Alan Mccain, Mba, Cltd Email & Phone Number

Findlay, Oh, Us

Findlay, Ohio, Us

Internal consultant for the enterprise with a primary focus on warehouse and material management utilization and optimization, through use or creation of policies, procedures, local work instructions and best practices. Key areas of interest where I provide value are in identification of surplus or obsolete materials, warehouse operational support, communication and alignment of local cultural tasks and activities to MPC policies and procedures - where applicable.

Houston, Texas, Us

Business Lead for Global SAP HANA S4 1709 Design Build & Implementation Project (STP, PTP PM, PTP, PS Mfg.), S&OP Leader/Facilitator, Planning & Master Scheduling owner, Inventory & Obsolescence Reserve budgeting and execution (Co-owned with Materials & Accounting), GR/IR accuracy and reconciliation (on-going collaboration & coordination between; Materials, Accounting & Centralized A/P via Open Text), Project Make Ready Staging & Transportation owner.

Houston, Texas, Us

Reporting directly to the President oversee purchasing, materials, and transportation. Expense approval authority limits are $2 million for the purchase of materials, $500,000 for Operating and General Expenses, and $100,000 for Inventory Adjustments and Obsolescence.•Developed SOX/GAAP compliant procedure with accounting for computing SEC’s inventory reserve for lost or damaged & obsolete materials. Satisfied all SOX requests as associated with the following controls. •Led the project for SAP 6.0 ECC re-implementation with the addition of Project Systems. •Achieved a 100% increase in EBITA from FY14–FY15 partially sustained through the Materials department contribution that supported 24 Production Bays, 1 Weld Shop with 12 bays, and 1 Fabrication with 12 bays. •Realized $3 million tangible savings after establishing a reliable structure and processes around SEC ETO gas compression packaging inventory assets, material deliverables, and compliance requirements ✔Reduced Inventory $17 million (35%).✔Saved 17% on market based commodities.✔Mitigated additional 18% of cost through vendor managed inventory agreement. ✔Captured 1.81% Net Discount Savings on select suppliers.✔75% under budget for Lost material and 43% obsolescence.✔Achieved 99% fill-rate and over 100% OTD to customer.✔Realized 99% EOY inventory accuracy.✔Maintained a Perfect Safety record.Strategic Planning & Execution | Operations Management | Continuous Improvement | Quality ControlProcess Mapping | Materials Management | Inventory Control | Logistics/Supply Chain Management Verbal & Written Communication | Customer Relationship Management

Houston, Texas, Us

Stood-up SEC Parts Department with 3 remote warehouse annexes located in Fairfield Texas, Grand Junction Colorado, and Lodi California, with a total spend of $10.3 million that supported Field Services, recommend spares, and aftermarket parts sales. Net Margin $2,765,958.• Set up UPS Campus Ship for SEC linking to Parent Company for 40% discounted on cost to SEC. • Identified SAP Integration issue and subsequently drove project triage actions and removal of initial 3rd party consultancy and SEC taking ownership of its financial and ERP platform.

Houston, Texas, Us

Hired to and improved material management, storage, flow, and accuracy of more than $150 million in inventory and support assembly operations. Saw operations improvement on expectations and enforcement of company policy.•Reduced monthly labor costs 37%, cut overtime from 60% to 23%, and slashed dollar cost per line 50%. •Assisted accounting with identifying true carry cost and the impact of the excess to demand inventory respective to the associated 30% carry cost.•Managed product mix of parts associated with Wellhead Completions (Trees), Hangers, Manifolds, and Controls including specialty metals/alloys (Stainless Steel, Inconel, and Super-chrome tubing and blocks).

Houston, Texas, Us

Led team supporting the distribution of oilfield handling equipment to 4 Regional Distribution/Sales Centers in Aberdeen, Singapore, Dubai, and Canada and an additional 11 Distribution/Sales Centers throughout the U.S. •Developed and executed the plan on time and within submitted budget for the 40-mile relocation and storage of Master Distribution Center. Inventory comprised of $40 million at cost in non-capital inventory, 18,000 part numbers or 370,000 pieces.• Decreased distribution carry and transportation costs $720,000 over 18 months.•Product mix managed included Rotary Slips, Elevator and Inserts, Liners, Sleeves, Tongs, Mud Pumps, Seals and Gaskets, Bearings, and remote logistics management of Pipe Wranglers and Little Trippers. Most products were provided by and received from FET owned manufacturers located in Broussard Louisiana, San Antonio Texas, Aberdeen Scotland, Monterrey Mexico, Nisku Canada, and a limited number of 3rd Party Commercial Venders.•Management of perpetual inventory, methodologies, and overall efficiencies where improved with the assistance and support of direct reporting Warehouse Operations Manager and Traffic Manager.•Change management initiatives were implemented to better optimize resources and equipment for needed cultural transformation anchored in Lean, Six Sigma, and Continuous Improvement processes.

Improved operational efficiencies and reduced costs in excess of $1 million the first year through the introduction of economies-of-scale for both the local manufacturing plant in Houston Texas and remote co-packing food operation in Sioux City Iowa through strategic souring that utilized domestic, near shore, and off-shore sources and via implementation of contracted terms and clauses supporting JIT, Standards Cost/PPV, and other best practices in the alignment of purchasing and manufacturing. Managed raw materials, packaging materials, films and paper, graphics and label changes, conformity verification, scheduling print runs, off-site materials management and warehousing, local warehousing, 3rd party warehousing, and various service maintenance agreements that partnered actions with associated vendor management.* Established Just-in-Time + 2 Day Standard for receipt of raw materials and packaging, reducing on-hand inventory and insuring no unscheduled down-time to production or co-packing operations. * Implemented commodity & term contracts that bench-marked cost standards.* Annual average cost savings or cost mitigation for FY/08 was plus $1 million.* Through continuous improvement and the implementation of Inventory software and global distribution channels, a positive PPV of $600,000 was achieved in FY/09.* Reduced waste in production activity through LEAN concepts and 6 Sigma practices with an annualized savings of $500K.

Washington, Dc, Us

http://homeport.uscg.mil/mycg/portal/ep/portDirectory.do?tabId=1&cotpId=28Solicited, Awarded & Managed contracts that supported best value to customer and decreased total cost of ownership to the organization through open communications, training and verbal warning, written correction reports, and formal discrepancy to contract notices. Member of the Executive Sector Logistics Implementation Workgroup - Supply Chain Subject Matter Specialist – and provided associated guidance in the complex organizational transformation that integrated eleven independent and geographically separate operations into one operational entity. Led the implementation and mandatory usage of the DHS Financial Procurement Desktop (FPD/SAP) and CMPlus/Oracle Property Management Program for the new organizations structure that aligned all operations to required CG & DHS compliance's.

Washington, Dc, Us

http://www.uscg.mil/pacarea/cgcMorgenthau/unit-mission.aspImprovement processes and procedures to meet compliance requirements as associated with food service operations, administration, finance, and general management. Automated a manual record keeping system to supporting single-data entry and efficient management of perpetual inventory. Achieved less than 1% of PPV using cost averaging vs. standard costing and real-time fiscal and inventory level reports thus reducing monthly closeout time from days-to-hours. Developed a master production schedule that successfully overcoming unique challenges associated with overseas shipboard operations and that required the forecasting of; extensive lead-times, limited availability, and limited delivery windows that were often measured in hours.

Washington, Dc, Us

During my Coast Guard career my duties included increasing responsibilities associated with Food Service, Hospitality, and General Supplies & Services management that included; personnel management, scheduling, planning, procurement, and service contracts in a global operational environment that supported various missions including; Drug and Immigration Interdiction, Humanitarian & Lifesaving Aid, International Maritime Law Enforcement (including protection of U.S. Exclusive Economic Zones and Environmental law and treaty enforcement).I also held various collateral unit leadership positions that included; Unit IT Systems Manager (UINSYS), Command Master-at-Arms, Command Drug & Alcohol Representative, Unit Leadership Program Coordinator, Security Section Force Leader, Unit Property Officer, Contracting Officer, Regional/Sector Budgeting Manager and P-Card Program Auditor.Lastly, during my 20 years of service I earned numerous medals and citations including; Coast Guard Commendation Medal, Five Coast Guard Achievement Medals, One Commandant's Letter of Commendation, Three Coast Guard, Meritorious Team Commendations, Five Coast Guard, Good Conduct Medals, Two Coast Guard, Humanitarian Service Medals, Two Coast Guard Special Operations Ribbons, Global War on Terrorism Service Medal, Two National Defense Service Medals, & Sailor-of-the-Quarter. I retired honorably from active service as a Chief Petty Officer in 2008.

Graduate Certificate, Project Management

Business Administration And Management, General

Certificates Of Achievement, Six Sigma Green Belt & Lean Six Sigma Green Belt

Masters, Business Administration -2007

Bachelors Of Science, Business Administration