Mike Lipfert, Mba Email & Phone Number

Phoenix, Az, Us

Phoenix, Arizona, United States

In this role am designing and implementing new business systems that automate and simplify daily tasks for our operational leadership. These systems yield cost savings and reclaimed time that can be used for more productive activities like selling and coaching at the branch level. I oversee a group consisting of 2 Managers and 16 Administrators who support Beacon's day-to-day business at over 550 branches. I am also part of a larger Operational Excellence team responsible for improving operations at Beacon through branch optimization and continuous improvement.

Denver, Co

In November of 2018 I was promoted to Director of Supply Chain. In addition to the Regions my team was supporting I added responsibility for West Division logistics. My team consisted of up to four Managers reporting directly to me and managing as many as 13 indirect reports. My focus in this position:• Manage and develop vendor relationships for the regions I support• Oversee Regional Supply Chain Managers and their purchasing and inventory management support teams• Negotiate regional discounts with partner suppliers• Vendor stratification and consolidation• Reduce excess and obsolete inventory; prevent against adding more potential dead items• Forecast and coordinate large regional stocking buys• Assist with integration of new Beacon acquisitions• Facilitate regional adoption of Beacon’s exclusive “Tri-Built” brand• Negotiate annual rebate programs with regional vendors• Identify opportunities to reduce freight spend by picking up orders from vendors• Look for ways to utilize existing headcount during slow season moving freight

Denver, Co

In April of 2018 I was promoted to Senior Supply Chain Manager. This ended up being a 7-month position and bridged the gap between the Manager and Director role. I expanded from managing the Supply Chain for one region to three regions. I added three managers reporting directly to me, and had 9 indirect reports. We supported 70 locations in 26 states doing $650 million of business per year. In addition to the roofing branches my team was supporting, I added a team to support Beacon's waterproofing and insulation business as well. This new position allowed me to delegate day to day functional support to my managers and their teams so that my primary focus could be on longer-term strategic plans.My focus in this position:• Manage and develop vendor relationships for the regions I support• Negotiate regional discounts with partner suppliers• Vendor stratification and consolidation• Forecast and coordinate large regional stocking buys• Assist with integration of new Beacon acquisitions• Focus on development of Beacon’s exclusive “Tri-Built” brand• Negotiate annual rebate programs with regional vendors• Develop and coach two Supply Chain Managers and a Continuous Improvement Manager in their new roles reporting to me

Denver, Co (Supporting Beacon Mountain Region)

When Beacon Roofing Supply acquired Roofing Supply Group, I was offered a position in Denver, CO acting as regional supply chain support for Beacon's Mountain Region. My Beacon region was significantly larger than my RSG territory was, covering 39 Branches in 11 states with combined revenues of $400 million. Many of my responsibilities were the same as they were with RSG, but most of the transactional responsibilities are handled by six direct reports. This allowed me to focus on building the Supply Chain team and developing vendor relationships.My focus in this position:• Establish and maintain vendor relationships for Beacon’s Mountain Region• Negotiate regional discounts with partner suppliers• Vendor stratification and consolidation• Forecast and coordinate large regional stocking buys• Assist with integration of new Beacon acquisitions• Focus on development of Beacon’s exclusive “Peak” brand• Negotiate annual rebate programs with regional vendors• Develop the Supply Chain Team for the Mountain Region, and oversee team functionsSupply Chain Team Functions:• Centralized purchasing of “A” items• Setup of new vendors and new items in ERP system• Vendor price sheet and branch pricing maintenance• Research of AP/PO Variances• Cleanup of outstanding transactional issues at Branch level• Monthly cycle counting and variance research• Inventory management process audits• Reduction of excess and obsolete inventory• Location code mapping and optimization• Inventory adjustment approval and assistance

Oakland, Ca (Supporting Rsg Western Division)

In June 2015, I was promoted to the role of Divisional Sourcing and Inventory Manager for RSG's Western Division. The Western Division included 25 locations doing $350 million in sales. As the Supply Chain leader for the Division, I managed the buying team and monitored Branch inventories to ensure we provided excellent service while meeting inventory metrics. In the end, this position proved to be short-lived with Beacon Roofing Supply's acquisition of RSG.

Oakland, Ca (Supporting Rsg Western Region)

In March 2013, my previous position was split into two jobs, each of which was expanded to include new responsibilities. After helping hire and train my replacement on the Pricing side, I chose to specialize in the Supply Chain side of our business. Reporting to the Western Region Vice President, I led a team responsible for all aspects of Inventory Management in Roofing Supply Group’s Western Region. My responsibilities included:• Building and leading a team of seven Inventory Managers supporting $200mm of sales at 14 stores• Managing to monthly regional inventory targets• Coordination and negotiation of large stocking buys• Vendor evaluation and consolidation• Aged Inventory reduction efforts• Approval of monthly Sales and Operations Planning forecast for region• Assisting in development of annual Unit Plan for region• Leading and participating in monthly Business Review conference calls with Branches

Phoenix, Az (Supporting Rsg Western Region)

Roofing Supply Group was a roofing materials distributor based in Dallas, TX. The company was formerly a collection of LLCs spread across the US. In 2006 they were all bought out by a private equity group and consolidated under the RSG corporate umbrella. The branches had traditionally operated as islands, handling their own purchasing and pricing. RSG implemented a corporate structure designed to leverage the purchasing power of the individual branches and to find synergies that could add to the bottom line. As a Regional Planning Manager my job was to act as a liaison between the corporate office in Dallas and the nineteen branches in the Western Region, including Washington, Nevada, Arizona, and California. I helped Branch Managers implement procedures designed to decrease costs and increase sales revenue with the intent of maximizing our gross margins on each transaction. My team's main focus was adjusting pricing for each branch with respect to each market and the competition there, and ensuring the branches were focused on procuring materials from the most cost effective suppliers.

Tempe, Az

At Arizona Tile, I was responsible for overseeing all international and domestic freight movements through the entire Supply Chain. Working with steamship lines, freight forwarders, customs brokers, and cartage companies, my goal was to ensure our imported cargo was on time and delivered at market rates. On the domestic side, I scheduled all trucking movements among our three distribution centers and 25 stores. Moving as many as 200 truckloads of freight weekly, I revamped the schedule to minimize our cost and maximize our service to each store. Both on the domestic and international levels, I was responsible for carrier selection and evaluation as well as negotiation of price and service levels. During the fuel cost crisis of 2008 I constantly worked to ensure Arizona Tile never paid more than a fair market rate for fuel surcharges.

Tempe, Az

Oasis Instrumentation was a distribution company with $5 million in annual sales servicing the Phoenix metropolitan area. As Operations Manager and second in charge to the owner, I was responsible for several widely-varying functions and had the privilege of wearing many hats. The Acoounting, Purchasing, and Inventory Management functions reported to me and I was responsible for implementing several improvements in each area. I personally handled the IT function including administration of our Unix-based business management software and our Exchange Server, allowing the company to discontinue the use of outside network technicians and consulting services. My team also provided operational support for two other businesses with the same owner. Working as one of three members of our management team, we implemented business improvements throughout the company and trimmed our operational expense numbers by about 20% over the course of three years.

Mba, Small Business/Entrepreneurship

B.S., Supply Chain Management