Chain and Operations combines the disciplines of operations, logistics,
strategy and MIS. Rather than focusing on any single facet of delivering
a product or service to the customer, SC&O covers the entire process, from
“the suppliers of your suppliers to the customers of your customers.” A
SC&O position may include any or all of the following, depending on the
size and complexity of the organization:
implementing systems and processes for improving the customer interface,
reducing transaction costs, reducing inventories, and improving service
materials, components, technologies, and services.
managing inventory at all steps of the supply chain.
logistics, warehouses, distribution inventories, and service parts.
internal operations or service functions.
quality and six sigma projects throughout the supply chain.
analyzing the supply chain to increase revenues, improve service, reduce
cost, and ultimately improve profit.
and Backgrounds Desired: Supply Chain Management
Candidates should be critical thinkers who can analyze, manage, and
improve business processes using strategic thinking and analytical
skills. The ability to understand international management issues is also
important because Supply Chain Operations often cross national boundaries
in addition to functional ones. Most employers seek students that have
strong financial analysis skills, leadership skills, information systems
knowledge and the ability to work in teams. Strong oral and written
communication skills are also desirable.
Supply is a stock of a resource from which a person or
place can be provided with the necessary amount of that resource. The
cross-disciplinary nature of Supply Chain and Operations suggests
supporting coursework from a large number of academic areas.
Management for understanding manufacturing, service processes, inventory
management, quality management, and supply chain technology management,
along with associated process improvement techniques.
the management of delivery and fulfillment systems.
the ability to understand market behavior and distribution requirements.
better understanding how supply chains compete, discerning effective
alliances, and helping prioritize SCM opportunities.
MIS for an
understanding of systems design and implementation.
skills listed above are contained in the highly recommended courses listed
below. In addition students should select electives from the suggested
list of courses or other courses that complement their particular
interests and experience.
addition to the highly recommended courses, one possibility is to select
one functional area such as marketing, operations, information systems,
finance or strategy and organization for additional course work. This
would build the strength of the student’s portfolio in one additional area
to complement the supply chain and operations courses already taken.
possibility is to select courses from several of the areas suggested in
order to build a broader base of expertise across the board. In this case
the student would pick and choose courses from the suggested list to
complement his or her experience and build more skills in several
Resume Key Word and
Phrases: Manufacturing and Operations Management
(2003), Best Keywords For Resumes, Cover Letters, And Interviews,
Impact Publications, Manassas Park, VA
management functions for 20 manufacturing facilities, two
distribution centers, and 68 sales offices nationwide, with total asset
value exceeding $2.1 billion.
Transitioned Playtex from a labor-intensive production operation into a
state-of-the-art automated manufacturing facility.
Facilitated capacity planning to
consolidate Canadian, Mexican, and U.S.
operations into one centralized production operation.
Controlled a $280 million
Capital Project: Brought Johnson's most significant capital
the past 10 years from concept through planning, staffing, and budgeting
to full-scale operations and on-time completion.
Cell Manufacturing: Transitioned from traditional line production to
cell manufacturing, delivering a 22% improvement in product quality
and 35% gain in daily production yields.
Computer Integrated Manufacturing (CIM):
of CIM, CAD, JIT, and SPC systems/technologies to accelerate
production output and strengthen quality performance.
Concurrent Engineering: Introduced concurrent engineering processes
that significantly enhanced transition from R&D to prototype manufacture
to full-scale production.
Continuous Improvement: Implemented continuous improvement processes
and achieved a 24% gain in product quality ratings.
Cost Avoidance: Created environment that rewarded individual employees
for contributions to long-term cost avoidance and profit growth.
Cost Reductions: Captured over $2 million in material cost reductions
through expanded vendor sourcing.
Championed development of
to address critical productivity, efficiency, and quality issues
negatively impacting production yields and customer satisfaction.
Cycle Time Reduction: Created formal production schedules, retrained
supervisory staff, and impacted a measurable program of cycle time
Architected the corporation's first nationwide distribution management
and warehouse control program.
efficiency improvement initiatives
production planning, production scheduling, and
Environmental Health and Safety (EHS):
Forged strategic partnership
Human Resources to create a performance-driven
EHS program for
all 10 IBM manufacturing facilities in the Northeast.
equipment management protocols to divest obsolete technology and redeploy advanced equipment resources
to high-growth product lines.
Redesigned manufacturing plant and created ergonomically efficient
workstations, reducing extended employee absences and saving over $250,000
in annual workers' compensation costs.
Facilities Consolidation: Advised Manufacturing Manager in design and
implementation of a nationwide facilities consolidation program.
Inventory Control: Implemented inventory control models and
processes which reduced on-hand inventory assets by more than $3 million.
Inventory Planning: Launched a large-scale inventory planning
in cooperation with Emerson, 3M, and AlliedSignal to control
Joyner's annual inventory expenses.
Just-In-Time (JIT): Modified Raytheon's JIT processes for implementation
throughout all Motorola divisions, affiliates, and subsidiaries.
ratings by 12% through in-house
training and staff development efforts.
sensitive labor relations initiatives during six-month union
assimilating all purchasing, inventory, distribution, and warehousing
Recruited to build and direct the corporation's
Division in an aggressive effort
to upgrade production facilities, processes, and technologies.
acquisitions into core production operations.
over $5 million in
robotics to fully automate the entire production operation.
Designed master schedule for annual and five-year manufacturing
Revised materials planning programs to
incorporate six new product lines into all production and distribution
Materials Replenishment System (MRP): Introduced MRP II system to support start-up
of ISO 9000 certification process.
Multi-Site Operations: Challenged to revitalize multi-site operations,
reduce labor and material costs, upgrade quality performance, and
strengthen customer loyalty.
Occupational Health & Safety (OH&S):
Designed Layton's first OH&S program, achieving
compliance with both state and federal regulations governing hazardous
materials handling and transportation.
56% to 98% within
Challenged to reduce $8.7 million annual
budget through facilities, staff, and technology
Senior Operations Management Executive
with full P&L responsibility for six manufacturing plants and a staff of
more than 2,000.
Orchestrated an aggressive operations
initiative and delivered a 22% improvement in production output, 10% reduction in material costs, and 34%
improvement in key account retention.
Recruited by CEO to plan and orchestrate operations start-up of
clean room manufacturing facility.
to identify and implement methods to enhance optimization of production yields and
Managed a 52-person order fulfillment operation
supplying major customers in North
America, Latin America, Europe, and
Reengineered and upgraded order processing systems,
achieving 99% same-day delivery.
Pioneered Lytec's first-ever assembly outsourcing
operation and captured 12% reduction in labor costs over first six months.
implementation of participative management strategies in
cooperation with management teams, union officials, and hourly union
Performance Improvement: Guided a series of performance improvement
programs that transitioned LTR from #4 to #1 in the industry.
Eliminated the need for annual physical inventory
inspections through introduction of JIT systems/processes.
Introduced new electronic technology into
plant prior to full-scale production.
Challenged to revitalize plant operations, eliminate
redundancy, automate repetitive functions, and improve bottom-line
computerized 115 manual processes and virtually eliminated all
Spearheaded an aggressive
that increased manufacturing yields by 22%, reduced staffing requirements by 35%, and
contributed to a 44% improvement in YTD profits.
Revitalized procurement operations, introduced international
sourcing to supplement domestic vendor programs, and controlled $245
million in annual purchasing contracts.
project team challenged to re-invent Myer-Rand's complete product
development and engineering organization.
Initiated a large-scale product rationalization process to identify
top performers and eliminate non-producers.
Designed a PC-based model to accelerate production forecasting and
Production Lead Time:
production lead times
by more than
60% following implementation of computerized planning and scheduling
Recruited to revitalize production management competencies in a
down trending market and industry.
Established bi-annual production plans and schedules in cooperation
with plant managers and production supervisors nationwide.
Recruited the industry's most notable trouble-shooter,
provided technical and labor resources, and supported his efforts
in enhancing production output, product quality, and cost
Credited with a 34% gain in productivity improvement and product
Profit & Loss (P&L)
Senior Manufacturing Executive with full P&L management
responsibility for the strategic planning, staffing, assets, and field
operations of Raydoc's entire manufacturing organization.
million project budget to renovate warehousing and
distribution facilities throughout Ohio.
processes for a net $2 million annual cost savings.
implemented an integrated quality assurance/quality control process
that improved finished product quality ratings by more than 30%.
challenged to eliminate obstacles to quality control and improve
overall performance of operations, products, and components.
standards as per OSHA, FDA,
DOT, and other state and federal agencies.
corporation's first-ever safety management program and delivered a
24% reduction in lost time accidents over first two years.
Developed curriculum, trained instructors, and supervised a plant-wide
safety training program.
& Receiving Operation:
Restructured business processes to
create a performance-driven, customer-driven shipping and receiving
Spares & Repairs Management: Established in-house spares and
repairs management function
to reduce reliance on, and costs associated with, third party
Implemented SPC into all core design, engineering, and
Spearheaded $2.8 million technology integration project into
Gryner's German and French manufacturing operations.
Time and Motion
Conducted a series of time and motion studies that
identified and virtually eliminated all production inefficiencies.
Credited with the
design and implementation of a fully integrated TOM program that
positioned TerraLand as # 1 in timbering operations.
Created a global traffic management function to
coordinate product distribution
Asia, and emerging
Turnaround Management: Challenged to plan and orchestrate an
initiative to transition Xylog from loss to sustained profitability despite intense market
Participated in strategy planning and consensus building for favorable
Implemented value-added processes to
support Frester's global acquisition and operations integration programs.
Structured a sophisticated
program with measurable quality, productivity, and
Redesigned warehousing operations, reduced staffing requirements
12%, and improved net profitability 28%.
WIP by 30% through introduction of cellular manufacturing and
Engineered workflow optimization processes for a 34% improvement in
daily production output.
Credited with the creative design and integration of innovative
workforce management, motivation, and incentive programs.
World Class Manufacturing (WCM): Transitioned HGM Computers from a small technology
venture into a world class manufacturing
operation recognized as one of Fortune's 100 fastest growing enterprises.
Introduced improved production processes and delivered 22% gain in
Resume Key Word and
Phrases: Purchasing and Logistics
Staffed and directed an acquisition management function responsible
for over $2 billion in annual expenditures.
development of an international barter trade program with Asian and
European business partners to reduce domestic tax liabilities.
Managed a complex RFP and
bid review process for the award of a $100 million health
care research grant.
Buy vs. Lease Analysis:
Developed PC-based models to enhance
buy vs. lease analysis
Capital Equipment Acquisition:
Directed over $50 million in capital
equipment acquisitions during
first year of $2 billion economic development program.
12-person commodities purchasing business group responsible for
electronics components acquisition in Japan, Korea, and the Philippines.
Administered the entire
competitive bidding and contract award process for the $2
billion renovation of the New York Harbor Tunnel.
Directed contract administration, negotiation, and rebid functions for over $200 million in annual subcontracts.
Contract Change Order:
Issued contract change orders to reflect design and engineering
Led cross-functional teams responsible for all corporate contract
negotiations for real estate acquisition and site development.
Contract Terms and Conditions:
Standardized routine contract terms and conditions for all consumer
Managed worldwide cradle-to-grave procurement contracts for the
U.S. Army Materiel Command.
Created a multi-channel distribution management
program in cooperation with VARs, resellers, systems integrators,
and major consulting firms.
Economic Ordering Quantity Methodology:
principles, and other sophisticated financial tools for purchasing,
warehousing, inventory, and distribution.
Fixed Price Contracts: Administered
fixed price contracts
with the U.S. Army, U.S. Navy,
IBM, Xerox, and Raytheon totaling over $40 million annually for the
delivery of advanced navigational devices.
Indefinite Price/Indefinite Quantity: Managed indefinite price/indefinite quantity contracts for
technology, communications, electronics, and underwater surveillance
Introduced international sourcing and partnered
with Asian manufacturers to market the first-ever RBR devices in
Expanded international trade into emerging African
markets to capitalize upon acquisition and divestiture opportunities
in various mineral commodities.
Re-invented Fram's inventory planning and control function, introduced JIT
principles, streamlined documentation requirements, and cut
inventory costs by 20% annually.
Just-in-Time (JIT) Purchasing:
JIT purchase into 200 IBM
manufacturing sites worldwide, resulting in a better than 5% reduction in annual purchasing
and inventory holding costs.
Created a fully
integrated logistics management function consolidating purchasing,
inventory, warehousing and distribution.
Established a formal materials management function to gain control of parts, inventory, spares, and WIP throughout
100,000 sq. ft. manufacturing plant.
Materials Replenishment Ordering (MRO) Purchasing:
Introduced a series of productivity improvement programs including MRO
purchasing, quality councils, and an aggressive cost reduction
Planned, staffed, budgeted, and directed all purchasing and contract functions for
Pennsylvania, Maryland, and New Jersey.
Demonstrated powerful negotiation skills in challenging situations.
Reduced annual costs by $22 million through introduction of offshore purchasing and vendor partnerships.
Pioneered Kelly's successful transition from in-house to outsourced
telecommunications and telemarketing services.
Managed sensitive price negotiations during $2 billion acquisition
of American Savings Bank by Maryland National Bank.
Appointed Project Officer responsible for worldwide procurement of
military armament and explosives.
Led team responsible for proposal review, cost analysis, and evaluation for acquisition
of $275 million avionics system.
Recruited to this emerging Internet venture to guide the development of a
corporate purchasing, materials management, warehousing, and data
Directed regulatory compliance functions encompassing FAR, DFAR,
and state regulatory requirements.
Request for Proposal (RFP):
Issued 200+ RFPs in support of
Syntex's $300 million nuclear
plant expansion and retrofit.
Request for Quotation (RFQ):
Reviewed all RFQ
submissions for $20 million health care
Expanded materials sourcing programs to include minority
vendors in certified business districts.
Reviewed contractor progress reports to ensure specifications
compliance and accurate documentation.
Authorized general contractor to manage
and administer all subcontractor negotiations.
Supplier Management: Created an integrated supplier management
model based on partnership strategies and common visions.
Introduced a comprehensive
supplier quality review
and assessment process to strengthen quality of final consumer products.
Vendor Partnerships: Spearheaded profitable vendor partnerships to
customer relationships and facilitate market expansion.
Vendor Quality Certification:
Established a multi-year
vendor quality certification
program that contributed to a 22% increase in customer
Managed a 22-site warehousing and product distribution
organization to record performance, efficiency, and profit levels.
and Phrases: Transportation, Warehousing, and Distribution
Transitioned from company-owned to agency operations at all major
ports throughout North America, reducing net-operating expenses by more
than $15 million annually.
Asset Management: Directed
and allocation of more than $60 million in equipment.
Designed improved cargo handling procedures, reducing workers'
compensation costs by 22% annually.
Outsourced all transportation functions and designed operations for new
carrier management program.
Contracted with common carrier for the movement of freight from
manufacturing to warehousing centers nationwide.
Designed container transportation programs to optimize space
utilization and provide small shippers with economical rates for
international freight forwarding.
Contract Transportation Services: Replaced in-house freight management
system with contract
customer satisfaction and retention while reducing costs approximately
Customer Delivery Operations:
Revitalized customer delivery operations with a focus on staff training in customer service and communication
Dedicated Logistics Operations:
Recruited to Ryder's dedicated logistics
operations to integrate
traffic, dispatch, warehousing, shipping, and customer management
Consolidated dispatch operations for four centers into one facility, reduced staff 64%, and improved on-time delivers
to a consistent 99%.
Planned and directed distribution management across multiple
channels throughout North America and Western Europe.
Introduced driver leasing, driver training, and equipment rental
programs to expand market research and meet changing customer demands.
Implemented equipment control processes and reduced damage costs by
more than $2 million annually.
Senior Logistics Executive with full P&L, operating, staffing, and
budgeting responsibility for all export operations to the Far East.
Facilities Management: Revitalized
programs. reduced costs,
improved staff competencies, and enhanced reliability of building
Directed fleet management and fleet service for 2,000 company-owned
Established new freight consolidation
center at the Port of Baltimore.
Freight Forwarding: Managed a 200-person
operation managing freight
movement for W .R. Grace, AlliedSignal, and Sears.
Import Operations: Assessed the profitability of existing
import operations, eliminated non-profitable
business lines, and transitioned organization from loss to
Built an $8
million facility to manage inbound transportation and freight
Intermodal Transportation Network:
Established an intermodal transportation network integrating rail,
sea, air, and truck to service customers worldwide.
Directed line management throughout the Far Eastern Maritime
Load Analysis: Computerized load analysis
and planning functions for all shipping operations.
Senior Operating Executive with full P&L responsibility for a dedicated and
fully integrated logistics management
organization with 22 sites nationwide.
Launched a start-up venture servicing maritime operations
worldwide with on-site stevedoring at ports in 62 countries.
Assembled all commodities into a centralized outbound transportation
center to reduce domestic and international freight forwarding and
Transitioned from over-the-road transportation to rail
transportation to expedite customer delivery.
Directed staffing, budgeting, planning, asset management,
and transportation planning for
York, Boston, Atlanta,
standards for both OSHA and DOT.
Reconfigured route management programs to optimize personnel and
Automated route planning/analysis functions, improved costing, and
upgraded customer service.
Identified need and developed a six-part safety management and
training program for all newly hired personnel.
safety training program and reduced onsite work accidents by 89%.
Restructured high-volume terminal operations
at the Port of
Wilmington, reducing costs 20% and improving customer
satisfaction ratings by 88%.
processes and systems to enhance
traffic management, reduce
reliance on paper documentation, and achieve all budgeted operating
Introduced GPS and other technologies to improve traffic planning
and routing capabilities.
Redesigned Xerox's transportation management programs and saved the
corporation over $10 million in
annual traffic, warehousing, and distribution costs.
Directed transportation planning for all Caterpillar dealers and
Directed warehouse management operations
for six facilities in the
Northwestern U.S. distributing products throughout 16 states.
Workflow Optimization: Created performance-driven systems designed for workflow optimization, staff
training, quality improvement, and cost reduction.