Michael Cramer Email & Phone Number

North Ryde, New South Wales, Au

Led establishment of company-wide logistics process. Worked with key sales and manufacturing personnel to supply best-in-class logistics strategies and product distribution strategies. Managed and analyzed bottom-line results as well as all logistics and transport contracts and vendors. Created best-in-class customer solutions. Collaborated with and provided executive leadership at all levels of operations, sales, and customer service relating to supply chain and logistics.  Outsourced private fleet with Bricks, leading to cost savings of $500,000 in FY 2013 and $1,100,000 in FY 2014. Reduced risk and liability and increased flexibility of fleet. Developed and executed asset-based carrier strategy decreasing reliance on brokerage, ensuring capacity as construction industry rebounds, totaling $1,500,000 in annual savings. Evaluated, selected, and piloted SAAS (Software as a Service) TMS (Transportation Management Software) solution, with first-year savings projected at $750,000. Established logistics leadership council across all business units to develop and execute corporate logistics strategy.

Served as member of building materials group assigned to lead global logistics for all of corporate, plus organizations specific to building materials group, including customer service, inside sales, pricing, sales support, returns, re-consignment, warranty claims, and associated supporting services, including nine direct reports and 200 employees, with $17,000,000 SG&A. Combined and restructured multiple organizations focused on improving customer experience. Reduced headcount by 10% by addressing low performance. Improved on-time delivery to 98%, order fill rate to 99% and call service levels to 85% with abandoned calls to less than 1.8%. Created focused team to address customer service-related failures. Reduced failures by 25% in areas of order entry, on-time delivery, fill rate, and damages. Initiated and led pricing operations reinvention project, reducing pricing request turnaround from 15 to two days and improving invoice accuracy by 50%. Reduced logistics costs by 8%; extended terms, generating $16,000,000 in additional cash while improving service. Managed over $500,000,000 in spend. Upgraded contact center through new technologies, processes, and people, with focus on self-serving order entries, upgrading phone and IVR technology, personalizing and segmenting customer base to improve customer experience, and establishing job profiles and testing for hiring process. Utilized principles of Six Sigma and Lean to drive all continuous improvement activities.

Headed strategy, procurement, planning, and execution of all warehousing, outbound, and inbound transportation for all businesses. Managed $750,000,000 in spend, vendor and carrier performance, and 3PL agreements, as well as $5,000,000 SG&A, on-time delivery, order fill rate, regulatory and customs compliance, and projects to reduce overall delivered costs. Built highly talented logistics organization by restructuring, hiring, and developing people, making corporate logistics a competitive weapon. Oversaw SG&A spend to top quartile with less than 0.7% of SG&A expense versus total spend managed. Improved on-time delivery to customer from 90% to 96.5%. Offset all inflation generated over $100,000,000 of productivity and secured capacity through very challenging market conditions by implementing best-in-class procurement processes and tools. Created inbound logistics team and moved inbound freight spend from 25% to 75% company-managed freight. Reduced plant down time by 75%. Implemented and procured dedicated fleet in specific service-critical areas at cost savings of $5,000,000. Awarded Owens Corning 2006 Slayter Award for developing innovative solutions that drove business results. Recognition for leadership provided and change created within logistics.

Oversaw all materials management activities, including inventory, production planning, warehousing, demand planning, and scheduling for global composites division, CSB, representing sales of $1,500,000,000 for over 50 sites globally and total supply chain spend of $250,000,000. Served on global supply chain team and business unit leadership team. Designed, developed, and built global supply chain team for CSB that linked business planning strategies to plants and warehouses worldwide. Led materials management reinvention project for CSB that developed order fulfillment strategy, such as stocking policies, customer service guidelines, inventory targets, and lead-time policies. Implemented global Sales and Operations Planning process to align senior leadership and balance customer demand with manufacturing constraints. Reduced FGs inventory during 2002-2003 by $25,000,000 while maintaining service at 97% delivery.

a diversified power management company and a global technology leader in electrical components and systems for power quality, distribution and control; hydraulics components, systems and services for industrial and mobile equipment; aerospace fuel, hydraulics and pneumatic systems for commercial and military use; and truck and automotive drive-train and power-train systems for performance, fuel economy and safety.Experiences/Responsibilities:Inventory Management: designed, developed, installed, and monitored inventory management processes and practices within Industrial Division worldwide. Reduced inventories from 200 plus days to 40 days over 8 years.Production Scheduling: designed, developed, and installed manufacturing and supplier scheduling systems within Industrial Division worldwide. Improved on-time delivery from 60% to 95% plus 3 years running.Order Fulfillment: lead team of customer service, physical distribution, production scheduling and demand planning to achieve excellent customer satisfaction survey results while reducing inventory and headcount. Designed the order entry/management systems to support the processes. Demand Planning: developed, staffed and managed an organization that created a demand stream within the manufacturing systems which allowed the manufacturing and supply chain to staff, plan and execute the inventory and delivery objectives.Distribution Management: managed the physical distribution of product in North America and Europe. Help consolidate and close the physical distribution of 13 warehouses in North America into one centralized distribution facility and 5 warehouses into one 3rd party warehouse in Europe.Manufacturing Management: lead a team of people responsible for a product line within a large manufacturing facility (i.e. focused factory). Responsibilities included process engineering, quality, cost, delivery, and materials management.

Mba, Executive Management

Education record

Bs, Industrial Technology/Business Management