Manager Sales

MICHAEL G. BASAK

**** ***** **** **

Marietta, GA 30062 Cell: 630-***-****

Website: https://www.linkedin.com/in/michaelbasak/ Email: *********@***.***

Mission: A proven lean leader that has an established record of successfully delivering results, creating high performance teams, creating a culture of empowerment and innovation. In search of an executive position to lead a team through transformative times to maximize profitability and shareholder value.

Experienced in:

Supply Chain Management – Manage Multiple Departmental Operations – Strategic Planning – Execution Skills – Inventory Planning & Reduction – P&L/Budget Management – Customer Service - Account Management – ISO Management & Implementation – Lean Continuous Improvement – Project Management – Financial Analysis – Mentoring – Environmental Management – Contract Negotiations – Program/Project Management – Portfolio Management –Vendor Management – RFP/Q Management – Commercial Negotiations – Sales Support – Sales & Operations Planning Process Management- Systems Management – Transportation Management

Industry Training:

Root Cause Analysis – Continuous Improvement - Lean Operating Principles – Facilitate Kaizens – Implement 5 S Activities - ISO Program Management – Occupational Health and Safety – Leadership Development – MB Leadership Academy 1&2 - PMBOK 4th Edition Project Management Training - Value Stream Mapping – Business Continuity/Recovery Development – Sales and Operational Planning

CAREER HISTORY

MBUSA July 2014 to present

Department Manager Supply Chain Management Oct 2018 to Present

Responsible for planning, purchasing, and replenishment of nearly 250K active SKUs, Purchasing $3Bannualized in aftermarket parts for MBUSA, MB Canada, & MB Mexico; Managing $400MM in on hand inventory; Managing domestic and international transportation service lanes; Manage $150MM in annualized transportation spend; Responsible for SAP ERP and Blue Yonder systems and strategic roadmaps; Master data management and improvement; Lean implementation and continuous improvement; 5 direct and 36 indirect staff members; System segregation of duties and compliance

Key Accomplishments:

Implemented Star Hub – reduction of $6MM in annualized trans spend

Extended Lean Standard to Home Office

Implemented Transportation visibility; reduction in air freight/improved ETAs

Led organization in $50MM in inventory reduction post COVID

Created ONE Network for North America – reduced NA Inventory by $10MM increased service levels by 2%

Achieve industry #1 service levels in Carlisle 2019

Department Manager Parts Distribution Center July 2014 to Oct 2018

Responsible for operations and distribution of aftermarket auto parts to Mercedes Benz dealerships; Manage a facility consisting of 307,000 sq. ft. of a distribution and cross dock functions, 45 pieces of facility equipment, 29 hourly associates, direct a team of 8 operational and office personnel; responsible for managing all costs and service level requirements for the PDC; $32 MM in inventory, $600k-$700K daily revenue for MBUSA; help service 100 dealers in the MBUSA network

Key Accomplishments:

Implemented Lean & revamped ISO standards for PDC Network

Oversaw 20/20 Construction Project Locally

Decreased error rate by nearly 60% from 2015 to 2016

Helped with developing 3 year strategy for the PDC Network

Benchmark metrics: Achieve #1 PDC Globally throughput & quality

Menlo Worldwide Nov. 2006 to July 2014

Director of Operations

Primary responsibilities are: Managing several teams responsible for implementing new logistics solutions for Menlo and its customers with a portfolio worth approximately $600M in annual revenue; Directly managing 4 different workgroups with 10 direct reports and 130 indirect reports; Manage and direct 3 strategic accounts that equates to 7 different physical locations, $250M in transportation spend and $95M in warehouse revenue annually; Developing and executing several operational strategies and programs that impact global operations; Manage $120M in spend for temporary labor for Menlo Responsible for product and program development for Menlo’s Emergency Services Products; Negotiate national temp labor agreements; Manage Menlo’s Real Estate Strategy; Hands on Global Implementations in following countries: Singapore, Great Britain, Canada, Mexico, the Netherlands, Belgium, Brazil, China, & Czech Republic

Key Accomplishments:

Developed & executed Temporary Vendor Strategy that has led to a $1.38M in annualized savings via rate reductions

Critical Sales Support lead on following accounts: Nike (Mexico); Hilti; City of NY; Amazon (US/Czech Republic); Caterpillar (Global); Triumph (Canada); NCR (Brazil/Georgia)

Lead Team responsible for supplying NYC shelters during Hurricane Irene and Superstorm Sandy

Implemented technology to allow automated data capture of labor hours to support Menlo’s labor planner tool which has netted YTD $465K in reduction of labor

Help implement Agile IT development cycles to reduce average implementation cost from $350K to $245K per project

Team lead and co-developer of Sales & Operations Planning process which has helped increase on time start from 83% to 93% from 2008 to 2010

Led operational recovery efforts and implement enhanced return process for Nike Mexico to avoid $800M year-end reported miss

Chrysler Corporation (aka. DaimlerChrysler AG) Apr 1994 to Oct 2006

Facility Manager – Across U.S.

Primary activities included plant restructuring, business plan development, dealer interface for the market region, G&A budget, inventory control and management, leadership placement, operational execution, departmental cost and non-labor budget responsibilities, customer service and response, facilitate Kaizen activities, cultural change agent, new warehouse management system launch, project management, environmental waste reduction and management, health and safety compliance officer and regulatory

interface, chief labor relations liaison and negotiator, local vendor contract negotiator, Sarbanes-Oxley compliance, and leadership development.

Key Accomplishments:

Restructured logistic sequence and routing that lead to $200,000 year cost savings in dedicated delivery transportation costs

Implemented WMS conversion from RS 6000 to Dview with zero service impact to fill rate or on time delivery

Negotiated 2006 Local Labor Agreement which resulted in favorable labor language that translated to $283k in labor efficiencies and overtime savings

Assisted Mopar HQ with regional network redistribution and rebalancing drove $1.3M in annualize labor & transportation savings in 2005

Reduced $3.1 million dollars annually in transportation costs by standardizing load process to maximize trailer cube without adding burden to the receiving customer.

EDUCATION & COMPUTER KNOWLEDGE

Masters of Science in Administration, International Business Administration

Central Michigan University – Mount Pleasant, MI.

Bachelor of Science, Finance

University of Delaware – Newark, DE

PMI Member – Since September 2009

PMP certification as of September 3, 2010 - PMP # 1356331 (expired)

Systems & Applications:

MS PowerPoint, MS Visio, MS Word, MS Excel, MS Access, MS Project, MS One Notes, Lotus Notes, Adobe Standard, IBM Distribution View, PeopleSoft, TRACS, TEACS, CHAMPS, Catalyst’s RS6000, Telnet, ODS, Metrics Manager, SIMS & Provia WMS 7.0, Primavera V3 & V6, Oracle Transportation Management 6.2 Taleo, eVSM, Dow & Boston Scientific’s SAP; SAP Paragon (MBUSA); Blue Yonder’s JDA, SAP TMS, Tableau, and Alteryx (functional).

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