Joe Camiolo Email & Phone Number

United States

Wilmington, Delaware

Hillsborough, Nj

• Prepare and design logistics project plans for the delivery of oversize and super loads for the wind turbine industry.• Preform road study and feasibility reports to determine delivery of over denominational components to target work site. • Create Comprehensive Statement of Work and Master Sales Agreement for organizations, displaying a clear picture of the companies capabilities and defining the expectation to the clients.• Implementation of Sales Gathering Document for sales group to effectively use when calling on clients.• Crafting of Core Activity Matrix defining roles and responsibilities within the organization.• Mapping of department process flows, standard operating procedures and work instructions using Lean Six Sigma methodology. • Develop electronic process to capture all elements of a part movement from order creation to delivery.• Preformed Re-Organizations of specific departments as well as overall company Re-Organizations.

1150 Northrevose, Pa

Heavy Haul Logistics of wind turbine components.Manager, U.S. Operations (reporting to Director of Logistics and Construction) 11/2010-11/2012 • Developed process flow charts for the logistics and construction department, re-defining the work functions for the various groups in the department improving productivity by 30%.• Established Key Performance Indicators to enable just in time delivery of turbine components and to maintain 95% on tine deliver and 97% defect free wind turbines deliveries to pad site.• Responsible for all special projects related to Logistics in North America.o Bridge Project, retrofit “H” frames, Blades by rail transportation, Re-engineering of access roads to pad sites, Blade transportation study for North America, blade and tower replenishments activities.• Directly responsible to establish and continually develop relationships with the Department of Transportation, Heavy haul carriers, Railroad and shipping companies within the boundaries of the United States, Mexico and Canada.• Perform Site Visits /Road Assessments and generated extensive documented reports to determine site accessibility and delivery feasibility for projects.• Responsible for safety investigations related to turbine deliveries to site. Performed root cause analysis and corrective actions functions.• Developed and Maintained through cross-functional activities Milestones, Action Plans and Project Plans for all turbine deliveries including all pertinent information relative to the projects for all of North America.

Director, North American Operations (reporting to SVP, Global Operations) 4/2009-Current• Direct responsibility to develop and expand two hundred stocking locations throughout the United States and Canada.• Developed an audit program for the network to measure its performance and to exceed the client expectation.• Established Key performance Indicators for all facilities throughout the North American Network designed to maintain a standard of 98.0% for on time delivery performance of goods. • Executive responsibility to manage the North American Network using three regional managers.• Active member of the QBR business team working directly with clients to review metrics applied to the scope of work designed for each business account. Evaluated opportunities to expand scope of work to support additional needs and services. • Reviewed and implemented strategic opportunities to enhance client ability to expand through their outsource partnership.• Reduced network cost by $200,000. In cost negotiations and depot consolidations.Consultant (reporting to SVP, Global Operations) 10/2008-3/2009• Developed a Comprehensive Statement of Work and Master Sales Agreement for the organization. Displaying a clear picture of the companies capabilities and defining the expectation to the client; • Create a Sales Gathering Document for the sales group to effectively use when calling on clients.• Craft a Core Activity Matrix defining roles and responsibilities within the organization.• Mapping of all department process flows, standard operating procedures and work instructions.• Developed electronic process on a cross functional team to capture all elements of a part movement from order creation to delivery.

Director, International Operations (reporting to VP, International) 1/2008-7/2008• Key member of start up team to build the International service and support division. The team was built to secure relationships with global partners to support EMEA, APAC, LATAM, Central America and the Caribbean which are strategic regions for service implementation and support.• The team consisted of 13 Direct Reports, i.e., 1 Int’l Manager for Europe and Asia Networks; 2 Field Service Managers for LATAM, Central America and Caribbean; 4 Inventory Control Analysts; 3 Field Service Reps; 3 Special Service Reps.• Responsible for the Management and expansion of the Int’l strategic stocking locations . One hundred thirty locations were under my direct management as Director of Int’l operations team.• Executive responsibility to manage client relationships and internal expectations for all services and compliance matrix.Project Engineer, Operations (reporting to EVP, Operations) 4/2007-12/2007• Worked directly for the Executive Vice President of Global Operations on strategic initiatives and projects identified as key opportunities for service improvement, service enhancement and overall quality improvements.

Developed proper skills needed for job search and interviews.

Magruder Color Company Elizabeth, NJAn organic pigment manufacturer that sourced raw materials world-wide, produced products at domestic plants and marketed them primarily throughout North America and EuropeVice President, Business Unit 2002-2006• Managed and accountable for P&L management of operations at two plants, including manufacturing, product development, engineering, quality control, sales• Created and directed a two shift operation, i.e. workforce of fifty, six department supervisors, five technicians, one plant manager• Maintained tight production schedules through close coordination with Customer Service, Technical and Manufacturing groups• Implemented a Total Quality Management system that increased quality control standards by 80%• Streamlined operations by 50% in order to meet competitive industry demands• Maintained sufficient cash-flow/credit-line availability to meet daily disbursement requirementsVice President, Supply Chain 1989-2001• Developed and implemented an annual supply chain business plan including tactics to achieve strategic goals set by senior management team• Managed the procurement of all chemical/raw materials, packaging, and transportation related to the organic pigment business• Generated significant positive purchase price variances annually beginning in 1992 through 2002• Negotiated with energy producers to establish long-term contracts for the purchase and delivery of natural gas and fuel oil• Established relations and supply chain in Asia, i.e. China, India, Korea, Japan; Europe, i.e. Russia, Poland, Czech Republic; and the Americas, i.e. Canada, Mexico, Brazil• Traveled annually to China, India, Korea and Japan to negotiate raw material purchase contracts• Successfully led various process improvement teams including refinement of raw material specification, customer care and fulfillment, and inventory reduction which led to meeting aggressive capital goals

Science

Quality Management, Right Way To Manage