Joe Mcclain Email & Phone Number

Palmetto, Florida

Palmetto, Florida

Providing leadership in Mfg Operations, and Supply Chain Opportunities

Private Contractor

Project Management and Development

St Petersburg, Florida

Jabil in 2011 increased its focus for growth on Healthcare Sector of Manufacture. I was hired to support Healthcare in growth thru acquisition as well as organic growth in Customer contract manufacturing. I have lead and established centers of Healthcare Operations for Jabil Nypro in North America, Mexico, North and South Asia during the last 4 years. Focus was targeted on establishment of Quality Management Systems for Healthcare Customers and Regulatory Compliance, as well as physical operations, Transfer management, and Talent development for Healthcare Operations Management.

Tampa/St. Petersburg, Florida Area

Establishing complete Order to Cash solutions to global Medical Device Businesses. This activity includes the complete process from bid and selection of Third party providers, full distribution, delivery, invoicing, and collection.Additional responsibilities have focused onimplementation of Lean Manufacturing and Supply Chain management processes.

Developed 4 year strategic plan for Global Procurement and Supply Chain initiatives to deliver $75 million in cost reduction to through negotiated contracts to support Business Unit cost management initiatives.Developed spend management discipline and accountability across the enterprise which yielded over $30 million savings in the first 2 years and exceeded expectations by 30%. Year 3 will deliver over $30 million in savings Led successful negotiations for all major supply contracts.Implemented contract management policies, defined strategic supplier relationships, drove savings and accountability into Business Units, improved supply chain integrity through pre-qualification of alternative supply chain options, liaised with product development functions to ensure procurement involvement in selection of developmental materials, and leveraged global commodity spend to reduce price and ensure supply Evaluated options, rationalized capital outlay and deployed a data collection system to interface with site ERP systems to collect spend data on materials and services globally. Successfully integrated this system which became the backbone of spend management for the corporation Led cross-functional executive team to establish policies governing the management of major cash flow avenues in AP, AR, and Inventory yielding significant reduction of $50 million in managed cash flow savings.Developed corporate strategy and led global initiative for “Bullet Train” deployment, spend management program, which successfully stripped $25 million of non-critical indirect spend from operating plan. Organized and developed the practices and policies necessary to established a qualify Supplier Diversity Plan for the use of Small and Diverse Business as suppliers of parts and services.

Improved On Time Delivery performance from below 80% by introducing an S&OP platform providing standardized and robust planning practices across all business units while creating universal metrics and reporting of on-time performance. OTD improved dramatically to greater than 95% over 6 months The lack of systemic ability to compile complete accurate data characterizing spend across the 32 site enterprise presented a formidable obstacle to comprehensive analysis of spend detail. A broad based investigation of available technology solutions was conducted yielding an IS solution which would interface independently with the various ERP systems which comprised the sole collection point of site specific spend data. A cost value analysis was completed which justified the investment based on IRR generated from the calculated valve in procurement savings thru comparative analysis of the data between sites and market conditions.Defined the Strategy for Global Procurement function supportive of Catalent’s Business Unit initiatives, supply chain integrity, competitive cost management, and customer expectation of value management.Collaborated with business unit leaders to establish requirements necessary to support business initiatives for material movement across international boundaries with sensitivity to both business and customer expectations. Formalized the infrastructure for Global Trade Compliance to establish guidelines, efficiently manage the movement of materials, manage carrier selection and negotiate freight rates and services internationally.Member of Catalent’s Strategic Leadership Team chartered to manage critical divestiture responsibilities from Cardinal Health involving Procurement, Real Estate, Security and Global Trade Compliance. 150 Temporary Service Agreements were successfully negotiated and converted to Catalent Contracts over a 9 months period.

Leadership responsibilities included Production Scheduling, Planning, Logistics, Procurement, inventory management, and import of products from Asia, Europe, and Mexico. Full ownership of Supply Chain Operations.Continuously evaluated the efficiency of existing Supply Chain replenishment model to maintain best in class performance concentrating on OTD, Service Level, inventory level and cost management. Justified the conversion to an optimized Order planning system, APO, which was critical in the removal of $65 million of inventory value over the existing replenishment cycle.Reorganized Distribution Model to incorporate the use of Third Party Logistics providers allowing the closure of two corporate owned Replenishment Centers resulting in annual savings in excess of $10 Million while maintaining Service Level at or above 98%Developed and executed a 5 year planning strategy delivering 15% negotiated value improvement for procured parts and logistics services equal to $40 million over the periodConverted 55% of once over-the-road freight to rail transportation creating freight savings of over $7 million and used in transit inventory as buffering stock at zero cost to distribution operations.Sole MPS divisional representative to Cardinal’s Strategic Sourcing Council which structured the procurement strategy and policies for Cardinal Health, Inc. The 3 year goal for the Council was established to reduce the spend for indirect commodities and services by $100 million. The execution of this plan was meet with the overall contribution to reduced spend from MPS equaling $30 million dollars.

S&OP, Planning, and Logistics and Procurement for a $2Billion COGS Division.Through vigorous use of S&OP processes the performance of on time delivery increased from an established plateau of 95% to 98% in the span of 12 months Initiated fundamental restructure of order replenish system to establish consistent and stable management of product flow and optimization of manufacturing performance.Full accountability for cash flow management, excess and obsolete inventory, and service level across the distribution platform. Expanded Supply Chain functionality to accommodate the increasing number of commodity products within the Healthcare Industry that were being manufactured and sourced from Asia pacific locationsAs manufacturing platforms relocated from North American to locations on the Asian Peninsula the necessity to restructure supply chain and logistics practices required to support the move were managed with close collaboration of business management on each end of the supply chain. Logistic strategies were developed and executed to supply Asian operations with materials and parts necessary to maintain six sigma performance in operations and to ensure uninterrupted supply availability to domestic distribution. Ocean transportation contracts and schedules were negotiated and supply chain perimeters were developed to accommodate the increased length of logistics cycle without compromise of service level to customers.

Oversaw 550 employees (24 exempt, 26 nonexempt, 500 hourly) in a multi-site electronics contract manufacturing business with $205 million annual revenue. Accountability for Manufacturing Performance, Maintenance, New Product Launches, Industrial and Manufacturing Engineering, and Customer Warranty and Repair Service.

Accountable for total site operation including budget preparation, manufacturing performance, product quality, safety, engineering, environmental compliance, sterilization, and internal talent development.Held plant Manger position in two different sites.Held a series of development positions starting with Purchasing, Materials Management, and Operations Management prior to Plant Management which began in 1989.