Jim Dixon

Jim Dixon


Work History

Work History


Oliver Wight Americas Inc.

Jim Dixon, an Oliver Wight Americas principal and global supply chain management expert, is a consultant and educator providing companies with guidance in development of global Sales and Operations Planning/Integrated Business Planning processes. While with his most recent company, Westinghouse Electric, as Vice-President, Global Supply Chain Management, he co-developed transformation strategy to deliver $1 billion in savings. As a global supply chain management expert, he developed and managed their global Sales and Operations Planning process and their integrated supply chain strategy as part of the nuclear value stream to grow global markets. 

May 2010 - Present

Independent Consultant

Management Consultant

·Conducted assessment,gathered requirements and recommended solutions for U.S. Airforce supply chain task force on best in class performance metrics.

·Technical adviser for President Obama’s Council of Competitiveness on global manufacturing.

Jun 2008 - Apr 2010

Vice-President, Global Supply Chain Management

Westinghouse Electric Company

Led global supply chain organization of 80 professional and 200 indirect reports across several crucial areas of global operations including Supply & Demand Planning, Supplier Management & Procurement, Supplier Quality, Warehousing and Logistics.

Nov 2006 - Jun 2008

Director, Global Supply and Demand

Westinghouse Electric Company

Developed and managed global sales and operations planning process encompassing a 5 and 30 year planning horizon ensuring efficient management of sales, financials, inventory, capital and supply capability.Established global S&OP process, education, organization and implementedan Enterprise S&OP software tool within 60 days. 

Feb 2001 - Nov 2006

Senior Director, Distribution & Import/Export Services

GlaxoSmithKline (GSK)

Senior supply chain position with responsibility for distribution, transportation, and import/export functions supporting the U.S. market with revenues of $21 billion and an initial operating budget of $78 million. Managed professional direct reports and more than 200 indirect reports. Successfully served as Interim Vice-President of New Products and Global Supply. Identified as a key talent performer for six consecutive years.

Jan 1996 - Feb 2001

Group Director, Director, Logistics Manager


Managed the supply chain for new and existing products in intensely competitive national and global markets for a multi-billion dollar pharmaceutical enterprise. Hired, motivated and led professional teams in this key supply chain role which utilized U.S. supply capabilities to plan, source, make and deliver products to key international markets

Mar 1995 - Jan 1996

Manager, Solid Dosage Mfg & Pkg/Other

Burroughs Wellcome

Managed production planning and control operations in solid dosage manufacturing and packaging department supporting 255 personnel, $182 million in assets, and annual sales of $1.2 billion.

1990 - 1995

Section Head, Production, Planning & Control

Burroughs Wellcome

Designed and implemented the industry’s first advanced planning and scheduling system reducing schedule time from three days to one minute while improving changeover time by 50 percent and throughput efficiencies by 30 percent . 





Logistics, Warehousing, Transportation, Import/Export

Senior supply chain position with responsibility for distribution, warehousing, transportation, trade compliance and import/export functions supporting samples, promotional, clinical materials and trade product to the U.S. market with revenues of $21 billion servicing over 10,000 sales representatives.  Supported diverse customer base including wholesalers, physicians, clinics and government agencies.     Built support for a $90 million tax savings through a tax-free-zone distribution company design for end customers. Secured $13 million distribution savings by selling direct distribution strategy benefits to commercial management.  Sell and distribute direct to hospital’s / HMO’s vaccine / cold chain line of products. Transformed a tactically driven and underachieving work group into a dynamic high performing team of which 80 percent have key talent designations. Designed a proprietary strategic planning process that launched an aggressive and comprehensive strategic analysis resulting in process re-engineering initiatives that significantly improved customer service, productivity, and quality scores as evidenced through customer surveys and more than 20 annual compliance audits. Spearheaded distribution rationalization strategy resulting in reduction of eight distribution center network to two. Increased customer on time delivery improvements from 95 to 99% utilizing vendor managed inventory strategies. Re-engineered logistics processes utilizing lean sigma tools that decreased order to cash cycle time by more than 100 percent. Identified and implemented best practices in the commercial and global logistics organizations through benchmarking, knowledge management, and strategic planning. Led successful integration of GlaxoWellcome and SmithKlineBeecham U.S. distribution networks during merger, yielding a $350 million savings while achieving a 49 percent budget reduction. Convinced senior management to outsource transportation and warehouse operations to 3PL providers and implement a comprehensive logistics strategy resulting in 3x reduction in cost and service level improvement. Transformed warehouse management system for physical distribution department by becoming a state-of-the-art paperless system via radio frequency identification tags, barcoding, scanning with real time pick, pack and ship information.  Initiative improved operational efficiencies by 50 percent and increased throughput by 80 percent.  

Business and Operating Model Development

Vision and mission statements alone are usually too high of a level to create the clarity and alignment of what people need to accomplish to achieve your strategic goals.  At the Westinghouse Electric Company our leadership team jointly developed a business and operating model to clarify our vision to employees.  The business model described what the company offers its customers, how it reaches them and relates to them, through which resources, activities and partners it achieves this and finally, how it earns money.  Additionally, the operating model provided an organization approach to deliver the vision, strategy and business model through internal roles, capabilities and infrastructure.

Broad Global Supply Chain Management Experience

  Global Supply Chain - Broad Global Supply Chain management experience in large (100k people & $38b revenue) and medium (10k people & $4b revenue) size companies, including turnarounds, merger transformations, and rapid growth within private and publically traded companies.  Led Plan, Source, Make, Deliver & Return functions.    

Reengineering and Transformation

  Reengineering and Transformation - Adept at leading transformation and reengineering programs.  Developed supply chain growth strategy at the Westinghouse Electric Company targeting $27 billion revenue increase within ten years.  Jointly led supply chain transformation program, identifying synergies across three business units delivering $1.1 billion savings through procurement and logistics initiatives.    

Team Building and Workforce Development

  Team Building and Workforce Development - Builder of high performing teams. Recruited top-tier, international team of talent to achieve crucial corporate objective of obtaining unsurpassed leadership assets. Successfully achieved the delicate balance between encouraging creative talents/ideas while maintaining focus on market needs, business objectives, and timely deliverables.  Key talent rose from 0 to 75% within two years and the number of innovative solutions that improved bottom line performance grew ten fold and yielded $250m in savings.  

Vision, Strategy and Execution

  Vision, Strategy and Execution - Cutting-edge visionary with extensive experience leading a full spectrum of business operations within diverse industries (Pharma, Energy, Industrial) in high growth and turnaround situations for global Fortune 500 companies.  Proven success providing “change agent” leadership, guiding teams through complex negotiations, cultivate strategic partnerships, and fuse disparate interests for win-win outcomes.    

Executive Leadership

Executive Leadership - Highly respected builder and leader of winning teams; able to assemble, motivate, and retain a quality workforce of talent. Proven ability to analyze key business drivers and develop strategies to grow the bottom line.  Track record leading strategic initiatives to reduce annual costs by 50%, yielding over $350m in savings through strategy creation and execution with an entrepreneurial team focused on becoming the “best in class”.