Lisa Morris Email & Phone Number

Tustin, Ca, Us

Executive leader for the supply chain, including sourcing, procurement, materials planning, inventory management, and facilities supporting all aspects of the business. Business aspects include program support to expand the fleet and shift from prototype to production, maintenance and repair for space vehicles and supporting aircraft, and commercial operations including hospitality and supplies for astronauts and pilots. Creation and direction for all planning of supply chain initiatives, policies, and objectives.

Tempe, Arizona, Us

Supply Chain architect designing solutions to support existing customers and creating solutions in partnership with business development executives to ensure success for new customers and new products. Working closely with customers to design for manufacturability and cost, supporting these designs with operations and a global supply base to streamline production. Identify suppliers and develop relationships to enable Benchmark to provide the best supply chain solution considering cost, quality, delivery, and technical capabilities.

San Francisco, California, Us

Charlotte, North Carolina, Us

Senior leader for the contract manufacturing operations center, consisting of 6 locations and 140 employees with annual revenue of $600M. Built a relationship with our premier supplier for circuit card assemblies for integration into avionics equipment. Increased delivery performance by 25% while increasing revenue by 22%. Decreased PPM (quality defects) by 35% in the same period. Negotiated a new 5 year contract with this supplier valued at $1.5B. Completed an addendum to a second 10 year contract to provide clarity on pricing, new business, and performance expectations, saving an additional $3M per year.

Charlotte, North Carolina, Us

Chief Program Manager for inventory reduction program resulting in inventory improvements from 3.5 to 5.8 turns in 10 months. Recruited project management staff and negotiated their transfer to the team temporarily to execute the project. Rolled out project reviews for leaders, including the CEO of Aerospace. Lead the team to develop a five-year strategic plan for the integrated supply chain in collaboration with the senior leadership. Coordinated all metrics and communication flow down throughout the organization to ensure annual goal alignment across the global supply chain and execution of the annual operating plan. Deployed review method to ensure performance to the plan and mentored leaders in results oriented program management.

Charlotte, North Carolina, Us

Responsible for P&L management and the overall performance of the business for Turbo-Prop Engines. Developed technology roadmap to ensure alignment with customer needs and drove growth programs to secure future business with key customers. Implemented pricing strategies which recaptured aftermarket sales with improved operating income. Created and implemented value proposition for the product line, resulting in internal and customer funding for continued product development in support of the strategic plan. Determined investment strategy, and successfully managed budgets in excess of $100M. Leadership in matrix organization including engineering, quality, supply chain, customer support, sales, and customer business teams. Managed end of life programs and support plans. Managed the development of digital controllers capable of use on multiple engine platforms, saving over $200M in development costs across the business portfolio.

Charlotte, North Carolina, Us

Leader for delivery and quality improvements benefiting the D&S business unit. Built a strong relationship between the Integrated Supply Chain and the D&S business leaders to improve performance in quality and delivery for $6B in annual revenues. Improved delivery and quality metrics across the business including achieving gold awards for both quality and delivery from Boeing Defense. Established a management operating system to focus on aspects of the D&S business to continue to improve performance and allow for new business growth.

Charlotte, North Carolina, Us

Responsible for all facets of the ISC and Deer Valley’s site performance including: health, safety & environmental, delivery, quality, cost, inventory, productivity, and Honeywell Operating System (lean/ six sigma process). Managed 3200 employees and $1B+ of annual Production Revenues. Achieved Delivery and Quality awards from our largest customers including Boeing, Airbus, Embraer, and Gulfstream. Execution successes: PPM reduced by 90%, Delivery increased 30%, Past Due orders reduced by 74%, Achieved VPP Star Safety Award, Cut use of overtime by 50%. Created a site council to manage communication and operations at this key Aerospace site.

Charlotte, North Carolina, Us

Leader for customer past due reduction & Inventory reduction programs for the Aerospace business; Project plan development & structure to focus leaders throughout the business, operations and logistics; Reduced $52M in manufacturing inventory (WIP) across top 16 sites. Indirectly managed multiple program managers for site cycle time reductions and proper inventory entitlements, balancing the operations. Developed and executed a blueprint for cycle stock aligned to product line projections.

Charlotte, North Carolina, Us

Program development and execution for transfer of operations; $1.1B revenue green field site; 24 mo project - Lead the transition of the Deer Valley Site operations from Phoenix to Penang, Malaysia, a green field site. Saved $103M in the first 5yrs & a run rate of $41M/ yr savings. Selected and lead a direct staff of nine project managers & functional leads; lead the planning and execution of: logistics, facilities (construction & fit up), equipment transfer, development & validation of duplicate test equipment, quality systems, manufacturing engineering, capture of hidden factory, and training for approx 500 new employees. SAP was launched in this site as part of the start up. Received a written commendation from the CEO of Aerospace based the execution of this project, under budget and ahead of schedule.

Charlotte, North Carolina, Us

Organization of 180 employees, $348M in revenue. Displays and Graphics, Electro-mechanical controls, and Avionics; Responsible for all production output & delivery performance, material control, factory quality & manufacturing systems, new product introduction launch and engineering change integration, and factory safety

Huntersville, Nc, Us

PResponsible for 450 employees and a $47M cost center. Lead the transformation of the plant resulting in 11% productivity improvement and $9M savings over 2 years, $5.2M in the first 7 months. Delivery performance increase from 97% to 99.6% and established schedule attainment measure to address inventory reduction at the distribution center. Successfully moved three product lines to operations in Asia (Quick Wrench, Snips, and Levels) to reduce overall product cost and overhead in the DeWitt Facility.

New Britain, Ct, Us

Promoted to this position and challenged to achieve similar results as that achieved at the Chatsworth location. Succeeded in taking the fill rate from 26% to 97%+, stabilizing financial performance, reducing costs by 12% from 2002, and reducing inventory by 40%. After the 2004 sale of the Stanley Entry Door business, this position reported directly to the President of the Home Décor Business and included responsibility for the Chatsworth facility. Responsible for a Cost Center of $50M.

New Britain, Ct, Us

Stabilized the plant performance and improved the service levels such that sales growth could be achieved. Succeeded in achieving 100% fill rates, stabilizing financial performance, and laying the groundwork for successful union negotiations for a 3 yr contract signed in March of 2003. Earned the top supplier award from Lowe’s and Home Depot for our customer service and delivery performance. Responsible for a Cost Center of $15M

Friedrichshafen, Baden-Württemberg, De

Led inventory reduction of $1.8 Million in raw materials through the analysis of the inventory on hand, typical delivery schedules, production requirements, and system assumptions. Six Sigma Training from Rath & Strong Consulting Group.

Friedrichshafen, Baden-Württemberg, De

Managed 320 employees through four customer based teams to manufacture airbag assemblies and service parts. Responsible for Airbag assembly production, New Product Launch and Product Change Management, Product Quality and customer focus provided through customer based teams. Devised and executed a plan to successfully flex the workforce and employ furloughs to manage through the downturn following the events of September 11th. Throughout this period, delivery levels continued at 99.8% with PPM rates lower than 100. Although 2 factories in the same location were unionized during this period, our location was not impacted, based largely on the deployed communication plan and leadership provided. The site earned the Nissan Master Quality Award, Quality Achievement Award from Mitsubishi Motor, and Tennessee OSHA Voluntary Protection Program (VPP) Star Award

Friedrichshafen, Baden-Württemberg, De

Alfdorf, Germany & Czestochowa, PolandDeployed a Lean Manufacturing Program in 22 European sites including Germany, Poland, Spain, England, Italy, and Austria. Developed a plan to reduce the total manufacturing footprint in Europe, including the movement of operations from Western to Eastern Europe. Executed changes that resulted in productivity improvements, capital reductions, outsourcing of non-core production within a union environment. Results include: 40% reduction in Scrap, 99% delivery with $0 premium freight, 92% reduction in PPM, 40% reduction in inventory days, 30% reduction in labor costs, 88% increase in labor absorption, 60% decrease in absenteeism, and 41% decrease in receivable days, contributing to a 35% decrease in inventory days.

Bachelor Of Science (B.S.), Mechanical Engineering

Master Of Business Administration (M.B.A.), Technology Management