Experience



James HillNew York, NY · Phone: 331-431-3488Jameshill5@Senior Supply Chain Executive with a proven track record building teams, driving continuous improvement, and delivering results across end-to-end global supply chains including manufacturing & assembly operations. Demonstrated agility, moving across industries with Public and Private Equity owned companies and delivering consistent results in financial performance, customer experience & strategic initiatives, while building foundational capability in people, systems, & processes. A passionate and committed executive well respected for personal integrity and effective communications. ExperienceApril 2018 – dec 2019EVP, Global Supply chain, Drive medical, port washington NY.Accountable for end-to-end Supply Chain including Strategic Sourcing for direct & indirect materials (US, China, & Mexico), Demand, Supply and Inventory Planning (forecasting, SIOP, & Lifecycle Planning), Manufacturing (4 plants), Distribution (5 N.A. DC’s), Logistics, Quality Control, supplier factory Compliance (ESG, ISO13485, FDA), and Continuous Improvement. Restructured global sourcing including upgraded leadership and set up of a rep office in China Completed supply base segmentation, rationalized the supply base, and established Value Engineering protocol that delivered 5%+ run rate savings along with improvements to payment terms and lead times Defined & executed a systems framework (SAP IBP Supply & Demand Planning and a Supplier portal), improving lead times, forecast accuracy, and S&OP. Delivered improvement in inventory management (+1 turn) and at-once inventory availability while improving transactional efficiency and transparency Upgraded manufacturing leadership, worked with them to deploy Lean principles resulting in 20%+ improvements in productivity (units per employee hour & floor space) & consolidated sites from 5 to 4Executed a move to a 1million sq. ft. multi-purpose facility including S.E. Distribution, manufacturing and Feeder warehouseUpgraded Logistics leadership & worked with them to define & execute strategy including negotiations on inbound & outbound rates, managing HTS codes and reducing tariff & transaction costs with our customs broker, added weekly reviews of inbound containers with DC’s to improve resource planning (space & variable labor) and reduce costs (chassis & per-diem fees), and reduced outbound costs by updating rate- shopping & implementing parcel bundling and order consolidationJan 2017 – april 2018Chief operations officer, exemplis / sit on it seating, cypress ca.Led operations including manufacturing in the U.S. and Mexico, direct & indirect Strategic Sourcing including an office in China, Manufacturing Engineering, Quality, Compliance, Facilities, and a Continuous Improvement team. Manufacturing operations included cut & sew and assembly operations that produced over 7,000 chairs per day in the US and lobby lounge furniture in Tijuana, Mexico. Headed Sourcing of components and finished products in Asia including height adjustable benching, desks, & conference table bases, monitor arms, power, & other products. Defined and launched a disciplined operating system based on Lean principles and yellow belt program, resulting in efficiency improvement and savings of >$25K per projectManaged through the launch of a new ERP system (Microsoft Dynamics AX)Completed a network design project to define the future-state manufacturing and distribution footprint Implemented a corporate Environmental-Social-Governance (ESG) program including supplier compliance standardsEstablished supplier collaboration protocol including scorecard criteria and quarterly business reviews Brought in indirect procurement resources, delivering immediate cost and service improvements Worked with product development on design standards to improve Design-For-Manufacturability (DFM) & with Customer Service on customer scorecards and feedback loopsMet or exceeded all goals across COGS, direct labor, manufacturing efficiency, inbound and outbound freight, customer service, quality, and safetyoct 2014 – april 2017EVP, global operations, wilton brands, woodridge IL.Accountable for all aspects of operations including 3rd party manufacturing, direct & indirect Strategic Sourcing, Quality, Compliance, Distribution, Logistics, Customer Service, Demand-Supply-Inventory Planning, and EHS&S. The team included 650 people in the U.S., China, India, and Canada who managed 23K skus from >200 suppliers in 10 countries. Managed three company-run DC’s in the US and three 3PL-run DCs in Europe, China, & Australia. Member of the executive staff, reporting to the CEO, and on the 401K and IT steering committees.Restructured the organization including two offices in China and manufacturing facility in India Established protocol to drive value engineering and design-to-value in coordination with product development teamsWorked with product development to integrate and align design and NPI processes across key stakeholders and suppliers in AsiaDelivered >$2.5MM in savings during the first eight months at the company and built a roadmap to capture 5%+ in savings over the subsequent two years Developed indirect procurement capability from the ground up that delivered incremental savings and established related governance Refined S&OP routines and collaborated with customers to improve fulfillment cost & fill ratesDelivered significant improvements in working capital through negotiations, lead time reductions, and inventory programsImplemented a cloud-based supplier portal, improving collaboration & reducing transaction costsjul 2011 – oct 2014svp, integrated supply chain, targus group int’l, anaheim ca.Led global operations including strategic sourcing, quality, distribution, logistics, compliance, packaging, and customer service, along with product development resources in Hong Kong. The team included leadership located in subsidiary operations in the U.S., Europe, Canada, Hong Kong, and Australia and a Global Sourcing Group located in Hong Kong and Shenzhen, China. Delivered improvement in all areas including time-to-market on new product launches, targeted reductions on cost of goods, DC Safety incident rate, and logistics costsDeveloped a systems strategy and deployed a cloud-based solution to automate PO transactions and postponement of inbound shipmentsRestructured the China-based sourcing, quality, and compliance team and consolidated portions of purchase order management in ShenzhenDeployed Lean practices in our DC and supplier manufacturing operations and developed a low-cost country manufacturing strategyStandardized reporting, metrics, and management routines and implemented formal S&OP protocoljan 2006 – jul 2011vp global supply chain, callaway golf, carlsbad ca.Led global supply chain operations across all product categories (hard & soft goods), supporting manufacturing in the U.S., Asia, and subsidiary operations in 10 countries. Led restructuring of US golf club assembly operations and the move of those operations to a new facility in Mexico. Established and implemented the “Callaway Operating System” (COS) based on tools from Lean/TPS to drive improvement across assembly operations. With this in place, the team delivered improvements in safety (>50% reduction in incident rate in first year), quality (improvement in AOQ from >5% to <1%), productivity (>25% improvement), attainment, and continuous improvement (kaizen, 5S, visual factory)Completed site selection, fit-out, and move of assembly operations (350 positions) from California to Monterrey, Mexico, resulting in operating savings of >$6MM/yearStrategic Sourcing delivered over $30MM in direct material savings over three years, significant reductions in the use of air freight, 25%+ reductions in component lead time, and as much as 75% reduction in finished goods replenishment cycle times for subsidiary locationsWorked with Asian based suppliers on product development, value engineering, and manufacturing processes improvements including investment casting, forging, forming, injection, compression & bladder molding, electronics contract manufacturing, & cut/sew operationsCollaborated with regional management to implement SAP Supply Network Planning and related processes and restructured supply chain teams in the US, Japan, China, and EMEA Established a regional operations team in Guangzhou, China Implemented a global S&OP processoct 2004 – jan 2006sr manager, strategic sourcing, biogen idec pharmaceuticalsAccountable for directing non-cGMP (indirect) purchasing services supporting Biogen Idec’s primary sites in Cambridge and San Diego.nov 1998 – oct 2004director, supply chain, jds uniphaseAccountable for all aspects of Strategic Sourcing, managing annual spend of $200+. Developed standards for strategic sourcing & supplier management, supplier engineering, quality control, and materials planning. Supported integration of acquisitions including manufacturing rationalization and transfer to in-house and 3rd party contract manufacturers across SE Asia. Helped develop and execute a new product stage gate process.jun 1997 – nov 1998purchasing manager, compaq computerManaged 16 Planners supporting a full range of material, including PCBAs, Power, Storage, Enclosures, Hardware, and Cables utilizing SAP’s ERP/MRP from domestic and overseas suppliers. Participated on supply chain integration teams to establish best practices between Compaq, Tandem, and Digital Equipment Corp.jul 1990 – jun 1997purchasing manager, toyota (NUMMI – Toyota/GM joint venture)Managed a group of five Commodity Managers responsible for $1 billion in annual spend on electrical and mechanical components and assemblies for domestic production, export, and service. Significant experience in Japan to complete training in the Toyota Production System (TPS) and managing cost planning for future generation vehicles. Educationjune 1990bs business administration, cal state university, haywardEmphasis in Purchasing & Materials ManagementSkillsAsia & Mexico Sourcing & ManufacturingManufacturing Operations LeadershipApplication of Lean/TPSInventory managementLogistics optimizationDistribution Center (DC) managementProcurement optimization (procure to pay)New product introductions (phase gate)Private Equity turnaroundsTeam building & developmentNegotiations (direct, indirect/services, leases)Global organization restructuring & site consolidationSales & Operations Planning (S&OP)Competitive assessments & Value EngineeringEnvironmental, Social, Governance (ESG) Fulfillment network designCustomer Service (order to cash cycle)Acquisition due diligence & integrationActivitiesOperations Executive Education Program – Harvard Business School, 2007Advisory Board Member, Supply Chain Management Institute -University of San Diego 2010-2014LinksLinkedIn: Website: ................
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