William Judge Email & Phone Number

Atlanta, Ga, Us

Winston-Salem, Nc, Us

- Managed 3 Distribution facilities with $440 MM in revenue. Responsibilities include Manufacturing, Processing, H/R, Quality Engineering, Purchasing, Planning, Forecasting, Quality, Safety, Distribution, Logistics, Customer Service, and IT. - Improved processing productivity (in all facilities) 28% by coaching and driving process optimization through cross functional, self- directed work teams, efficient use of resources and streamlined workflows (one piece flow). These enhancements produced 11% in P&L improvement, 22% reduced turnaround times and 32% improved customer satisfaction rating. - Implanted new safety incentive program which drove AFR (Accident Safety Rating) down 21 % after two months. This program was embraced corporate wide with a 28% in accidents and lost time rate of .05% across all operations facilities. - Incorporated new employee training program to bolster knowledge with the workforce. Training program has a 92% reception and completion rate. The employee satisfaction survey after implementation went (from 42%) to 77%. - Worked with the team to ensure all facilities were “inspection ready” from regulatory agencies and for customers. This mitigation strategy produced 98% audit approval from FDA, USDA, OSHA and state regulatory once implemented. Received 100% audit score from 15 customers within 3 months in all facilities by developing, implementing, and instilling accelerated mitigation plans. - Started a Center of Excellence cost savings program and lean culture analyzing and discovering $1.6M in (annualized) cost savings in the first 5 months including $950K realized in 2023.

Alpharetta, Georgia, Us

• • Drive significant improvements to all areas of value stream, from receipt of order through planning, supply chain (internal & external), manufacturing, engineering, distribution, and logistics. • Collaboratively (Cross-functional teams) lead project management and continuous improvement efforts, in depth analysis and implementing changes that impact issues affecting the ability to supply high-quality products.• Instill high quality strategies through facilitation and coordination of initiatives aligning continuous improvement philosophy into day-to-day operational excellence. Utilize projects and kaizen as part of the agreed Continuous Improvement objective.• Support Corporate leadership driving and developing a lean manufacturing culture by using Lean/Six-Sigma tools, including SMED, kaizen, DMAIC method, Standard Work and Value Stream Mapping.• Initiated a clear short-term and long-term strategy utilizing project management plans and cross functional communication to ensure improvements are presented, implemented, reported, and instilled in corporate culture.• Proactively lead and contribute to cost reduction and improvement initiatives through the development and use of metrics and KPIs. Cost savings contributions ranged from $80K to $2.4MM in year one (annualized) working on projects in engineering, manufacturing, HR, IT, logistics and distribution.• Support the development of new products and manufacturing/distribution processes through focused engineering, project management and WCO cross functional teams. Managed over $13MM in CAPEX strategic projects.• Mentor teams during early stages of lean implementation to ensure forward momentum was maintained.• Emphasize and set up use of visual management on the shop floor to drive everyday problem solving and to attain financial commitments.

Boca Raton, Florida, Us

● Directed the Full $440 MM in revenue with overall responsibility for Supply Chain, Purchasing, Planning, Quality, Engineering, Contract Manufacturing, Inventory, Warehouse, and Logistics, leading a team of 8 direct reports in two internal manufacturing facilities, four >1MM sq. ft. distribution centers and procurement for 45,000 SKU’s.● Led transition from 3PL to in-house fulfillment, overseeing planning, implementation, and optimization phases. Coordinated cross-functional teams to ensure seamless transition, resulting in OTD delivery increase from 88% to 99.9%● Streamlined the procurement process working with overseas global and domestic partners strengthening the Supply Chain for the corporation. ● Built a high-performing organization to manage performance and quality of strategic suppliers maintaining scorecards in key categories for quality, delivery and costs, and continuous internal operations improvement.● Revamped Order Management best practices and processes to drive perfect order logic and order types/policies, standardized lead times/tier pricing strategies, available-to-promise (ATP), customer resource management (CRM), and electronic data interchange (EDI).● Led Planning/Management using a "One Number Plan" approach and methodology to align financial, operation, and material plans.● Spearheaded Tactical Purchasing to reduce lead times and improve material margins through the Total Cost of Ownership (TCO) model.● Instituted Replenishment Methods (MRP, Stocking Programs, VMI, Consignment, Reorder Point, and Direct Pull).● Improved Distribution & Logistics practices and network optimization, including picking, packing, shipping (PPS), trade compliance (Import/Export), distribution center management, and tracking

• Managed the paper consumer goods business responsible for the Full $256 MM in revenue leading a team of 6 direct reports in manufacturing, engineering, planning, procurement, HR, and quality. Team of 120 indirect reports delivering paper products to big box retail stores, supermarkets, dollar stores, and DTC e-commerce channels. • Increased overall productivity machine uptime from 76% to 96% by implementing Preventative Maintenance (PM) schedules, poke yoke plan, downtime documentation, inline visual management, and employee training.• Developed technical game plans for each operating business and site operating strategy and corporate sustainability, including capital projects to automate operations, reduce conversion costs, and implement systemic process improvement efforts resulting in increased productivity, velocity, quality systems improvement, and waste reduction.• Championed a continuous improvement strategy across client organizations by driving activities (WCO/TPM Pillars, SMED), resulting in continuous improvement, culture transformation, waste reduction, and cost savings.• Coordinated the Six Sigma talent throughout the organization and develop mentoring programs to ensure Kaizen, KPI's, CoE, Operational Excellence (OE), Value stream mapping, strategic goal deployment, and lean initiative events. Developed a $9.2MM pipeline of projected savings initiatives.

Atlanta, Ga, Us

• Managed 8 Chemical Manufacturing Facilities and R&D / Technology for the Corporation. Responsibilities included Manufacturing, Quality Engineering, Purchasing, Planning, Forecasting, Quality, Safety, Distribution, Logistics, Sales/Customer and IT. • Streamlined Manufacturing processes and systems. Managed 1,100 SKU’s while reducing corporate inventories $6.5 million and improving turns 45%. Full P&L responsibility for $750 MM in revenue. Directly managing 10 Operations, R&D and Technical executives with responsibility for 1,000+ employees. • Increased customer satisfaction levels from 91.6% to 99.9% by improving productivity, initiating Kanban and Six Sigma, improving custom offline manufacturing process and inventories, SKU management and training cross-functional operators and cross functional teams. • Improved manufacturing capacity and output 26% by using lean techniques, training and procedure implementation. Purchased $445,000 of Capital equipment for seven manufacturing facilities improving corporate capacity by 26%. Changed facility layouts for improved flow, reduced labor cost and manning reduction. • Implemented new forecasting and planning processes reducing corporate inventories by review of high performing SKU’s and improving forecast accuracy 29% through new Sales and Operations Planning process (S&OP).• Reduced procurement budget 22% by consolidating vendors and working on consignment and ran consistent PPV (Purchase Price variances) to improve COGS by 8%. • Review all regulatory documentation including environmental emissions with the EPA. Maintain from deep-dive analysis work performed for the Paper and pulp unit. The pipeline represents a 5-year plan detailing $MM in YOY savings opportunities.• Completed corporate sustainability program to ensure corporate growth and product life-cycle evolution.

• Directed the full $1.4BN and $20MM+ CAPEX for six Chemical Manufacturing facilities and four distribution centers, mentoring a team of 6 direct operations executives and 350 indirect employees, with ownership over Manufacturing, Engineering, Purchasing, Planning, Forecasting, Quality, Safety, Distribution, and IT. • Mentored plant management in the manufacturing of high-quality retail sundry and chemical products to be distributed through retail, mass merch, specialty, and e-commerce channels while ensuring all plants was ISO 13485 and ISO 9001:2008 registered. EPA, FDA, PHMSA, and GMP compliant.• Produced 3, 5, and 10-year strategic plans for the Operations group, including overseeing U.S. and international corporate purchasing and CAPEX domestic and International. (China, Taiwan, Malaysia, Singapore, Mexico, Canada and India.) • Enhanced quality by developing SOPs for the organization and consolidation of SOPs with business acquisition and integration. • Improved manufacturing capacity and output 3x by using lean techniques, training and procedure implementation, and revamped facility layouts to improve flow, inventoried high performing SKU's, moving low performing SKUs to custom offline manufacturing, and reducing labor cost through manning reduction. • Grew customer satisfaction levels from 89.4 to 99.8% by improving productivity, initiating Kanban and Six Sigma, implementing inventory systems, and training cross-functional operators and cross-functional teams. • Implemented new forecasting and planning processes reducing corporate inventories 22% and improving forecast accuracy 23% through new Sales and Operations Planning process (S&OP).• Improved on-time delivery 11% through TQM supply chain management, outsourcing, custom offline fabrication, vendor management, and Lean Manufacturing.• Reduced COGS 14% by outsourcing to low-cost countries of China, Malaysia, Singapore, and India.

Secaucus, Nj, Us

● Led the full $750M P&L and $15MM+ CAPEX with 5 manufacturing and three 3 PL distribution centers throughout the US, Canada, and Brazil, producing over 3,500 SKUs of consumer goods, pharmaceuticals, and chemical products.● Led a team of 8 direct operations leaders and 2,100 indirect employees, ensuring the manufacturing and distribution through retail, mass merch, specialty, e-commerce, and grocery channels. ● Developed a strategic and sustainability plan for the North American business unit, including starting up and overseeing the pharmaceutical division leading the development and documentation of documented all necessary process and procedures, such as SOP's IQ, OP and PQ performance qualifications, to ensure FDA compliance with cGMP's, 21 Code of Federal Regulations and ISO 9001.● Negotiated strategic contracts, set-up supplier partnerships, and managed global market fluctuations to maximize our international business's purchasing power.● Increased customer satisfaction levels from 87 to 99+% by improving productivity, developing preventative maintenance schedules, initiating Kanban and Six Sigma programs, implementing inventory system and quality, training cross-functional operators and cross-functional teams.● Reduced procurement purchases 7% by consolidating vendors and working on consignment, bringing the manufacture of products in house including the Blow Molding, Injection molding and Extrusion of materials.

Master Of Science - Ms, Business Management

Bachelor'S Degree, Chemistry

Bachelor Of Science - Bs, Biochemistry