Patrick Conner

CAREER PROFILE

A passionate leader with vision and conviction, offering an extensive background in all aspects of global supply chain management, logistics and operations, including assembly, process, and repetitive modes of manufacturing. Experience includes:

Business acquisition integration

Divestiture of two businesses

Successful consolidation and closure of three facilities

Implementation of an MRP-II system and multiple SAP systems

Lean Supply Chain techniques

Conversion of a factory from assembly line to cellular manufacturing

Construction and commissioning of two distribution centers

Major achievements have been realized in service level improvements, cost improvements, lead time reductions, inventory reductions, and work cell layout. An innovative individual with enterprise and initiative, dedicated to guaranteeing customer satisfaction by producing quality products and services.

CERTIFICATIONS & TRAINING

  • Certified Production & Inventory Manager (CPIM) through APICS (The American Production and Inventory Control Society)
  • Certified Purchasing Manager (C.P.M.) through ISM (The Institute for Supply Management - formerly NAPM)
  • Leadership Development Course, Center for Creative Leadership
  • Dale Carnegie Course
  • Executive Supply Chain Course, Northwestern University, Kellogg School of Management
  • Executive Leadership Course, Yale University
  • Executive Influence Course, Center for Management Research (MIT & Harvard Consortium)
  • Variety of Supervisory, Materials, Purchasing, and Regulatory courses (ISO, FDA, Trade Compliance, etc.)

Education

Education

Associate in Arts

Catonsville Community College

Bachelor of Science

University of Baltimore – Robert G. Merrick School of Business

Master of Business Administration

University of Florida – Warrington College of Business

Work History

Work History
2006 - 2009

Vice President, Logistics & Transportation

Sonepar USA

Reporting to the President and COO, this position is responsible for influencing thirteen owned subsidiaries through the development of a nationwide logistics strategy and implementation of best practices in facility layout and daily operation.

Key accomplishments include:

  • Full logistics network review
  • Multi-echelon inventory analysis
  • Design, construction and commissioning of two new CDC/HQ facilities
  • Design and build-out of two corporate shared service facilities
  • Monitor all major real estate transactions
  • Responsible for Safety & DOT compliance
  • Implementation of nationwide logistics metrics scorecard
  • Member of International Logistics Executive Committee
1998 - 2006

Director, Global Logistics

Dade Behring

Reporting to the Vice President of Global Logistics & Strategic Sourcing and the Vice President of Global Instrument Manufacturing, this position was responsible and accountable for the long term global logistics strategy, tactical planning, and operational execution. This includes directing the activities of the customer service, material planning, purchasing, information systems, traffic, warehousing, and distribution teams globally. Responsible for facilities in North America, South America, Europe, Asia, and Australia. Additional duties include OEM contracts and account management of major third-party customers.

Key accomplishments are:

  • Led two divestiture "disintegration" projects
  • Called upon to lead recovery efforts for a catastrophic system failure
  • Implemented automation solutions (e.g. e-kanban, e-forecast, SAP RF WMS)
  • Team member on very successful financial restructuring (pre-packaged ch. 11)
  • Received Georgia State "Safe Warehouse of the Year" award
  • Developed multi-lingual call center
  • Reduced inventory by $15 million and IDS by 58 days
1996 - 1998

Materials Manager

Dade International

Reporting to the Director of Operations, responsible for all areas of materials management in the coagulation instrument and reagent product line including: forecasting, sales & operations planning, production planning, international purchasing, inventory control, etc.

Key accomplishments include:

  • Core team member, transferring all manufacturing /operations activities from a plant in Puerto Rico to Miami - two months ahead of schedule and two million dollars under plan
  • Developed formal Sales & Operations Planning process
  • Service level increase of 21%, from 74% to 95%
  • Reduced backorders from $300K to $20K
  • Reduced inventory by six million dollars
  • Significant improvements in Master Production Schedule compliance