Supply Chain Project

Richard W. Peck

***-** ******** ********, ~ Queens, New York 11435

Home Office: 718-***-****; Mobile: 862-***-**** ~ Email: *******@*****.***

DIRECTOR, MANUFACTURING OPERATIONS

PROFESSIONAL SUMMARY

Senior Executive experienced in general management, multi-site global warehouse operations leadership, supply chain and manufacturing in the US, Poland, Ireland, Mexico and Asia. Broad business experience in technology-based products, services and solutions. Capitalizes on market opportunities to drive revenues, profits and growth. Rapidly identifies operational deficiencies and provides the vision and change leadership to improve performance. Negotiates contracts with labor, suppliers and Service level Agreements (Government and Private). Knowledge of Spanish, Polish (Fluent), Slovakian.

Progressive and diverse record of experience in a variety of industries beverage, food, consumer goods, defence, manufacturing, technology, and product development with background in multiple operational areas including supply chain, purchasing, financial management, accounting, design, engineering, manufacturing, and product development. Core competencies include:

Multiple ERP Implementation Contract Drafting & Negotiating Co-Packer Management

Inventory Management Warehouse Distribution Distribution Network Design

Continuous Improvement Supplier Relationship Management ISO 9001 Implementation

Multi-Site Facility Operation Safety Program Implementation Project Management

Financial Analysis/ Budgetary Creation Business Process Analysis/ Development JIT & Kanban

Material Handling Manufacturing Engineering Lean/ Six Sigma Black Belt

PROFESSIONAL EXPERIENCE

HEAD OF OPERATIONS IBEX ENERGY SOLUTIONS, UNION, NJ 4/2011 – CURRENT

Core Objective:

In the role of the Head of Operations- created and directed the necessary functional departments within the organization. Directed following departments: Project Management, Supply Chain, Logistics, Quality Assurance. Hired and managed a team of professionals and mentor project managers from development of Scope to Close-Out. Develop company Strategic Plan.

• Created, structured and led the Department of Business Planning and Operations (BPO) for Wholesale Energy Solutions, with a mission to establish financial controls, communications tools, portfolio management infrastructure, project execution standards, and talent management processes for a direct team of 50+ people with a multi-million dollar budget.

• Implemented sourcing strategies, both domestic and international, optimizing supplier relationships to ensure continuity of supply, cost containment, consistency of quality and on-time delivery performance.

• SLA and Contract drafting, negotiation and administration; support review of terms and conditions portions of RFPs and assist in preparing proposals and certifications. Negotiate NDAs, confidentiality agreements and other standard form, ordinary course agreements. Create and maintain an efficient and effective contract database and retention program.

• Initiated Lean Six Sigma methodologies (DMAIC) that taught staff to Identify and implement Continuous Improvement in processes to reduce cost, increase quality and delivery through analysis of market trends, benchmarking and qualification of new sources of supply.

• Introduced company-wide purchasing policy with substantial price decreases, alerts senior management on cost impacts, and implements cost-containment alternatives, introduce the economics of Payment of Invoices versus revenue stream utilizing NPV / IRR computations.

• Governed the Annual Raw Material Forecast, along with the Annual Operating Budget.

• Wrote company Strategic Plan, introducing new Energy Conservation Methods that the company could participate in competitively, thereby increasing revenue by over 40%.

• Created Quality Assurance department, and instituted DMS system, VSMs and SOPs for each function within the company. Preparation of company for ISO9001: 2008 registration, certification and audit.

• Developed an internal cross-training program where our staff educates each other in their specific areas of expertise

KEY ACCOMPLISHMENTS

• Reduction of overall costs by 16%

• Inventory Hite Rate increased from 68% to a rolling accuracy of 97%.

• Reduction of On-Hand Inventory 52%

• Introduction of new Energy Conservation Methods increased revenue by over 40%.

• Developed VSM and New Project Stage Gate analysis to streamline entire Project Management to Execution process.

• 90% Projects delivered before projected date and budget. Realizing 6-11% return from operating budget.

Sr. SUPPLY CHAIN PROJECT MANAGER (CONSULTANT), PEPSICO (PCNA) R&D, VALHALLA, NY 2010 – CURRENT

Core Objective:

In the role of the Snr. Project Manager/Consultant the task is to develop and manage team of project planners and their projects within the Pre-feasibility stage of the Project Life. Govern the planning, execution, and finalization of projects according to strict deadlines and within budget. This includes determing alignment and acquiring resources and coordinating the efforts of team members and consultants in order to deliver projects for Pepsico PWF Annual Opearitng Plan.

• Owned overall responsibility for Project Delivery on product reformulation and new product delivery, that is On-Schedule, within Budget and delivers an outcome that is outlined in the approved Scope.

• Project Budget responsibility of up to $15mm. Administered of the period forecast and explanation of variances.

• Independently managed project teams and consultants, through all phases of the project lifecycle from Project Preparation, Pre-Feasibility through Project Closure.

• Transitioned select beverage manufacturing operations in Mexico to an existing facility in China. Provided site specific procurement support to capital and construction projects with Multi-million USD$ spend. Oversaw global procurement, import/export, administration, domestic manufacturing, and logistics /CTPAT compliance, warehousing and shipping. Provided support for IT system that ensured quality improvement.

• Trimmed product costs 15% by utilizing other ingredients Xanthan Gum and Ascorbic Acid in a non agglomerated form.

• Lead a team of Subject Matter Experts (SMEs) in optimizing reformulation of Pepsi Max in Europe and Asia operations.

• Led and directed project managers in Feasibility and Execution Stages. Coaches, mentors and motivates project teams, and performs project on-boarding and side-by- side coaching with new contractors.

• Introduction and application of SAP ECC in assessment process of Pre-Feasibility.

• Responsible for stakeholder management through communication of short-term plans, priorities, and project status to relevant stakeholders, steering committee, executive sponsor, and project team.

• Engaged relationships with Business Unit partners and DU stakeholders/ business partners on the project.

• Created solutions to address & remove obstacles and define alternatives to keep the project moving forward. Identify, assesses and manages risks to the success of the project and proactively escalates risks and issues to senior management and PMO.

KEY ACCOMPLISHMENTS

• Reduction in Pre-Feasibility Project Assessment from 4 months to 3 weeks resulting in a 35% decrease in man-hours.

• Created Pre-Feasibility to Feasibility Tracking Report, Pre-Feasibility Status Scroll, and Project Complexity Tool.

• Reduction of product costs by 15%. Multi-million dollar saves. Agglomerated to Non-agglomerated Form of materials.

• Implementation of SAP MM to extract necessary information, such as Shelf life, Lead Time, Volume per Period, etc.

• Developed VSM and New Project Stage Gate analysis to streamline entire Project Management to Execution process.

Sr. OPERATIONS & SUPPLY CHAIN MANAGER, NEW BREED LOGISTICS, NORTH HAVEN, CT 2009 – 2011

Client Companies: Sikorsky Aircraft Company, Pratt & Whitney.

(1) Instituted Lean / Six Sigma Management philosophies and methodology in facility’s supply chain to attain KPIs. (2) EDI implementation with focus on achieving efficiency while increasing productivity. (2) Introduced Continuous Improvement, and drove CI efforts, through Kaizen events and initiatives {Visual Factory, 5S, VSM}. (3) Developed logistics, supply chain planning, and spatial analysis for product flow to support proper supply chain processes and workflow optimization. (4) Implemented processes, programs and practices that eliminated wastes and reflect in cost savings to the company’s operation while maintaining the staff, throughout a down economy. SAP WM, PP expert.

• Builds relationships with client and internal stakeholders to understand supply chain demands, to become a “trusted advisor”.

• Manage 500,000 square foot facility with 6 member management team direct report (Receiving, Inventory Shipping, Kitting, Manufacturing Engineers, Small and Large Parts Helicopter Manufacturing) and 154 personnel.

• Oversee the daily, mid-range and long-term planning and supply chain operations for the company, while interfacing with and managing difficult situations with suppliers and internal customers.

• Introduced and directed the implementation of Lean Six Sigma Methodology. Insured Plans were implemented to support requirements.

• Ensured compliance with government contract requirements and administration of Service Level Agreements (SLA). Managed contract change control process and partner vetting process. Active knowledge of governmental procurement methodology and policies.

• Implemented and established vendor appraisal system, vendor rating and lead time adherence whilst team evaluated vendor quotes and services for all purchased products/services. Established EOQ Policies. Executed DD250 shipment form for materials shipped to active theatre in Afghanistan and Iraq.

• Experience with DOD contract negotiations, for Rework, and OEM subcontractors.

• Assured compliance with UTC's A.C.E. program’s Quality expectations. Attaining Silver. Best in Class.

• Realized $172,000 savings over two (2) years on Powered Industrial Equipment rentals and PMs.

KEY ACCOMPLISHMENTS

• 33% increase in efficiency.

• 15% reduction in waste in movement.

• 22% reduction in wasted man-hours.

• Increase Cycle count accuracy from 78% to 99.03%.

PLANT MANAGER/ (CONSULTANT), MANUF. & SUPPLY CHAIN, GENJI INC., LONG ISLAND CITY, NY 2008 – 2009

Client Companies: Whole Foods Markets, Prêt-A-Manger.

(1) Developed facility restructure floor plan and build strategy, to accommodate the assembly of dressing line.(2) Established purchasing protocol and introduced proper purchasing management system to department, reducing waste in spent dollars. (3) Developed proper supply chain process through to client, whilst improving efficiency and productivity. (4) Established program goals, objectives, and planning development activities that ensured delivery of product in accordance with the business plan.

• Negotiated raw materials, packaging and logistics (3PL) contractual agreements.

• Implemented and established vendor appraisal system, vendor rating and lead time adherence whilst team evaluated vendor quotes and services for all purchased products/services. Established EOQ Policies.

• Aggressively cut cost of goods sold (COGS) more than 6% annually and operating expenses over 10%, greatly enhancing the company’s weighted gross margin and overall profitability.

• Improved quality yield from 98.2% to 99.7% and line fill delivery rate from 95.8% to 99.6%.

• Manage existing and foster new OEM supplier relationships for Warehousing processes and technology.

• Developed Warehouse/Inventory management system and employed such in coordination of stockroom, receiving, and inspection and shipping functions to create order fulfillment efficiencies.

• Devised efficiency tracking and analysis tools used to monitor service level agreements based on cost/price, organizational risk, supplier performance, and diversity metrics.

• Increased sales forecasting accuracy, in highly seasonal business, by using retailer point-of-service (POS) data.

• Oversaw the daily, mid-range and long-term planning and manufacturing operations for the company.

• Instituted clean room environment, SSOP, GMPs, administered HACCP, and brought facility to ISO9001: 22000. Begun research and negotiations on contracting SQF auditors to bring facility to accepted SQF standards.

KEY ACCOMPLISHMENTS

• 60% increase in efficiency.

• 34% reduction in waste materials.

• 22% reduction in wasted man-hours.

• 38% increase in sales of dressing.

• New client- approx. 3% increase in overall frozen foods revenue.

• Kosher Certification in 60 days. This increased sales an additional 25%.

DIRECTOR OF OPERATIONS/SCM, J.I.LOURDES SP. Z.O.O, WARSAW, POLAND 2001 – 2008

Client Companies: Pepsi Americas, Grace Foods, Schweppes-SNAPPLE Iced Teas

Area of Responsibility: Central/Eastern European Operations, Warsaw, Poland/Budapest, Hungary/Prague, Czech Rep.

(1) I executed senior level management of CEE distribution, logistics and warehouse practices. (2) Led and administered Business development that launched multiple successful product market entry. (3) B2B/ B2C multi-warehousing. (5) Capital Investment strategizing. (4) Planned 14 distribution locations throughout CEE supported by 12 cross-docks operated by regional third party transportation and warehouse providers.

• Led negotiations in acquiring the largest ever European wide distribution contract from Schweppes International for SNAPPLE products.

• Develop, Conceptualize, and deploy Best Practice Tools for warehousing operations and achieve broad-scale deployment across both plant and satellite warehouses in both beverage and foods operations.

• Determined and Managed of overall production plan, material handling and monitored attainment of goals, while both developing and maintaining budgets. Co-Packer/ Contract manufacturer negotiation and management.

• Managed major customer start-up including network design, equipment acquisition, manager and driver recruiting, and implementing administrative processes and performance metrics. Oversaw all programs prior to implementation. (Production/bottling line building, beverage manufacturing automation, and operation. PET adaptation, Flash Pasteurization, ISO.)

• Managed suppliers including: supplier approval processes, performance evaluations, supplier corrective actions, and cost reduction for first 1st time manufacturing of products in mainland Europe, along with building system, and overseeing publication of Standard Operating Procedures. Evaluations of co-packers/ contract manufacturers.

KEY ACCOMPLISHMENTS

• 45% increase in annual (2006) revenue due to negotiated and executed co-brand promo.

• Pepsi Americas Multiple New Products Market Entry

• $500K /28% reduction in logistics over 3 years spending from conducted rate comparison.

• Capital investment savings in excess of $8 mil USD, due to my change in company direction.

Professional Experience Prior to 2001 (Detailed information available upon request)

REGIONAL OPERATIONS/ SUPPLY CHAIN MANAGER Product Manufacturing- Multi Plant 1999 – 2001

CADBURY SNAPPLE BEVERAGES, White Plains, NY

SENIOR PROJECT PLANNER Space Shuttle Fuel Heating System 1996 – 1999

COX AND COMPANY, Manhattan, NY

PRODUCTION PLANNER Mars Observer, Dept. of Defence Satellites 1992 – 1996

LOCKHEED MARTIN ASTRO SPACE, West Windsor, NJ

EDUCATION College of Arts, and Sciences, C.U. - Engineering Technology B.Sc [4.0]

The College of New Jersey, - Bio-Chemistry, [3.66]

U.S. Air Force, - Logistics & Supply Chain Management, A. Sc [4.0]

Heriot Watt University - MBA/DBA Program, Strategic Planning (2012)

LANGUAGES English, Creole and Polish (Speak, Read & Write Intermediate). Slovakian, Spanish

(Speech and Read only), German (Beginner Studies)

ACCREDITATION/SOFTWARE CPIM, Microsoft Office (Word, Excel, PowerPoint, Access, Project); Quattro Pro; WMS/TMS, C++, and COBOL Programming. ERP, EMS, SAP ECC: MM, PP, Manugistics, AS400. Lean Six Sigma Black Belt.

MILITARY SERVICE U.S. Air Force: Supply Chain and Logistics. US Air Force Airlift Command, Material Movement

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