Doug Cooper Email & Phone Number

United States

Reston, Virginia, Us

Fort Worth, Texas, Us

Currently leading and directing the Operations, Supply Chain (purchasing & logistics), Engineering, and Quality organizations located in nine different facilities. • During the past year, successfully combined the operations organizations supporting eight individual product brands from five legacy companies by focusing on the synergies of centralizing the support functions and improving the autonomy of the facility-specific operations functions • Implemented a new SIOP process which simultaneously enabled the organic sales growth and reduced average on-hand inventory by 46% while increasing the YOY 2023 gross profit by 13%• The combination of the five companies creates an (industry-unique, all in-house) vertical integration of complex machine and component manufacturing, engineering (with R&D) service/support along with consumable product manufacturing and distribution, which provides a single point, full-service solution to our customers for all of their product sourcing and manufacturing needs• The niche market approach allows customers to lower their capital costs in exchange for a 5-year consumable purchasing agreement (a true win-win). In 2024 Operio will lease (for $1) $5M of equipment for a guarantee of $50M per year of consumable sales for the next 5 years

Baltimore, Maryland, Us

Effectively led the directors/managers of the Supply Chain, Operations, Manufacturing, Logistics, and Customer Service teams located in six different facilities. • Successfully implemented a 5-year growth plan which grew revenue from $100M to $550M which was a combination of 40% organic growth and the integration of three acquisitions in one year• Led the integration of processes, cultures, and ERP systems of the acquisitions located in four facilities and three states which enabled synergies and YoY growth during the transition• In addition to implementing a new SIOP process for multiple newly acquired companies, expanded the value-added operations capabilities to enable growth during the same period when most companies were seeing a decline due to market conditions• By correctly turning the inventory and providing less than a 24-hour end-to-end order processing, we experienced over 200% YoY growth for the past 5 years from our internet sales of chemicals and ingredients which uses a proprietary search engine and marketing tool to proactively drive product awareness • Developed strategic agreements and relationships with domestic, Asia Pacific, EMEA, and South American raw material suppliers to lock in long-term customer opportunities by providing value-added service and consistent quality and delivery

London, England, Gb

Provided the leadership that transformed the manufacturing and supply chain teams’ approach to performing the production scheduling, strategic international sourcing, inventory management, logistics, and aftermarket service functions into a highly effective goal-exceeding organization, which accomplished the following results by utilizing SIOP and focusing on strategic KPIs:• Reduced production inventory from $40.8M to $32.0M • Improved the customer on-time delivery from 55.4% to 89.1%• Reduced weekly international material shipments by 12 days and the container rate cost by 17%• Reduced the warehousing foot print by 57% by re-negotiating supplier delivery schedules• Achieved $2.98M in Purchase Price Variance Savings on actual costs • Increased supplier on-time delivery from 32.3% to 92.2% • Reduced the inventory held in the Material Review status from $2.24M to $44k • Reduced Aftermarket Service inventory from $14.2M to $8.9M

Palo Alto, Ca, Us

Directed the segment vice presidents and their teams on the implementation of a supplier/vendor-based cost-saving program for the $1B+ revenue-generating business that improved their overall P&L bottom line by $26M in FY14, $38M in FY15 and $46M in FY16• Managed individual savings projects that included S&OP improvements, aggressive supplier negotiating using competitive bidding, conducting supplier consolidation and product bundling• Developed the International Approved Supplier List and associated cost/savings tools• Recognized subject matter expert leader on all related supply chain processes and initiatives by executive business leadership and cross-division functional teams

Palo Alto, Ca, Us

Strategic World Wide Supply Chain Management• Led the executive level team’s redesign of the end to end supply chain process starting with global raw material Tier 3 & 4 suppliers through the worldwide customer delivery providers by creating the first value stream mapping of the components (over a thousand parts) with regards to cost, lead time, batching and contract agreements.• Designed a new worldwide inventory management process that accounted for manufacturing variations and demand seasonality which eliminated excess warehouse volume (facilities) resulting in a 20%+ reduction in procurement cost and a 15% reduction of on-hand inventory• Directed and conducted supplier evaluations and contract negotiations for international material/subassembly providers, subcontracting, postponement and transportation. • Designed the S&OP, supply chain and manufacturing processes from scratch for a new consumer product manufacturing facility to support $20M in annual sales

Palo Alto, Ca, Us

Managed the overall supply chain process of the printers, ink and digital cameras from raw material from Asian, European & South American suppliers through operations processing to reseller distribution centers• Personally led the on-site/hands-on team effort to correct the inventory management process of the operations facility resulting in a lead time reduction from 4 to 1.5 weeks and reduced on-hand inventory by 28% • Piloted a New Product Introduction (NPI) & End of Life (EOL) program that coordinated the processes of the engineering, marketing, manufacturing and supply chain organizations to reduce obsolete inventory resulting in average savings of over $250k per product at least 20 NPIs per year• Implemented the re-organization of the North American product return logistics process that re-defined the returns disposition hierarchy based on product value, demand forecast and supply chain cost, which resulted in a 22% year over year savings

Us

Responsible for supply chain, manufacturing, quality, sales, engineering, IT, and Admin• Expanded the customer base and improved customer relationships by increasing capabilities to become a full-service provider of customized finished goods ranging from prototypes to high volumes (millions). • Improved customer service regarding delivery and quality by coordinating with customers’ supply chain processes. Implemented a full SAP suite to manage demand planning, manufacturing scheduling, and logistics processing. Obtained & maintained ISO certification. • Transformed a negative margin division with 80% of volume with one customer to a multiple industry-serving supplier with a consistent annual net margin that exceeded 18%

Lake Oswego, Oregon, Us

Responsible for the manufacturing, logistical supplier support, planning, inventory, and quality • Re-organized the plant layout into four production lines based on customer segment and implemented Lean Manufacturing which resulted in reduced cost & lead time and improved delivery & quality.• Reduced processing lead time from over 12 weeks to less than 4 weeks by implementing cross-training• Reduced inventory/scrap costs by 60% and improved the overall quality of the production process by inserting optical and CMM inspection at early manufacturing stages

Full responsibility for all manufacturing, supply chain, quality, sales & engineering • Started a new facility from scratch, hired/trained all employees, created the plant layout, and developed the supply chain processes based on the Theory of Constraints.• Successfully pursued a niche market to leverage the company’s unique capabilities.• Implemented statistical process control to improve quality and provide a quicker response to variation trends along with reworking to reduce overall material costs • Turned around a ‘multi-year bleeding’ company into the highest profit margin division with a net profit that exceeded 25% for two years

Washington, Dc, Us

Served as the 3rd Marine Infantry Regiment and as an Air Squadron Logistic Officer, who led the teams responsible for providing supplies, transportation, maintenance, and facilities support for training and operational missions which included tactical timeline scheduling and budget planning