Mike Geiger Email & Phone Number

Irvine, CA, US

Irvine, CA, US

Developed warehouse/distribution footprint, inventory optimization, and associated execution plan for two major consumer product distributors and a specialty industrial manufacturer.o Analyzed sales data to identify demand pattern and determine stocking locations, levels and replenishment strategies.o Created forecast models and sales/inventory planning.

Responsible for locating, selecting and facilitating educational speakers for the monthly members meeting of Dallas chapter of Institute for Supply Management (ISM).

Dallas, Texas, US

Contracted to lead team to develop and execute a departmental production recovery plan for major aerospace structure supplier. Team reduced behind schedule hours by 82% in 3 months and regained customer schedule.o Identified gaps in current manpower, drove gap closure planning efforts and monitored execution of hiring/training plan.o Created inbound.

• Led the evaluation, training and development of lean business improvement skills and capabilities for 6 electric/gas utility client lean practitioners, their leadership and 95 field workers.
• Evaluated current state lean/continuous improvement skills of client practitioners, created and led coaching plans to achieve targeted skill levels. Plans include both formal training and experiential learning.
• Worked with client practitioners to identify complex problems and challenges, analyze the root cause and identify, test and implement appropriate solutions through utilization of advanced problem solving and lean.
• In conjunction with client practitioners, evaluated client field team lean/continuous improvement capabilities and implemented training plan with focus on creating a sustainable lean culture.
• Drove field team engagement in lean improvements through regular team performance discussions, focused on identifying and implementing daily improvement opportunities.

• Responsible for supply chain team of 8 sourcing professionals managing the procurement of globally sourced machined components, castings/forgings, commodity items and services, worth $92M for Oklahoma City and.
• Established supply chain standard work to drive consistent process across department.
• Converted material forecasting system from historical usage to SIOP driven model to match material availability to sales plan.
• Transitioned sourcing process, in conjunction with corporate sourcing team, from piece price focus to fully landed cost model. Targeted reducing sourcing from 65% offshore to 40% to reduce total cost, improve leadtimes.
• Drove rollout of an material pull system across three major product lines, driving a 15% reduction in inventory in 1st 6 months.
• Diversified international logistics chain through the use of multiple ports to reduce supply chain risks.

Houston, Texas, US

• Managed a team of 35 sourcing professionals responsible for the procurement of raw material, machined components, commodities and services, worth $315M.
• Updated and redeployed supplier performance management process to drive a 20% increase in on-time delivery performance with 35 key suppliers
• Team generated $10.5M in purchase price savings through competitive bid and negotiations with suppliers.
• Improved inventory turns to 4.13 through buyer focus on lot size buys and improved supplier delivery
• Developed a buyer scorecard for tracking buyer KPI’s to drive efficient sourcing processes and compliance with corporate policy requirements.

Irving, TX, US

• Responsible for development and implementation of a supplier quality function from the ground up.
• Created a supplier quality evaluation process to review current and new suppliers.
• Developed a initial and ongoing supplier financial review process to evaluate financial health of suppliers. Review used annual financial reports and industry comparables to rate overall supplier health and identify.
• Led team in the creation of a Supplier Relationship Management (SRM) system. This includes a supplier classification process based on ISM 4 box criteria and definition of relationship activities for each category.

Irving, TX, US

• Managed a team of 15 salary and 59 hourly personnel responsible for the sourcing and warehousing of all services and material for 8 mine sites.
• Completed rebuilding of supply chain organization as part of insourcing effort. Added 6 new heads to organization, transitioned 3 heads from outsource provider and moved 64 heads internally from site budget to corporate.
• Team generated $10.7M budget year savings through negotiation, supply base consolidation and sourcing process improvements on a controllable spend of $116M.
• Established sourcing control of $36M in construction spend and drove $4.75M in savings through consolidation and introduction of new suppliers
• Reduced the average inventory growth of 14.8% per year to a 5% reduction in two years, while maintaining availability at better than 98%, through a robust inventory review process.

Maumee, Ohio, US

• Lead a $4.1 million dollar plant rearrangement project that eliminated 15 indirect heads and reduced WIP by 45%.
• Identified and obtained approval for an additional $1.5M production line to increase capacity by 10% and eliminate overtime requirements. Reduced budget from $5.0 million to $1.5 million through the identification and.
• Directed manufacturing engineers in the deployment of Toyota Production System based processes to factory floor.

• Responsible for the launch of 2 transmission component programs and 2 Toyota wheel hubs programs with $32.26 million in current or projected sales and $18.85 million in investment.
• Development and presentation of program business case to senior management. This included sales projections (pricing and volume), product cost structure and investment schedule.
• Managed procurement process of raw material and capital equipment to ensure program financial objectives and timing were met. This included obtaining Toyota approval for a forging process change, resulting in a 6.5%.
• Reduced initial program investments by 40% through lean process development, redeployment of existing capital and negotiated savings with key vendors
• Led Kaizen efforts to identify and implement process improvements to reduce labor and overhead throughout the launch of programs. Eliminated 5 operators through improved work cell designs, for a savings of $250,000.

• Responsible for the management of $60 million annual buy in capital equipment purchases, across 21 North American plants.
• Led integration of 2 acquired companies capital and indirect purchases into consolidated process.
• Negotiated $4 million average annual reduction on overall buy through consolidation of purchases with strategic suppliers.

• Supervised 3 direct report employees who handled the purchasing of capital equipment, minority business enterprise, and customs compliance. Also managed 2 onsite employees for 3rd party logistics provider.
• Set annual employee objectives and monitored performance to these objectives
• Assisted in evaluation of eProcurement solutions (Ariba, FreeMarkets, DSSI). Responsible for developing internal purchasing data to be used by suppliers for value proposition development
• Negotiated corporate contracts for perishable tooling and other indirect materials, saving $500,000 on a buy of $32 million
• Worked with plant engineering and purchasing personnel to ensure uniform commercial agreements with the indirect material supply base

Responsible for the first launch of a highly engineered balance shaft module within the company. Ensured the program’s financial performance met corporate goals for internal rate of return and contribution margin.·Identified and implemented an outsourcing of machining to reduce program investment by $337,000.·Managed internal resources and suppliers to.

Management of $20 million in capital equipment purchases and $15 million in perishable tooling across 21 North American plants.·Saved $215,000 with major perishable tooling suppliers via negotiated savings and other cost reduction activities. ·Developed a formalized process for the purchase of capital equipment and a supply base selection.

Dearborn, Michigan, US

·Responsible for $500 million annual worldwide future model sourcing strategy on springs and steering components.·Saved $4.25 million on $250 million buy in North America via non-design related cost reduction plans using cross-functional teams resulting. Team included Ford engineering, finance and quality personnel, as well as corresponding personnel from.

Detroit, MI, US

Mba, Operations Management

Bs, Mechanical Engineering