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James Berglind is a Director of Operations and Supply Chain who has comprehensive experience analyzing, designing and leading high-impact, multi-million dollar strategic initiatives, creating real cost, margin, cash flow and capital management improvements.
JAMES M. BERGLIND (708) 359-0750 firstname.lastname@example.org DIRECTOR VP OPERATIONS SUPPLY CHAIN PROFILE Comprehensive experience analyzing, designing and leading high-impact, multi-million dollar strategic initiatives, creating real cost, margin, cash flow and capital management improvements. Transforming organizations from bottom quartile to best-in-class. Effectively design, plan, implement and train staff and managers in operational improvement programs leveraging Lean, Six Sigma, Business Process Reengineering, Benchmarking and Best Practices to produce significant and sustainable results. Design and leverage manufacturing systems to streamline all major functions including engineering, production forecasting, scheduling, asset utilization and operations management, maintenance and reliability, quality and in-plant / ex-plant distribution. Strong background in Supply Chain Optimization; implementing S&OP, systems enhancements, supplier and customer management practices. Greatly improve logistics and distribution methods to reduce cost, shorten cycle time and increase competitiveness. Skilled in designing and implementing disciplined, effective project management processes to improve cycle time, reduce cost, drive continuous improvement and free up capital. MARX CONSULTING GROUP Grand Rapids, MI 2007-2012 Director – Operations Supply Chain Strategy Gas Transmission and Storage Division of Fortune 500 Utility Drove the transformation of a $1B division with underperforming assets across 18 states, and an underperforming management team. Worked in partnership with the executive team, involving over 200 resources to raise the organization from the bottom quartile of their industry in growth, reliability, safety, cost and project management performance. Structured and implemented a strategic alliance with an external consulting company to overcome cyclicality and atrophy of skills within the client, resulting in a $30 million cost reduction. Established the alliance’s operating structure and business agreement from zero. Redeployed 40% of engineering resources and reduced full time contractors/consultants by 95% through the reorganization of Engineering and Construction to leverage the alliance, eliminate waste and transfer work back to capable resources inside the company. Achieved 100% deliverability with no customer outages through an operational and equipment reliability and safety program. Program moved the client from “worst operator in the US” to top collaborator with industry regulators. Streamlined the lifecycle of capital projects by 40-50% for $400 million annual capital spend, while freeing up $50-100 million per year by reducing overruns through a new structured and disciplined capital project management process. Aided the launch a growth opportunity within the division to take advantage of new technology and their unique asset footprint (in the Appalachians). Established business operating processes, staffing requirements, infrastructure support needs and management structure to run a $100 mm business. JAMES M. BERGLIND - 2 JAMES LEADERSHIP, INC. Palos Heights, IL 2003 – Present Vice President – Operations and Supply Chain Consulting A $1.1 billion Logistics Company Designed and implemented operational and supply chain improvements to meet a significant increase in demand, leading a team of eight consultants. Organization was facing a 33% cumulative annual growth in revenue, volume and margin with current worldwide facilities and personnel at maximum capacity. Optimized the supply chain through operational changes to achieve the 33% growth target with no increase in supply chain cost, facilities or personnel. Improvements required changes in sales, labor utilization, operations, systems, service offerings, maintenance, marketing and management. Identified a 30% improvement in customer service and order fulfillment cycle time through changes to facilities and network design, material handling and maintenance practices, and distribution management processes throughout the one-million square foot master facility. Initiated a Lean 6 Sigma improvement program across major facilities and met the 33% growth target. Fibers Division of a $6B Chemical Company: Implemented a structured S&OP (Sales and Operations Planning) process, greatly improving operations capability and sales forecasting accuracy over 5 facilities, utilizing 6 cross-functional teams. A $2 billion division was facing a 15% EBIT shortfall in a company emerging from Chapter 11, and yet needed stability in revenue and EBIT to assure financiers of long-term viability. Recaptured $12 million in lost EBIT through S&OP, integrating production planning, reporting and inventory management. Balanced and streamlined supply with demand, and improved relationships and visibility with suppliers leading to increased product runs, reduced changeovers and more material produced in the optimum-manufacturing zone. Analyzed and established optimum operating capabilities and capacities across 5 facilities, while integrating improved forecasting data and increasing production 10-20%, while decreasing unit cost. Captured $25 million in additional product margin though sales forecasting integrity improvements and the integration of supply chain planning with customers’ demand plans. CAP GEMINI ERNST AND YOUNG Chicago, IL 1984 – 2002 Principal – Supply Chain and Manufacturing Results Delivery Service Parts Division of Big Three Automotive Manufacturer Strategized and designed operations excellence initiatives that improved the division’s “last in class” performance as measured by efficiency, customer service and cost. Spearheaded a consulting team of 15-25 resources across the $6 billion Service Parts Division to attack 15 different initiatives over 5 years, with the division ultimately achieving “best in class” status. Achieved an $18 million net benefit (primarily labor) by simultaneously and uniformly addressing productivity (30% improvement), schedule attainment (20%) and throughput (15-25%) across three facilities (3000+ people and 7 million square feet total). Implemented lean practices including 5S, Kaizens, Value Chain Mapping, etc., through all primary operations at the processing centers, resulting in an additional $6 million of cost and productivity improvements. Generated a $170 million inventory management cash flow reduction with a net cost benefit of $25-30 million by implementing improved ordering decision logic, revamping supplier/contract management practices and improving visibility tools to monitor and attack excess material purchases. Improved customer service delivery by 33% through supply chain enhancements, taking client from “worst in class three plus weeks” to industry standard of two weeks. Streamlined logistics, distribution, shipment management (integrated with the 3PL) and local distribution facilities material handling processes. JAMES M. BERGLIND - 3 Fortune 50 Manufacturer of Chemicals, Plastics and Industrial Gases Created a comprehensive Production Management System for the $1.5 billion specialty chemical division, with antiquated, inefficient and costly manufacturing facilities, which was failing to capitalize on potentially high margin “Specialty” products. Directed a 16-member consulting team analyzing, designing and implementing processes and practices to enhance operations, delivery, competitiveness and profitability. Designed a manufacturing management system after benchmarking best in class, then implemented through the client’s newly-established, business-centric work teams. Developed discrete processes and clarified responsibilities and accountabilities (RACI) across all functions and activities involved in manufacturing including maintenance, production, scheduling, SPC, process engineering, safety, in-plant and ex-plant distribution, quality assurance and plant management. Reduced costs by $12 million, improved quality and increased production with no increase in facilities or personnel. Project's success led to implementation of the “Production Management System” across all seven of the company's major production facilities, employing over 10,000 and resulting in $5-15 million in annual benefit at each facility. Fortune 50 Manufacturer of Chemicals, Fibers and Petroleum Products Transformed the operational and business process of a $400 million division, resulting in $39 million in direct benefits. Led a 40-member consulting team to assist the market leader, faced with declining profitability caused by increasing costs, new entrants to the market, antiquated facilities and outmoded manufacturing and inventory management practices. Fixed cost reductions totaled $15 million after plant operational and maintenance improvements, along with implementation of new supply chain, production management and inventory management processes. Accompanying yield, throughput and quality improvements accounted for $6 million across three manufacturing facilities. Increased revenue contributed $18 million in margin through rationalization of the division’s product line, and the integration of new streamlined sales and marketing practices with supply chain planning. PRIOR EXPERIENCE RELCO EQUIPMENT COMPANY Joliet, IL Sr. Engineer and production scheduler for this locomotive leasing and remanufacturing company. COLLINS, MILLER and HUTCHINGS Chicago, IL Production Engineer for a supplier of graphic arts to the advertising industry. ROCKWELL INTERNATIONAL Texas, Iowa Sr. Engineer with manufacturing responsibility. EDUCATION MBA: Finance, DePaul University, 1984 BS: Industrial Engineering, Purdue University, 1977 ADDITIONAL EDUCATION AND PROFESSIONAL ACCOMPLISHMENTS Co-author and Trainer - Project Management and Team Leadership; Gemini Consulting University Certified Trainer - Life Orientations (LIFO); Organization Effectiveness and Team Building Co-author - The Independent (Automotive) Aftermarket after Connected Transformation; Cars OnLine Trainer - Lean Practitioner Sales and Operations Planning and Checklist A - Oliver Wight 6 Sigma for Managers; Senior Member - Institute of Industrial Engineers
"Director VP Operations Supply Chain in Chicago IL Resume James Berglind"