JACK R.

ACKERMAN
Airmont, NY 10901 845-357-4916 ackerman.jack@gmail.com

MATERIALS MANAGEMENT/SUPPLY CHAIN

Operations / Production Planning / Inventory Control / Vendor Supply / Process Improvement/ Materials Management / Team Building / S&OP / Multi-sites / Logistics
An experienced, resultsdriven professional, with quantifiable achievements Raised customer service by improved demand/supply MRP processes and inventory control Optimized operations efficiency and reduced labor costs Creative and quick response problem solving skills Effective in building supplier relationships Strong team building and cross functional communication skills Experience with diverse ERP/MRP systems

Selected Accomplishments
As Manager of Production Planning and Inventory Control for all plant sites at both Lederle Labs, and Wyeth Inc., improved customer service to 98.5% (from 95%) and reduced $2.0M in Inventory cost Organized and Directed a dedicated group at Wyeth to handle all aspects of Vendor Supplied products, including purchasing, planning, improving customer service from 70% to 98% and reducing costs by $800K. Developed and implemented a program at BP to optimize full loading of trucks, saving $300K in the first year. As a consultant at QSP Readers Digest, provided an analyses and proposal (accepted) resulting in the shutdown and consolidation of a satellite office, saving $700K. Member of APICS Board of Directors (CPIM)

Work History CONSULTING/CONTRACTING Viscot Medical LLC, East Hanover, NJ

Contract Position June-October 2011
Contract position responsible for Purchasing raw materials and finished product from 3rd party contractors and Supply Planning for Medical Supplies to Hospitals and Clinics.

2009-Present

Atlantech Solar, Suffern

Consulting/Contract Position March 2010-Feb 2011
Responsible for developing and maintaining a balance of existing inventory of equipment and materials at their facility required for solar installation of ongoing projects Dealt with negotiation of costs, coordination of equipment delivery to specific project sites, freight and drop shipping.

BP LUBRICANTS USA, Wayne, NJ

Supply Chain Customer Solutions Leader

2008 2009

Find and implement supply chain cost reductions for the Industrial, Power Generation, and Marine Lubricants divisions Identified and led implementation of approximately $1.0M in transportation and inventory savings for the Marine division Team Leader for a project to consolidate Warehouses/DCs and Mfg. sites in the US for the Industrial Lubricants division, with one time savings of $7.0M and run rate savings of $2.0 annually

RESOURCES GLOBAL PROFESSIONALS, Parsippany, NJ

Consultant

2007 - 2008

Consulting assignments with companies as requested through Resources Global. Stryker Orthopedics: Managed all Materials Procurement, Labor and Production Resources, and Production Planning for their lean cell mfg. of Hip Joints.

QSP Readers Digest: Flowcharted their fundraising process for upper management and developed a plan for them to shut down one of their facilities and transfer and automate the responsibilities to their corporate headquarters.

Pfizer, Inc, Morris Plains, NJ 2004 2007 Global Supply Chain Manager, Pfizer Consumer Healthcare
Managed a global supply chain of 200+ skus produced at global Pfizer facilities. Achieved a Line Item Fill Rate of 99% by maintaining inventory via daily monitoring of supply, communication with manufacturing sites, contract manufacturing, and marketing. Ensured robust inventory supply for the launch of major new products in 2006, totaling 19 new line items. Led several cross functional teams that developed and implemented strategies for plant shutdowns without service interruptions. Took a leadership role in the transfer of several product lines between plant sites. Set up cross functional teams including manufacturing personnel from sites, the promotions group, demand management, and marketing. Reviewed long range capacity of all plants and developed recommendations for increasing capacity or asset write-offs to ensure appropriate capacity utilization and overhead optimization. Interacted with Area and Site Leaders, R&D, QA, Plants, Procurement, and other Operations functions to resolve critical, ad hoc issues, which impacted replenishment of product inventories. Won Panther Award for Innovation on Rogaine Foam product launch.

WYETH/LEDERLE PHARMACEUTICALS - CONSUMER HEALTHCARE (Lederle purchased by Wyeth in 1995) Director External Supply Chain (Contract Manufacturing), Madison, NJ

1977 2003 1999 2003

Managed a supply chain of 88 sku's produced by 19 3rd party vendors (vendor spend of $70M), accounting for annual sales of $477M. Developed and directed the organization structure, planning processes, metrics and vendor rules of engagement for a new "virtual plant" dedicated to managing vendor manufactured finished product. Maintained excellent supplier relationships and clear lines of communication leading to effective conflict resolution and delivery to schedule. Saved over $800,000 by negotiating reductions in vendor pricing. Worked closely with all internal functions including Marketing, Forecasting, Quality Assurance, Technical Services, Distribution/Transportation, and Warehousing to ensure timely and appropriate level of inventory replenishment resulting in improvement of customer service levels to 98% lines shipped complete. Coordinated with Project Management on a successful launch of a major product (ALAVERT, a CLARITIN competitor), working with multiple vendors to overcome significant capacity constraints, resulting in 1st year sales of $104M against a target of $47M.

Director Finished Stock Requirements Division (Materials Management), Great Valley, PA

1995 1999

Managed 32 people responsible for the centralized Forecasting, Master Scheduling, Distribution Planning, and Inventory Control of pharmaceutical products manufactured at 9 plant sites within the U.S. and Puerto Rico. Products accounted for $5B in annual sales. Initiated a program of monthly Sales and Operations Planning meetings with Marketing, Manufacturing, Quality Assurance, Planning and Accounting to review short-term product issues and long-term strategic initiatives. Developed a cross functional team to review products for potential deletion, resulting in the elimination of 125 sku's, reducing supply chain complexity and expanding manufacturing capacity. Improved customer service levels to 97% via instituting and monitoring metrics for plant delivery and release to schedule, without increasing inventories.

Lederle Manager Materials Management, Pearl River, NY

1991 1995

Managed 112 exempt and hourly personnel with responsibility for Planning, Inventory Control ($260M inventory) and distribution of 800+ drug products sourced from multiple manufacturing locations and numerous contract manufacturers. Reduced inventory from 282 to 180 DOS ($80M reduction) via ABC analysis of Safety Stocks and fine-tuning supplier deliveries. Instituted vertical integration of Master Scheduling and Planning functions, reducing headcount by 18 exempt personnel ($1M reduction). Improved customer service (as measured by lines shipped complete) from 80% to 95% via inventory management and strong coordination with Manufacturing and Distribution Center Operations. Outsourced low volume Consumer Health Products to provide more plant capacity for high margin pharmaceuticals. Implemented Sales and Operations Planning with all Marketing Groups

Assistant to the Vice President of Operations/Engineering, Wayne, NJ

Selected for short term assignment coordinating various projects including: Design of dedicated manufacturing facility for Consumer Health Products. Packaging Graphics redesign with Marketing to highlight different dosages.

1991

Manager of Packaging Operations, Pearl River, NY

1988 1991

Managed 180 exempt and hourly personnel. Responsible for Pearl River packaging and support operations (on 15 shifts) in a union environment. Reduced packaging lead-time by 40-60% via formation and utilization of Quality Circle Teams. Initiated Bottle Consolidation Program to reduce variety of solid dose containers from 30 to 7, resulting in improved pricing on higher bottle volumes as well as fewer packaging set-ups. Implemented line dedication to dedicate two bottle sizes per packaging line, reducing number of set-ups by 50%, resulting in shorter packaging lead time and increased capacity.

From 1977 thru 1988 held positions of increasing responsibility at Lederle Labs EDUCATION: Master of Business Administration, Iona College
Bachelor of Mechanical Engineering, City College of New York