Mitchell White is an accomplished, progressive thinking, hands-on, senior staff executive with an exemplary track record...
BENNETT MITCHELL "MITCH" WHITE Naperville, IL 60565 630-527-8760 (h) 630-689-8418 (c) 630-839-0328 (fax)
[email protected]; http://www.linkedin.com/in/mitchwhite1953; http://www.naymz.com/mitchell_white_3017955?preview=true SR. VICE PRESIDENT / COO OF LOGISTICS OPERATIONS & SUPPLY CHAIN Logistics ▪ Supply Chain ▪ Business Operations Accomplished, progressive thinking, hands-on, senior staff executive with an exemplary track record of progressive promotion, achievement and success in driving organizational performance through ops improvement, project management, and strategic planning primarily in service, logistics & distribution environments. This executive has proven expertise in the development and implementation of measurable, actionable & sustainable business operation strategies with results-driven execution, as well as development of value propositions & consultative analyses for sales of services and business development opportunities. Energetic and inventive selfstarter known for the ability to apply understanding of the business, economic and cultural factors necessary to develop focus, identify opportunities, and provide tactical business solutions vital to directing teams toward the execution of top-level objectives and the maximization of bottom-line results. Respected team leader with the exceptional capacity to develop, empower, and motivate successful teams and individual employees to become accomplished in achieving organizational, customer, and personal objectives. I ultimately earned the title of Chief Operating Officer for achievement of company goals, measures and successes while in last role.
QUALIFICATIONS SUMMARY Full P&L Accountability ▪ Logistics ▪ Supply Chain Operations ▪ Strategic Planning ▪ Turn Around & Change Mgmt ▪ Problem Identification & Solution ▪ Consulting Network Optimization ▪ S & OP Management ▪ CAPEX Planning & Execution ▪ Project Management ▪ MULTIPLE Facilities Management ▪ Six Sigma Greenbelt Business Process & Performance Improvement ▪ Metrics Development and Implementation ▪ TQM/Continuous Improvement ▪ 3PL ▪ Vendor Management ▪ Operations Management ▪ Manufacturing (beverage) ▪ Cold Chain Distribution ▪ Fleet Management & Procurement ▪ Product Sales/Purchasing/Development/Launch ▪ Customer Relationship Management(CRM) ▪ Customer Telephone Call Center ▪ Rail & Specialized Surface Transportation ▪ Business Contracts & Union/Non-Union Labor Relations & Labor Contract Negotiation ▪ Diversity Recognition, Promotion & Participation ▪ Corporate Training Schools Instructor
Key Objective Seeking a senior executive role in small to mid-cap sized organization in order to quickly & positively affect organizational change and performance. Interchangeably, I am willing to accept a role at the director level or department VP in a large, functionally structured and/or matrix-structured organization to improve departmental financial and role performance. In either scenario, my goal would be to be a hands-on and mentoring leader aspiring to grow the bench strength of the company.
BMW Logistics Consulting-Naperville, IL
10/09 - Present
Principal and Owner Core responsibilities include the following: Business Operations Analytics & Evaluation Value Proposition & Proposal
Professional Presentation and documentation
Change Management Implementation Assistance
Key Accomplishments At BMW Logistics Consulting, a company I founded, my first project aided the oldest independent beer distributor in Chicago. I redesigned the warehouse configuration and distribution re-routing for improved productivities and product distribution fluidity coordinating with a new sales staff re-alignment to synchronize with the delivery routing changes and the sales technology to accomplish this to get products to market a day earlier, thereby improving cash flow and propelling profitability forward by artificially adding one operating day to the ledger. Developed new operating planning model in 2 operating centers for SteriCycle, N.A. which resulted in payroll expense reductions of 17.5% & fleet reductions of 6.9% as a result of improved routing efficiencies.
Havi Logistics N.A., formerly HFS, N.A., a HAVI Company SVP of Operations & Chief Operating Officer- Lisle, IL
11/07- 12/09
Core responsibilities include the following: 6 Direct Reports: 5 dept./functional VP’s; 1 Sr Director S & OP Control of the company Operational Budget of $170MM and full P & L of a 1,500 employee team All Distribution, Warehouse & Logistics Operations Management (Cold Chain inclusive) 14 CDC’s, 11 domestic and 3 Canadian DC’s with new facility being added in Montreal, totaling 15 CDC’s Industrial Engineering Dept. (Logistics)
Customer Support and Service; Account Management (CRM):
Customer interface responsibilities included; Call center responsibility.
Fleet Management (Refrigerated Units)
Lease & Acquisition Maintenance contracts 450 tractors, refrigerated straight trucks, & reefer trailers Facility Management (New facility acquisition) Purchasing Demand and Forecast Planning; Vendor performance reviews Human Resources Human capital mgmt; talent acquisition; benefits & payroll administration; performance evaluations & review Labor Relations & labor union interface including union contract negotiations Key Accomplishments Engineered a one year turnaround of $11.4M or a 6.8% financial upgrade (-$5.7M to +$5.7M) on an operating budget of $170MM in first year of employment turning the company profitable for the first time ever since its launch.
Tactically accomplished thru change management techniques, organizational redesign, processes and demand of improved productivity of associates. Willing acceptance of bottom-up developed key metrics, implementation and accountability to those very metrics, motivated the successes achieved. I fiercely negotiated for variable rate pricing to infuse additional capital/revenues of $2.5M to offset prior Starbucks explosive growth which had sent HFS’s operational costs spiraling with no financial offsets in revenues due to revenues derived solely from fixed delivery fees.
I implemented Corporate Performance Metrics to the senior staff. Metric performance was reported on at weekly, monthly and quarterly intervals, including monthly functional head to head meetings to drive cross-functional, total corporate performance and provide leadership/mentorship to team building concepts and integration into the entire organization. At HFS N.A., Occupational Safety and Vehicular Liability claims weighed-in at frequencies well outside of industry benchmarks also generating huge excess costs that could be readily controlled.
I commenced the hiring of a VP of compliance, which included employee safety compliance. Together, we developed and inaugurated safety performance reporting. Operational metrics were applied and targeted toward productivity improvements and reduced payroll costs. Most importantly, we started an annual driver safety training certification and post injury/vehicle accident analysis to curb controllable incidents. The result was a dramatic personal injury frequency reduction of 39% and auto liability claims of 22% in a 9 month time frame and tracking for a 52% and 29 % year end reduction of the 2009 calendar year. Injury claim reserves and auto liability damage claims were slashed by a $1.1M total in the 9 month time frame and pro rating to a $1.47M fiscal year end cost reduction up to the time of my departure from the organization. We also changed insurance carrier claim performance reporting from quarterly to monthly for more intense accountability of the provider.
COCA COLA ENTERPRISES (CCE)
01/07- 10/07
Sr Director of Supply Chain Services (Midwest Business Unit) - Niles, IL
Core responsibilities include the following: Logistics Department Centralized functions of: sales route dispatch, load creation, delivery route design/dispatch, and merchandisers route planning Mfg responsibility; demand planning and raw material transportation; span of control includes material purchasing Warehouse Management & Logistics Distribution Management, Logistics & Customer Interface Product Merchandising Management, Logistics & (Retailers) Key Accomplishments After my hire, I quickly recognized the ability to significantly reduce OPEX costs, specifically driver/warehouse/merchandiser labor hours and payroll expense. As a result of these initiatives, Opex was offset by $7.5M or -7% in the first 9 months of 2007 and was on track to finish the fiscal year at an -8.2% reduction, while volume increased by 1.2, creating a positive spread of 9.4% in cost control! I also introduced daily operations reports to better support the distribution center's management team’s cost reduction efforts.
UNITED PARCEL SERVICE (UPS)
10/72-11/05
Progressive leadership career path primarily focused on all components of distribution operations and sales growth development. Realized performance and cost improvements of $142MMM annually. Produced sales of services in excess of $121M annually. Selected for multiple assignments as performance improvement executive; turnaround specialist thru tactical advances while maintaining or developing new strategic objectives; exhibited superior skill establishing accountability management processes to achieve/exceed stated objectives. Rotational assignments include Industrial Engineering (Logistics), Sales, & HR functions. Adept in the practice of labor relations in both union and non-union environments; mentoring, career development and succession planning are habitual “people-sensitive” character traits continuously utilized. Key positions and roles during tenure with UPS are as follows: Region V.P. of Operations, UPS Autogistics (UPS Supply Chain Solutions Corporate) – Detroit, MI
10/01-11/05
Core responsibilities include the following: Network Management & Logistics upgrades (rail and surface-truck) for Ford Motor Company finished vehicles. Operations – Performance Improvement – Team Building & Leadership Key Accomplishments While at UPS Supply Chain solutions, I was transferred and promoted into this 3PL operating group, as the fledgling organization was tasked with taking 8 transit days out of the existing transportation network of 18 days due to the manufacturer (Ford Motor Company) paying product holding cost until vehicles were delivered to auto dealerships.
In depth analysis proved current transportation networks, rail and car hauling, needed redesign. Rail transportation providers were held accountable to rail schedules regardless of their perceived network obstacles or mandated to revise schedules to meet transit day service commitments.
Car haul providers were required to reduce vehicle dwell times (not moving) and were assisted in moving these vehicles thru enhanced routing by the 3PL. Within 6 months’ time, the assembly plants I was responsible for reduced their time in transit by 3.5 days per vehicle, a 19.7% gain and a cost reduction to Ford of $18.1M annually with no additional cost in vendor transit expense.
Sr Director of Customer Solutions UPS Autogistics (UPS SCS Corporate) – Alpharetta, GA.
05/00-09/01
Core responsibilities include the following: Project Manager/Director for Daimler-Chrysler (DCX) Outbound Transportation Network Re-design. Business Development (Sales) Value Creation of compatible goods to finished vehicle transportation network. Key Accomplishments Led project team that developed a $94MM cost savings solution for Daimler-Chrysler as their potential 3PL by redesigning transportation networks that eliminated redundancies & co-mingled products on transportation conveyances upon combining networks with Ford Motor Company. DCX rejected proposal.
General Mgr of Distribution Services (UPS) – Dallas, TX
After a due diligent analysis of the hiring process, I immediately made a plan to partner with the HR director to tap into the unused Hispanic demographic and concluded by offering English language classes to assimilate them effectively into the work groups, Migrated away from panic hiring by HR thru adding additional interview sessions with prospective employees by the operations manager to ensure the selection of new employees was the right fit. Shared accountability by the two functions was achieved. I also partnered with the region executive and district directors of plant engineering in the need to modify the facility to improve the comfort of the workplace environment. The result was the actions resulted in a 50% reduction in turnover from 1,500 annually to 750, at a cost avoidance of $2.1M and productivity increased by 14.4% or generating $2.3M in cost containment, an overall $4.4M gain. This building was recognized by the corporate Executive VP of Transportation for the most improved and innovative operation in contesting employee retention and also became recognized as the model, company- wide, for curbing turnover moving forward through “out of the box” thought process.
Recognized corporately at UPS for the most improved hub operation as an expert in driving top-level operations strategy and bottom-line performance for service distribution, logistics, and supply chain management enterprises.
So West Region Exec Director of Transportation & Distribution (UPS Corporate) – Dallas, TX
07/98-05/00
Core responsibilities include the following: th General Management & Director of 5 largest hub in UPS Small Package System. Budget development and oversight responsibility of $56 mil. Business & Operations Change Management – Turnaround – Performance & Profit Improvement Key Accomplishments th Upon my appointment to turnaround the 5 largest sorting facility in the UPS package network, the virtual warehousing component of the distribution cycle was severely underperforming in total productivity caused primarily by high turnover rates resulting in excess cost.
02/95-07/98
Core responsibilities include the following: Logistics/Transportation Director for 6 state region Quality Director—Service TQM (Total Quality Management) for time in transit enhancements Shared Accountability of 12 Distribution Directors Shared Accountability of 9 Transportation Directors Budget development and oversight responsibility of annual budget in excess of $72M Vendor Management - Directly managed interface with rail vendors for all contractual & performance metrics. Fleet Management- Shared accountability for utilization & maintenance (PMI and Repair) of 800+ tractors and 2500+ container trailers. Routing-Network (inter-regional) management and development Employee management- 1,150 feeder (line haul) drivers and 6,700 part time warehouse associates Key Accomplishments Operations Project Leader was needed to assist a new business development sales lead for Dell computer.
Designed a transportation network for Dell's DDC model, bypassing UPS's traditional network sortation and transportation operation which reduced excess product handlings and minimize traditional transportation network stress, largely due to the cubic space taken up by the large packaging of the product. The operating plan was embraced by Dell supply chain executives and a sale of $37.5M resulted in annual new revenue to UPS World Wide Logistics (UPS SCS).
North Illinois District Senior Director of Transportation - Addison, IL
01/93-02/94
Core responsibilities and achievements include the following: Direct Employee Management of 375 line-haul union drivers (Teamsters), 37 Mgmt employees,13 satellite facilities and indirect management of 700 full-time drivers utilizing/turning hub transportation facility. Direct Management of Surface and Rail Network Direct Management of Customer Support thru daily interface of the district’s largest shippers. Transportation Support and Services for largest UPS distribution facility in UPS small package network Fleet Management of 200 truck-tractors & 1500 trailer containers Budget development and oversight of transportation department $48 mil.
Distribution/Transportation/Delivery Director - Palatine, IL
01/91-12/92
Core responsibilities and achievements include the following: Budget development and oversight responsibility with annual budgetary responsibility for $45 mil. Managed largest single facility delivery operation in UPS system. Fleet Management of 350 delivery trucks, 50 truck-tractors and 250 trailer containers Direct Employee Management of 500 union drivers and 375 union package handlers and 147 management personnel.
North Illinois Branch/Terminal/Function Manager - UPS Hub Distribution
09/72-12/90
Core responsibilities and achievements include the following: Delivery/Distribution/Transportation Operations Manager (14 years). Industrial Engineering (Logistics) Rotational Assignments: (4 years) Delivery Routing planning & implementation Timestudy Building and Facilities configuration Work measurement (Master Standard Data)
EDUCATION BA –Business Administration-- Managerial Communications – Elmhurst College for Adult Accelerated Learning, Elmhurst, IL, May-2011 Center for Creative Leadership-San Diego, CA, 2009 Six-Sigma Green Belt, Ford Motor Company, Detroit, MI, 2004 Lead Instructor at UPS Manager & Supervisor Leadership Schools (MLS and SLS), Univ of Montevallo, Montevallo, AL Curriculum: Management Development: Employee Relations; Employee Conflict Resolution; Business Simulation Modules; Professional Presentation Skills; Community Service Involvement;
Lead Instructor at UPS Management Driver Trainer School (DTS - 1984) Defensive Driving Skills with “on road” training; tractor-trailer (doubles & triples) and delivery trucks Safe work methods and equipment safety trainer
UPS Urban Internship Program Participant; New York, N.Y. (Henry Street Settlement-1997)
