Supply Chain Professional

ROBERT J. MOYER - CPIM

*** ******** **** • Hudson, OH 44236

Home: 330-***-**** • ******.*.*****@*****.***

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• High energy, creative business executive (MBA) and supply chain professional (CPIM) with significant years of senior management structure • A strong career path of increased responsibility and proven performance in all facets of supply chain and manufacturing management •Results that directly affect the bottom line • Entrepreneurial spirit to drive change and higher levels of performance

• Supply Chain Value Creation • Cost Reduction Initiatives- Multi $million

• Distribution, Freight and Logistics • IT Operations; ERP Implementations

• Customer Service/Finance • Lean Manufacturing/Kanban/Kaizen

• Strategic Planning/Budgeting • Value Stream Mapping/5S/CEDAC

• International Experience- Europe/Asia • International Sourcing – Direct Spend $350 million

• Business Development – Startup and JV • Logistics Network Rationalization

• Manufacturing & Production Management • Multi-Plant/Distribution Center Responsibility

PROFESSIONAL EXPERIENCE

AMREP, INC. – MARIETTA, GEORGIA 2007-2009

$120 million privately held chemical manufacturer supplying the automotive OEM and janitorial markets

Procurement, forecasting, planning/scheduling, customer service, inventory, distribution and IT

Vice President Supply Chain

• Network rationalization project yielded $1.1 million in annualized savings

• Renegotiation of freight rates (parcel, LTL and TL) yielded 10% cost savings

• Executed plan to open 4 new distribution centers and close four existing distribution centers

• Improved on time and complete order metric from 73% to 93% in 6 months

• Managed kaizen project with Toyota generating $13 million in new revenue

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YODER BROTHERS – BARBERTON, OHIO 2004-2006

$110 million privately held horticultural breeder of plant material to big box retailers and intermediate growers

Distribution, procurement, forecasting, planning/scheduling and customer service

Director of Supply Chain

• Physical distribution changes yielded $1.7 million annualized savings in first year

• Implementation of an SOP process reduced cycle time by 29%, fill rate improvement from 87% to 98%

• Cycle reductions to support big box retailers – Home Depot, Lowes, Target, Wal-Mart

• Redesign of supply chain and physical distribution processes to support an SAP implementation

• Value stream mapping and 5s implementation in distribution centers

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EXEL GLOBAL LOGISTICS – HAYWARD, CALIFORNIA 2002-2003

$6.4 billion global provider of freight forwarding, brokerage and supply chain services

Operational improvements across North and South America – 34 locations

VP Operational Development—Americas Group

• Designed the global ERP specifications for the Americas group

• Implemented RF bar coding technology to support time definite services

• Operational improvement project increased productivity from 86% to 93% in 6 months

• Orchestrated the rollout of new sales account management tools and processes resulting in a common customer platform approach across multiple business segments

• Global productivity improvement project yielding $15 million in annualized savings

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FAMOUS SUPPLY — AKRON, OHIO 2001- 2002

$200 million privately held wholesale distributor of HVAC, plumbing and building products

Procurement, inventory, traffic/distribution, and customer service for 24 locations.

VP of Operations-Corporate

• Reduced annual operating expenses by $4.3 million by developing strategic central distribution center

• Created new intercompany transfer system, reducing lead time from three weeks to three days

• Inventory rationalization resulted in a $5.15 million reduction in inventory

• Spearheaded strategic supplier delivery negotiations resulting in 50% increase in inventory turns – 3.9 to 8.1

• Improved order fill rates by more than 5% resulting in improved customer satisfaction and retention

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LAMSON & SESSIONS – BEACHWOOD, OHIO 1997 – 2001

$350 million privately held manufacturer of PVC electrical fittings, conduit and pipe

Procurement, production planning/scheduling, inventory, and traffic/distribution for 7 domestic and 1 Canadian facilities. P & L responsibility

VP Supply Chain Management – Corporate Officer

• Developed and executed the strategic initiative to rationalize the logistics network yielding:

• $4.0 million freight saving annually

• $3.0 million operating expense savings annually

• $1.5 million inventory cost savings annually

• Increased Asian sourcing by 31% , direct spend exceeding $200 million annually

• Developed supplier performance “report card” used to leverage $28.3 million in cost savings over 3 years

• Developed performance metrics in distribution to improve on time, in full, error free shipments to 99.8%

• Orchestrated a $13+ million inventory reduction 6/97-9/97.

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RUBBERMAID (LITTLE TIKES DIVISION) – HUDSON, OHIO 1994 – 1997

A publicly traded $625 million manufacturer of plastic molded toys

Logistics, procurement, production planning/scheduling, inventory, international sourcing, customer service, third party distribution, and IT. P & L responsibility

VP Supply Chain Management

• Leadership role on the SAP implementation team

• Gained approval and implemented the construction of a $15 million distribution center in Hudson, Ohio.

• Project manager for a distribution center startup in Luxemburg and a joint venture in China

• Improved on time delivery from 82% to 97%

• Consolidated supply base by 34%, generating $6.1 million savings (1995) $4.2 million (1996)

• Increased Asia based sourcing by 20% (1995), 50% (1996) with a direct spend of $350 million annually

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NORDSON CORPORATION – AMHERST, OHIO 1988 – 1994

A publicly traded $1.2 billion manufacturer of industrial application equipment

Worldwide logistics, procurement, production planning and scheduling, customer service, manufacturing operations, and distribution systems.

Materials Manager/Manufacturing Manager-Machining & Assembly

• Total responsibility for the worldwide implementation of a fully integrated DRP and COPICS MRP System.

• Established nine focus factories in three plant locations, reducing work-in-process (WIP) inventory 50%

• Positive material price variance for 1992, 1993, 1994 versus a budget of $0 yielding a positive $675K in 1994

• Implemented a supplier certification program and EDI communications

• Developed a centralized European distribution center (startup) in the Netherlands by consolidating 15 subsidiary operations resulting in a 21% reduction in operating costs saving $1+ million annually

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EDUCATION

JOHN CARROLL UNIVERSITY, Cleveland, Ohio

 M.B.A. focus in operations

HOLY CROSS COLLEGE, Worcester, Massachusetts

 B.A. Liberal Arts

UNIVERSITY OF MICHIGAN, Ann Arbor, Michigan

 Manufacturing Executive Program

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