Director Sales and Operations Planning

William H. White

**** *. ******* ******, **. Charles, IL 60174

Home: 630-***-**** Cell: 815-***-****

*********@***.***

PROFESSIONAL PROFILE

Energetic, results-oriented leader with management experience in both traditional and matrix organizations. Broad experience in a variety of manufacturing functions and disciplines both in single and multiple plant environments. Highly effective in motivating and directing employees, with exceptional leadership, communication and interpersonal skills. Primary areas of expertise include:

Lean Manufacturing

Business Planning

Global Operations

Project Management

Negotiations

S&OP

Leadership Development

Supply Management

Inventory Management

Customer Service

Applications Engineering

Six Sigma Certified

Logistics

PROFESSIONAL EXPERIENCE

Johnson Controls – Milwaukee, WI

2005 – Present

Johnson Controls, manufacturer, of HVAC and refrigeration products, safety, security and services.

Director Sales and Operations Planning/Material Control 2008 - present

Responsible for implementing and the process/program management of sales and operations planning in the Building Efficiency Sector and ADTi.

Developed the tool sets, methods and reports to be used regarding Sales & Operations Planning process.

Developed and deployed the applicable KPIs to measure the effectiveness of the S&OP process and

Business processes.

Evaluated the performance of global BU sites’ material planning and inventory management processes, tools, and methods. Developed a demand forecasting process, deployed and trained.

Managed a 20% reduction in inventory

General Manager 2005 – 2008

Responsible for the P&L of the commercial and industrial airside refrigeration product group. Scope included: Sales, product management, customer service, engineering, supply chain, demand management, warranty, field service, aftermarket, project management and order fulfillment and multi-plant operations.

Rationalized manufacturing facilities, from two facilities to one, successfully integrating a new product line into our Mexico facility. Resulting in reducing fixed and variable cost by 20%

Developed strategic business/market plan to reverse 3-year loss, achieved profitability in 2008

Completed successful reengineering of commercial product line, improving profitability by 15% and lowering cost by 30%.

Turn field service into a for profit group

THERMO KING CORPORATION – Minneapolis, MN 1990 – 2005

Thermo King, a division of Ingersoll Rand, a 1.2 billion manufacturer of transport refrigeration equipment.

Plant Manager 2004 – 2005

Manage a unionized workforce of 200 hourly and 21 salaried employees in an original equipment business. Scope included, machining, fabrication and assembly of mechanical components. Responsibilities included, materials planning, manufacturing operations, facilities management and engineering.

Increased productivity by more than 10 percent using lean manufacturing techniques

On time delivery improved by 25 percent

Improved business forecast accuracy by 52%.

Director, TK Global Aftermarket Operations 2001 – 2004

Responsible for the operations management of 16 Aftermarket Manufacturing Plants and Distribution Centers located around the world, generating $230 million in sales. Scope includes: customer service, materials planning, forecasting, purchasing, warranty, order fulfillment and manufacturing.

Inventory turns improved by 40%, 2.2 to 3.1 while improving first time fill rate from 91% to above 93%.

Implemented a lean supplier process for five key suppliers, achieved average lead-time reduction of 75%.

Completed successful recertification of ISO 9001.

Establish formalized sales and operations planning process to improve production planning and new product introduction

Created a Free Trade Zone improving process cycle time and reduce import cost.

Rationalized US DC network from two facilities to one, successfully integrating three new brands into one DC resulting in dramatic savings and improved customer service.

Improved productivity from $1.5 million to $3.5 million annually.

Developed a network optimization program to reduce cost and improve customer service levels.

Plant Manager 1998 – 2001

Managed a unionized workforce of 300 hourly and 17 salaried employees in an original equipment components plant. Scope included, machining, fabrication and assembly of mechanical components. Responsibilities included, sales, customer service, materials planning and process engineering.

Reduced defects by more than 50 percent.

Improved employee morale, as a result, negotiated a favorable four-year labor contract.

Developed five-year strategic business plan focusing on 10 percent per year growth with 15 percent per year productivity improvement.

Reduced inventory by 31 percent.

On time delivery improved by 18 percent.

Increased productivity by more than 20 percent.

Participated in a network review reducing plants from 15 to 11.

Customer Service Manager 1994 – 1998

Managed the activities of the Customer Service operations for this $700 million original equipment business. Scope included shipping from six plants to the Asia Pacific and Americas markets. Responsibilities included, sales and operating planning, forecasting, call center management, product application, order entry, scheduling, shipping and invoicing, marketing programs, OEM coordinator, and new product introductions.

Lean/re-engineered department to improve process time from 45 days to two days.

Staff won Customer Award, first time in five years.

Implemented new order management software, on time, under budget, with no loss sales or negative impact to customers.

Improved on time shipping performance by 15 percent, while reducing finished good by 30 percent.

Manager, Materials and Production Planning 1990 – 1994

WESTINGHOUSE ELECTRIC, INC. 1981 – 1990

Materials Manager, Construction Equipment Division – St. Louis, MO 1988 – 1990

Supply Manager, Distribution and Control BU – Greentree, PA 1985 – 1988

Senior Buyer, Transportation Division – West Mifflin, PA 1982 – 1985

Buyer, Commercial Air-conditioning – Stanton, VA 1981 – 1982

PROCTER AND GAMBLE, INC. – Cincinnati, OH 1978 – 1981

Brand Manager, Toilet Goods Division

EDUCATION

Bachelor of Science in Chemistry, Minor in Math and Computers – Howard University, Washington, DC

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