Michael Burns Email & Phone Number

City Of Industry, Ca, Us

Responsible for retail vendor to shelf and eCommerce vendor to door for the Torrid supply chain.

Columbus, Ohio, Us

Responsible for $500M in global transportation and logistics spend in support of Big Lots’ global supply chain and Omnichannel business across all transportation modes, consolidation and deconsolidation centers, eComm fulfillment and forward deployment centers. Responsible for CTPAT and US Customs compliance programs in addition to outsource relationships with ocean carriers, freight forwarders and domestic transportation services providers and 3PL fulfillment providers.

Responsible for Pacer’s $1B intermodal line of business including P&L, network operations, customer service, pricing, sales and marketing. Direct management responsibility for team of 120 professionals. Led the transition of Pacer’s business model from wholesale to retail in collaboration with US railroad partners.

Levallois-Perret, France, Fr

Responsible for developing and executing sales and marketing strategies in support of the global freight management business unit. Led a team of 40 business development resources to target new business opportunities aligned to the global network and capabilities

Bonn, De

Responsible for strategy and development of €3 billion supply chain and forwarding business serving global automotive and industrial sector customers. Built team to manage select global relationships, target new growth sectors and customers, and develop repeatable global supply chain solutions. Work with regional operating and development teams to align and drive business profit and growth targets.Responsible for strategy, marketing, and mergers and acquisitions in support of the Americas region. Collaborated with regional business units to develop plans and tactics in support of business goals. Aligned regional strategy to Group strategic imperatives focusing on seven key initiatives that underpinned improved performance in key business units. Led the pilot implementation of the Exel Way, a major change program, focusing on business development tools and processes. Responsible for managing a portfolio of 12 global technology customers accounting for over $1 billion in total revenues. Transformed Exel’s global account management to include executive sponsorship, shadow P&Ls, business case based investment decision making, and formal escalation management over a three year period. Worked with customers to translate business strategies into supply chain programs, achieving 9% CAGR over the period and revenue and profit growth of 17% and 16% respectively in FY2004.

Responsible for strategy and development of ¬3 billion supply chain and forwarding business serving global automotive and industrial sector customers. Built team to manage select global relationships, target new growth sectors and customers, and develop repeatable global supply chain solutions. Work with regional operating and development teams to align and drive business profit and growth targets.Exel plc (acquired by Deutsche Post World Net on December of 2005)

Irvine, Ca, Us

Managed post-sales service execution and ensured technical support of products and solutions for Gateway. Implemented an end-to-end quality initiative and strengthened product and process quality information feedback loop resulting in 3% increase in first call resolution. Teamed with manufacturing to improve on-time spare parts fill rates and program managed the convergence of Gateway’s Consumer and Business Customer Services and Support groups including the closure of two technical call centers.

Dublin 2, Ie

Responsible for managing client engagements and developing long-term business relationships with key client sponsors. Managed large teams of consultants and client personnel from analysis through implementation to drive sustainable business results. Sample engagements included: Business Strategy: Directed a turn-around strategy for a global telecommunications and networking device manufacturer. Working directly with the EVP and GM, identified key market sectors and customers and re-aligned the sales and operations organizations to better serve these sectors. Implemented business controls and processes necessary to regain visibility and control in conjunction with managing through a significant reduction in force. Company realized a 29% over-achievement of sales targets within the fiscal year. Business Strategy: Directed a divestiture/outsourcing program for a major computer manufacturer’s service and support organization. Developed market valuation framework and performed feasibility assessment for selling the support unit as a stand-alone business. Initiated due diligence in conjunction with an operational assessment with prospective buyers. In parallel, coordinated a global, traditional outsourcing and post-merger integration program to achieve cost reduction goals of $70 million per annum. Developed transition plans for migrating to outsource providers. Practice Development: • Coordinated Central Region communications activities • Led MBA campus recruiting • Developed international logistics training course

New York, Ny, Us

Responsible for selling and managing client engagements based on agreed deliverables. Managed team of consultants and maintained relationship with key client sponsor. Performed analysis and developed solutions to satisfy client needs. Sample engagements included: On-Site Logistics Management: Acted as on-site logistics manager for the Grocery and Beauty Care Divisions of a $3.5 billion food cooperative after a poorly executed outsourcing initiative. Over a 10-month period, worked with the client buying organization, supply base, customers, and outsource provider to stabilize operations and achieve an order fill rate increase of 15% resulting in over $13.5 million contribution to quarterly division revenues. Ultimately oversaw the transition to a new outsource provider.Supply Chain Strategy: Project Manager for an international supply chain process redesign for a leading sporting goods manufacturer including production planning, scheduling, outsourced manufacturing and distribution. Recommended a sales and operations planning process and a direct shipment program for Asian distributors. Recommended the move to a “master distributor” marketing agreement that would achieve order cycle time reductions and annual transportation cost reductions of $10 million. Practice Development: • Coordinated national logistics practice recruiting • Developed 3-day training course for auditors on logistics issues • Recommended and implemented resource manager mentoring program

Armonk, New York, Ny, Us

Managed import operations including U.S. Customs brokerage relationships in 17 U.S. ports of entry, 27 full-time personnel and $7 billion in raw material and finished goods imports. As a senior supply chain analyst, initiated and piloted large-scale supply chain projects including IBM’s in-house brokerage operations, distribution programs from Spain, U.K., and Sweden to support sole-soured manufacturing strategies.

Mba, Operations And Logistics Management

M.B.A, Operations And Logistics Management

Bachelor Of Science, Business Marketing

Education record