Michael Hanson Email & Phone Number

Columbus, OH, US

I provide consulting on topics such as automation, warehousing, fulfillment, last-mile delivery, and supply chain strategy, with a specialization in working with small to medium-sized companies across industries including grocery, specialty, Big Box, and warehouse club retailers. My current consulting work includes strategic advisory roles, designing 3PL.

Waregem, Flemish Region, BE

• Textile OEM Manufacturer, Subsidiary of a European family-owned investment holding company Haniel Group which employs 21,500 people with sales of EUR 4.2 BillionDirected global supply chain, purchasing, S&OP.
• Developed and implemented demand planning processes in collaboration with Senior Leadership, Key Customers, Sales, Product Design and Marketing, Operations, and New Product Development
• Implemented Arkieva, the demand forecasting platform integrated with SAP in support of demand planning.
• Recruited, on boarded and Trained the Demand Planning Organization.
• Developed and implemented Sales & Operations Planning across the three North American Divisions resulting in dramatically improved interdepartmental coordination.
• Improved On-Time Delivery from 80.9% to 94% during 2023.

Columbus, Ohio, US

• Glassware Consumer and Food Service Manufacturer, Private Equity Owned, 500-1000 Employees.Directed global supply chain, global sourcing, Sales and Operations Planning, production and inventory control, distribution.
• Supported successful divestiture of Oneida Food Service, Oneida Retail and Anchor Specialty Glass while retaining Anchor Commercial and Food Service Glass Division.
• Relocated Savannah GA Retail, Food Service, and.com Distribution Center and Integrated into Lancaster, OH Operations.
• Negotiated Freight Savings resulting in 20+% reduction in Truck Load and LTL expenses.
• Established internal Purchasing, Sourcing, and Customer Service Departments which had been previously outsourced.
• Strategically balanced sourcing between Asian countries to mitigate impact of Tariffs combined with COVID Pandemic.

Boca Raton, Florida, US

• Consumer Goods Textile Manufacturer, Subsidiary of Keeco with its 1,500-2,000 Global Employees.Directed business operations planning, S&OP, customer service, centralized master production scheduling and ecommerce as.
• Implemented Executive S&OP leading to the realignment of operational strategy among Sales, Merchandising, Supply Chain, and Operations accounting for demand variability and seasonal promotions.
• Transitioned from Make-to-Order to a hybrid of Make-to-Order and Make-to-Stock
• Increased on-time shipments from 85.4% on-time in 2015 to 95.7% in 90 days while reducing on-hand inventory.

Oshkosh, WI, US

• Disposable Paper and Forest Consumer and Hospitality Product Manufacturer, Private Equity Owned, 1,000-1,500 employees, $500 Million in Sales.Directed end-to-end supply chain, manufacturing, engineering, S&OP, global.
• Implemented Lean business practices across three manufacturing sites generating in excess of $3M in annualized savings.
• Completed integration of two acquisitions, maximizing operational, logistics and purchasing synergies.
• Introduced automated robotic material handling for high-speed converting and packaging lines with ROI realized in less than two years.

Columbus, Ohio, US

• Consumer Glassware Manufacturer and Sourced Stainless Steel Flatware Company, Private Equity Owned, 500-1000 Employees.Directed global supply chain, S&OP, production and inventory control, distribution, transportation.
• Revised and upgraded Executive S&OP balancing demand with supply plan.
• Reduced purchased finished goods inventory from 2.5 to 4.5 turns in first year while maintaining Line Fill above 98%.
• Integrated Home Collections buying operations into existing Anchor purchasing group resulting in six-figure savings.
• Integrated Oneida Supply Chain operations into existing Anchor purchasing group resulting in six-figure savings.

Atlanta, Georgia, US

• Appliances, Electrical, and Electronics Manufacturer serving Commercial, Renewable Energy, & Utility markets, South Korean Owned LS Cable and System, 3,500 - 4,000 employees and $7 Billion US SalesContract executive.
• Introduced Executive S&OP at two divisions, driving $66.5 million reduction in raw material and finished goods inventory.
• Initiated and consolidated two distribution centers and one manufacturing site as well as a new acquisition into one facility.
• Initiated and implemented visual scheduling combined with real-time, plant floor operations dashboards supporting customer service improvements coupled with double-digit productivity gains.

Charlotte, NC, US

• Consumer Electronics Manufacturer producing Hoover, Dirt Devil, Royal, Ryobi, Milwaukee vacuums and hand tools, Publicly Held, A subsidiary of Techtronic Industries, Publicly Traded Hong Kong Stock Exchange, employing.
• Integrated three Hoover distribution centers and one remanufacturing site into the TTI distribution network.
• Propelled three-year, $18M cost improvement program based on network optimization, rationalizing distribution centers, increased use of intermodal shipments, and transloading international shipments through Long Beach.
• Reduced Finished Goods inventory by $30M while improving Line Fill from 85.7% in 2007 to 98.7% by improving focus on customer service through S&OP, forecasting, production planning and inventory control.
• Implemented Lean Manufacturing and focused automation; reduced labor by 40%, and manufacturing space by 60% at the Euclid, Ohio site.

Premium Household Consumer Goods Chemical Household Products Manufacturer (http://www.mrsmeyers.com), Privately Held, Family Owned, 100-250 employeesConsulting executive charged with implementing and leveraging Sales and Operations Planning, reducing inventory, and resourcing key materials and components leading to increased profitability and cash flow.

Atlanta, GA, US

• Consumer Branded Products. A subsidiary of Newell Brands, Fortune 500 Publicly Traded Company, Employees 10,000+ People, $8.1 Billion in SalesPlastics Manufacturer including Plastic Injection Molding, Blow Molding, and.
• Achieved 5x operating income improvement YOY by consolidating supply chain, R&D, and project engineering functions while supporting outsourcing blow and injection molding.
• Reorganized Hong Kong and Shenzhen sourcing offices resulting in improved speed in new product development.
• Achieved 99.5% on time deliveries with 99.8% line fill and 99.7% orders complete.
• Supported direct to consumer sales growth from $7M in 2005 to $15M+ in 2006 through a combination of warehouse process and procedural improvements coupled with an integrated WMS solution.
• Reduced average finished goods inventory by $5.5M.

Kent, Ohio, US

• Chemical Manufacturer serving the floral, horticultural, biomedical, and cold-chain markets. Privately Held, Family owned. 500-1,000 employees.Directed manufacturing, engineering, supply chain, global sourcing.
• Contributed to 113% increase in operating profit over three years.
• Implemented Lean manufacturing and Six Sigma methodology resulting in 38% productivity gain.
• Improved service from 65% to 95% in first year: implemented continuous replenishment programs with key customers.
• Produced $1M+ in cost reductions during three-year period by implementing strategic purchasing initiative.
• Established OEM market and co-developed the product and manufacturing processes in cold storage industry resulting in $3 Million in revenue not previously serviced.

Atlanta, GA, US

• Consumer Branded Products, Plastics Manufacturer, A subsidiary of Newell Brands, Fortune 500 Publicly Traded Company, Employees 10,000+ People, $8.1 Billion in SalesNew Acquisition. Directed centralized procurement.
• Improved on-time shipments from 62% to 98% in three months; 99.96% in 12 months.
• Improved operating income from 7% to 16.7%. Reduced standard costs 12%.
• Reduced work in process inventories by $3.3M and raw material by $2.8M.

Atlanta, GA, US

• Directed centralized procurement, distribution, warehousing, production and inventory control, global sourcing, traffic, information systems, and purchasing. Multi-plant logistics responsibilities - four manufacturing.
• Merged Lee Rowan Company with System Works and Dorfile in 1997.
• Implemented Sales and Operations Planning across the 3 Divisions.
• Consolidated Memphis and Jackson facilities in 1998.

Atlanta, GA, US

• New Acquisition. Wire Shelving and Home Organization Manurfacturer. Directed 450 employees through 5 shift supervisors and 1 process engineer. Responsible for manufacturing operations and plant-wide cost reduction.
• Developed multi-discipline continuous improvement teams contributing to a 25% scrap reduction.
• Reduced turnover by 75%.
• Increased productivity 15% through the introduction of Lean Six Sigma; two-year cost reductions totaled $3.7M.
• Introduced high speed packaging automation with ROI realized in less than 1 year.
• Member Customer Focus Team, raised on-time shipments from 60% to 98% in less than six months.

Atlanta, GA, US

• New Acquisition. Zinc-Aluminum Die Casting, Injection Molding, Metal Stamping, Plating operations. Directed 61 Skilled Craftsmen through one maintenance manager, three shift supervisors, one project manager, three.
• Introduced TPM and autonomous maintenance reducing unplanned maintenance by 95%.
• Introduced Quick Change-over Process to the Stamping Department resulting in a reduction of average changeover time from an excess of 4 Hours to less than 15 minutes.
• Developed multi-craft project teams reducing the timing and expense of capital rebuilds in the molding department by 40%+.

Washington, DC, US

Throughout my time as an Officer in the United States Marine Corps, I assumed diverse responsibilities, including serving as a Company Commander within the 26 Marine Expeditionary Unit, Special Operations Capable, and acting as a Presidential White House Aide to President Reagan.

Washington, District Of Columbia, US

Ms, Systems Management

Bs, Economics