James Holderman, Mba, Cec Email & Phone Number

Harleysville, Pennsylvania, Us

East Windsor, New Jersey, Us

Purchasing for all of the Americas and Capital Expenditures

East Windsor, New Jersey, Us

Given my 20 years of experience in new product development and plant operations, I was asked to assume the role of Director for Contract Manufacturing to support Elementis’ product development and business acquisitions. Total spend is in excess of $50 million. Total staff consists of two buyers and one technical manager. Prepared scope definition, project planning, and procurement for a $26 million project to construct a new manufacturing facility. Negotiated contracts with engineering firms and general contractors. Developed sourcing strategies for global network of toll and contract manufacturing processes. Responsible for remote production facilities not under direct Elementis control to meet corporate HES standards, cost containment, and productivity objectives. Maintained constant margins for this entire period. Established a contract manufacturing process manual to address product development, out sourcing, risk management, intellectual property retention, and sourcing decisions. The processes are utilized to establish all contract manufacturing relationships Elementis enters into in North America and Europe. Implemented four major new product start up’s that were all on time and within the total cost targets. Led integration efforts for contract manufacturing on the ERP implementation and structural build within JDE. Successfully implemented MPS, DRP, and MRP systems that led to a 50% reduction in working capital and improved overall on time in full (OTIF) from 88% to 95%.

East Windsor, New Jersey, Us

Recruited to integrate and transform the company’s global portfolio of operations from independent regional manufacturing facilities to a globally integrated manufacturing and distribution network. Hold full responsibility for the planning, distribution, and customer service of $400 million of sales through six global production facilities, eight third party operated warehouses, a Hectorite mining operation, and the activities of over twenty contract manufacturing firms who manufacture and distribute Elementis branded products globally. Manage 7 direct and 25 indirect reports.• Led inventory reduction team in developing new reporting tools and analyzing the finished goods inventory profile. Identified slow move and obsolete products and instructed the sales team to sell the target inventory. Result was a $2.0 million reduction in slow move and obsolete finished goods inventories.• Reorganized the planning functions to drive a global focus and provide resources to develop robust planning and reporting tools. Planning improvements yielded a $7.0 million reduction in finished goods and raw materials inventories.• Developed sales and operations planning process to align manufacturing assets with market demand across five global business units. Established new forecasting families, master planning families, and key process indicators for each phase of implementation. The process has quickly yielded results in identifying capacity issues and problems with new product launches. Senior Management is now able to direct resources and capital spending to maximize profit. This has led to a record sales and profit year in 2008.• Spearheaded the operational asset utilization process for the production facilities to track and improve reliability and quality performance. All plant managers adopted the process.• Provided leadership to develop a new complaint handling system tied to analytics and root cause analysis. Improved complaint closure by over 85%.

Colombes Cedex, Fr

Manufacturing Director I had worked for previously requested I join the team to reengineer a fragmented and dysfunctional supply chain organization within a division of over $250 million in sales. Primary focus was to align planning and logistics operations to meet required customer service levels while improving plant operations and productivity. Directed the planning, logistics, and customer service functions for three chemical production facilities; three contract warehouses, five bulk storage terminals, and four repackaging/production contract manufacturers. Managed 3 direct and 11 indirect reports.• Conceived and implemented plan to outsource Amine and Sulfonyl packaging and production utilizing contract manufacturers and transfer depots. Completed the project within six months of approval, meeting plant shutdown dates. Reduced fixed costs over $10 million and working capital $350 thousand.• Implemented basic sales and operations planning functions to drive coordination between North American and European production facilities. Reduced $6.0 million in finished goods and intermediate inventories.• Closed down unnecessary ISO storage terminal resulting in $100 thousand annual savings.• Championed and facilitated the implementation of customer service rules. Eliminated $100 thousand in expedited freight and sample charges.• Negotiated standard invoice payment terms for intra-company freight. Eliminated over 3,000 individual invoices and saved an estimated $600,000 in processing costs.• Negotiated agreements with contract manufactures to spell out liabilities and standardize invoicing methods. Reduced Arkema liabilities for hazardous chemical incidents and also improved invoice accuracy/productivity.• Formed and led a customer service team to develop a metrics driven customer complaint handling process. Customer complaints were reduced by over 80% and time to close dropped from over 300 to less than 60 days.

Colombes Cedex, Fr

Promoted from Operations Manager of the Mobile Plant in Mobile, Alabama to this position. Primary challenge was to develop an inexperienced staff into a unified plant leadership team. Also required to reduce costs, improve safety, productivity, and quality in a forty-year-old plant with two independent labor unions. The plant’s operating budget was $10 million with sales of over $120 million in PMMA resin. Managed 7 direct and 67 indirect reports.• Slashed headcount by 15% by consolidating workloads, eliminating non-value added activities and introducing new production technologies. Reduced compensation costs by $1.1 million.• Initiated profit improvement planning to drive small cost savings projects. Maintained portfolio of projects that reduced costs an average of $300 thousand annually.• Developed a new plant emergency response plan to eliminate paid services from Rohm and Haas. Generated savings of over $200 thousand. • Championed an employee driven behavior based safety system that was union endorsed. Completed two years with no lost time injuries and reduced OSHA recorded injuries from five per year to zero within 18 months of implementation.• Drove the operational asset utilization process within the plant. Increased plant operational asset utilization by 15%.• Negotiated labor contracts with each union that enabled headcount reductions and reengineering of work rules.• Facilitated the quality programs within the plant. First plant in Arkema to obtain ISO 9000-2000 certification that was key to retaining 80% plus market share of the automotive tail light lens market.• Implemented new pollution control technology. Reduced volatile organic compound emissions by over 80% while increasing production by 15%.

Colombes Cedex, Fr

Promoted from SAP Implementation and warehouse coordinator assignment to this position within the Mobile plant site. Primary responsibility was to develop common operating practices within the plant. The plant encompassed eight operating units. Processes included emulsion polymerization, esterifications, alkylations, chlorination, and wastewater treatment facilities. The operation also included a joint venture with Mitsubishi-Rayon Corporation. The annual operating budget was $25 million and sales revenues were in excess of $200 million. Managed 6 direct and 150 indirect reports.Downsized plant operating staff by implementing cross training programs and increasing in-process testing to eliminate laboratory staffing. Saved over $200 thousand in salary expenses.Closed an unprofitable plant and commissioned another utilizing newer process technology. Improved cost margin by 50% for these products.Championed project to consolidate and relocate plant distributive control systems. Combined operations enable a reduction in manpower saving over $400 thousand.Developed strategic plan to improve productivity. These plans were used to drive plant-reengineering program. Reduced overhead costs by almost $2.0 million when fully implemented.

Colombes Cedex, Fr

Chosen by Plant Manager to lead the plant SAP implementation. Primary focus was replacing three legacy ERP systems with SAP. Required to map all processes within the plant, document current reporting mechanisms and map to SAP functionality. Coordinated two on-site and one off-site warehouse and three bulk tank farms. Managed 3 direct and 10 indirect reports.Implemented SAP with full functionality, no business interruptions, at full capacity within one week of go live.Formed cross-functional implementation team to map all plant production and accounting processes. All were mapped on schedule and documented to conform to ISO-9000 standards.Redesigned several plant processes that were not compatible with SAP functionality. Documented changes and gained support of the quality, accounting, and sales teams in order move forward with the implementation.

Colombes Cedex, Fr

Responsible for the operation and supervision of the Impact Modifier plant within the facility.

Colombes Cedex, Fr

Process engineer responsible for bulk emulsion polymerization. isolation and drying unit operations.

Process engineer

Master, Business Administration

Bs, Chemical Engineering

Mba, General Business Management