Oguz Erkan

Oguz Erkan

Summary

Senior operations executive with over 20 years of domestic and international experience improving performance, driving growth, and decreasing costs in a diverse range of manufacturing firms. Strong track record aligning supply chain strategies and business processes to support corporate goals and objectives. Broad-based expertise includes strategic planning, low cost country sourcing, ERP implementation, Lean and Six Sigma, acquisition integration, Greenfield manufacturing, health and safety, information technology, engineering, strategic alliances, new product introduction, and risk management. Dedicated to building and motivating cross-functional teams that consistently exceed expectations.

Objective

Seeking Senior Operational or P&L leadership roles with global companies that have market leading positions thru diffentiated techology that may require transformation change due to competitive or intergration challenges.

Work History

Work History
Aug 2010 - Present

VP of Global Operations

Unger Enterprises, Inc.

Senior Executive responsible for Global Supply Chain activities for a privately held international provider of cleaning tools and solutions to professional end users and retailers .

Mar 2008 - Present

Executive Vice President

Erkan Enterprises

Responsible for co-managing an international real estate and investment portfolio including raising capital and managing special projects, process improvements, operational reviews and financial negotiations

Jul 2006 - Mar 2008

SVP of Global Operations and COO

Control Components. Inc. (an IMI plc business)

Senior Executive responsible for four stand alone global P&Ls, the company's Global Supply Chain and Information Technology Leadership for a $600M global provider of Severe Service valves and services to the Oil & Gas and Power industries.

P&L Management - based in the US, Canada, Belgium & Italy accounting for approx. $85M in revenue. Approx. 20% YOY growth in 2007 was achieved thru focus on new product development and new market expansion.

Global Supply Chain - responsible for all end-to-end Operations functions for an engineer-to-order product fulfillment model (sales support, engineering, fabrication, assembly, test and delivery) for CCI. Approx. a $360M cost base. Accountable for 13 manufacturing facilities (4 in North America, 6 in Europe and 3 in Asia). Planned greenfield facility in India and expantion of Korean and Eastern European operations. Recruited global operations team to manage/integrate a legacy BU structure that was a result of numerous acquisitions over the past 10 years. Concurrently developed operations strategy to align the global supply supply chain to the business strategy (less and more concentrated LCC manufacturing footprint coupled to deeper supplier relationships for products and services).

Developed IT strategy and implementation plan to standardized infrastructure, tools and business systems across the global footprint.

Nov 1997 - Sep 2005

SVP of Global Operations and International Sales

Edwards, Inc. (aquired by GE Security)

Dual leadership role for the industry's techology leader suppling Fire Detection, Access Control and CCTV products and services to global Commercial and Industrial markets. Key member of the Edwards Senior Executive Team responsible for creating over $1B of shareholder value realized in the sale of the Company to GE Security in 2004. Previous parent companies were General Signal and the SPX Corporation.

International P&L - accountable for $60M of Sales and the European & Far East P&Ls.Implemented aggressive growth strategy, increasing organic sales by 12% and achieved a five basis point Operating Margin improvement. Expanded market share in fast growth regions (India, China and Middle East) through expansion/upgrading of channel partner capability.

Global Operations - responsible for the Global Supply Chain, Information Technology and Total Quality Management for the Engineered Systems Business Unit. FY2005 Revenue base was $725 million. Responsible for 12 sites (US – 5, Canada – 2, Ireland, UK, China, South Africa and Australia) and 1,250 personnel.Implemented a global supply chain strategy resulting in the transfer of over 50% of cost of sales to low cost manufacturing regions. Developed best in class supply base in China resulting in the outsourcing of $50M of annual production costs. Integrated twelve acquisitions representing $100M of incremental revenue. Upgraded ERP platform enabling further integration of legacy systems. Established Wholly Foreign-Owned Enterprise (WFOE) in China for the manufacture and distribution of products to the local market. Drove Value Engineering programs and improved commercialization cycle time of new products by co-locating Advanced Manufacturing Teams with Engineering. Implemented company wide Six Sigma training program resulting in significant improvement of problem solving skill sets.

Aug 1983 - Oct 1997

Director of Operations, Electronic Imaging

Polaroid Corporation

Managed cross-functional Digital Imaging Manufacturing and Development team driving growth for this $100 million strategic business. 

Reduced base costs by 15% thru the consolidation of three legacy manufacturing sites into one modern facility. Major role in the development and commercialization of Polaroid’s first Digital Camera. Instituted proactive “early returns” program to respond quickly to customer feedback on new platform product introductions. 

Prior positions consisted of Increasing levels of responsibility resulting in several senior positions within the Contract Manufacturing, Product Development and Manufacturing environments on the Instant Imaging side of the Company.

Education

Education
Jul 1997 - Jul 1997

Advanced Executive Program

Northwestern University

Skills

Skills

Corporate Social Responsibility

Experienced in deploying a Corporate Social Responsibility program to improve Environmental, Health and Safety performance for global supply chains.

Total Quality Management, Lean Manufacturing and Six Sigma

Extensive experience with Total Quality Management deployment. Primary focus has been to improve customer experience and reduce internal waste by developing a continuous improvement culture. Have sponsored Lean Manufacturing and six sigma training deployment.

P&L Leadership

Have lead global P&Ls to achieve growth and margin expansion. P&Ls have been diverse (Fire Detection, Security, Actuation, LPG valves and Nuclear Valves) and global.

ERP Implementation

Lead the implementation on a global Baan V platform in 2004. Also have developed migration paths for acquired companies that have reduced duplicate IT expenses.

Low Cost Country Procurement & Manufacturing

Significant experience establishing procurement and manufacturing operations in China. Established a WOFE in Dongguan in 2004. Planned development of Greenfield manufacturing site in India.

Mergers and Acquisitions

Have lead due diligence efforts on over 30 target companies. Have integrated 12 acquisitions into existing supply chains and ERP platforms.