

Operations Manager Manufacturing and Distribution (1998-1999) Manager of Food and Aquatics Manufacturing (1997)

Manager of Chemical and Pharmaceutical Manufacturing (1994-1996) AUSTIN NICHOLS & CO. INC., Yoo-Hoo Orangina Soft Drink Division (1991-1994) Production Manager (1991-1994)

Quality Manager / Production Supervisor (1991)

EDUCATION

MS in Business Technology Management, Stevens Institute of Technology, Hoboken, NJ (2003)

- Summa cum laude - Recipient of Stevens Institute of Technology Award for Academic Excellence and Leadership BS in Chemistry & BS in Biochemistry, Upsala College, East Orange, NJ (1991) Languages spoken: Italian, Spanish and Japanese

AFFILIATIONS & CERTIFICATIONS

University of Maryland - FDA Certification Better Processing Schools.

American Institute of Baking Certification (AIB)

Certified Strategic Project Leader (CPL)

Certified Six Sigma Black Belt

Certified Project Manager

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