Craig Marks Email & Phone Number

Findlay, Oh, Us

Akron, Oh, Us

Senior Corporate Industrial Engineer • 10/1996 to 09/2000Industrial Engineer / Lead Industrial Engineer • 05/1993 to 10/1996► Reviewed and wrote letters of justification for Appropriation Requests totaling between $50M - $100M per year. ► Led the Complexity Task Force for 2 years reviewing and determining better ways to deal with complexity in the manufacturing processes.► Guided team through Six Sigma program leading to additional capacity worth ~$1M.► Handled all grievance procedures and union issues relating to labor standards.

As the Sales Planning & Forecasting Manager for the North American Tire Distribution group, I develop and manage the sales forecast for all North American sales as well as maintain accountability for distribution network design. Some of my role highlights to date include:► Increasing forecast accuracy to highest level of all USTMA members for 5 of the last 12 months.► Developing and leading the implementation of a true collaboration process with key dealer channel customers; I meet monthly with 10-12 customers to review analytics and the forecast for the upcoming quarter.► Reviewing inventory holdback strategies and develop and sell justification for new warehouse facilities.*For 3 years while in this role I oversaw a small team; however, after a reorganization to flatten the org, I no longer have direct management responsibility.*

Once again, I was promoted and combined 2 roles into 1 to become the Distribution Operations Manager for the North American Tire Distribution group. I maintained all of my previous responsibilities while also taking on operational accountability for 3 US production site warehouses, 6 regional distribution centers, and 185 managers and associates.A major challenge—that I faced head-on and overcame—was successfully leading my group through the SAP/EWM implementation.

After successfully completing the launch/closure of designated locations, I transitioned into this new role, which combined 2 roles into 1, to become the Supply Chain Process Manager for the North American Tire Distribution group, leading a small team of 2. Although I continued to oversee the development of new distribution center designs and the closing, opening, or relocation of existing facilities, this role was my first exposure to the executive S&OP process. I was also accountable for distribution network design and supply chain process efficiency.► Coordinated and directed the global expansion of the executive S&OP process.► Oversaw productivity and process improvements within the distribution network. ► Developed and implemented plans to optimize the distribution network based on brand strategy and customer satisfaction.► Managed and coordinated the Six Sigma project efforts for the corporate supply chain group.

As the Project Manager for the North American Tire Distribution group, I assumed accountability for planning and implementing strategic projects to reduce the overall supply chain costs. I managed and coordinated these projects with the help of a cross-functional team of internal and external professionals.One of my crowning career achievements was:► Developing and executing the implementation plan for the closure of 3 existing warehouses and the startup of 2 new facilities (design, construction, startup). My primary design contribution was to our Indianapolis location. I am proud to have initiated the use of LEED-NC design criteria for the Indy location, which involved earning executive buy-in and providing cost justification. I earned approval and the site went on to become the largest LEED Gold Certified distribution center in the nation (at the time).Additionally, I:► Developed a new visual management system for the new warehouses that is now the standard for all warehouses throughout the division.

In my first non-engineering role, I served as Program Manager for the launch of new product platforms from the initial design to customer shipments utilizing cross-functional teams. I developed the overall capital and expense budgets for the program ranging from $5M to $25M.► Managed the launch of a product (it was officially launched ~6 months after I transitioned into my next role) requiring capital expenditures of $6M and yielding annual sales of $30M+. ► Awarded Presidents Award for the implementation of the New Product Implementation process.► Oversaw a program to modify the construction of 20M over 3 years, a capital expenditure of $15M+. This project was completed on time and under budget.

I was promoted to oversee several multi-plant projects during my tenure in this role. Additionally, I coordinated the development and management of the overall company capital plan totaling up to $150M per year.► Led a team of engineers and managers that developed proposals (methods, layouts, and cost justification) for the complete redesign of all processes after the curing press. Completed project during a 12-week stay at Cooper’s subsidiary Avon Tyre, Ltd plant in Melksham England.► Created complete facility designs for both Greenfield and Brownfield manufacturing and office facilities, ranging from 300K sq. ft. automotive plants to 2M+ sq. ft. tire plants.► Participated in due diligence acquisition and JV evaluations of tire manufacturers located in China, Romania, and South Africa.

Masters Of Manufacturing Management, Management

Bsie

Education record