Mike Stay Projects

Mike Stay Projects

• 1.
  Mike Stay [email protected] Zagreb,Croatia; Auckland, New Zealand +385 919 842 565 Selection of Major Career Projects Please find here a list of major projects which I managed or owned during my career. The list could be quite a bit longer but I am not including any mini projects which could extend the list into several hundred projects. Quality Control Process Edit Kingdom of Saudi Arabia - April 2011 to June 2011 Azizia Panda United - Retail, Supply Chain, Warehousing, Distribution Centers, DCs Operations Significantly increased profit margins. Retail company produce operation was achieving 10-11% profit margin with a high level of waste due to quality issues. Introduced quality controls in supply chain operations significantly improving the quality of product distributed to retail outlets. This resulted in less waste and profit margin improvement to 14-15%. Manhattan WMS Implementation Edit Kingdom of Saudi Arabia - October 2010 to May 2011 Azizia Panda United - Retail, Supply Chain, Warehousing, Distribution Centers, DCs Operations Executed major project on-time/under budget. Scoped to lead a Manhattan warehouse management systems implementation within company supply chain operations. Based on systems/project management expertise deftly managed the implementation process. Delivered on schedule without a single day service disruption to the business. Business Turnaround Edit Poland - November 2008 to September 2009 Maersk Logistics/Damco Poland - Logistics, 3PL, Warehousing, Transportation, Distribution, Operations
• 2.
  Turned around internationaloperation. Organization had lost money for years ending 2008 with $4.8M loss. Seconded to the organization to reverse the trend. Consolidated operations, controlled costs and instituted business improvements. Achieved profitability in four months, and organization was $1.5M profitable within ten months. Installed Racking Edit Indonesia - November 2006 to July 2007 Maersk Logistics - Logistics, 3PL, Warehousing, Transportation, Distribution, Operations On start in role found bulk stacking only in the warehouse. Due to high warehouse utilization and unacceptable damage rate installed racking in existing warehouse. Increased warehouse capacity by almost 25% and reduced damage rate by over 80% Exceed WMS Implementation Edit Indonesia - November 2006 to July 2007 Maersk Logistics - Logistics, 3PL, Warehousing, Transportation, Distribution, Operations Executed major project on-time/within budget. Tapped to lead one of Maersk’s largest- ever warehouse management systems implementations, based on systems/project management expertise. Deftly managed the implementation process, praised as one of major global organizational successes. Customer Satisfaction Edit Indonesia - June 2005 to July 2007 Maersk Logistics - Logistics, 3PL, Warehousing, Transportation, Distribution, Operations Introduced operational improvements that boosted customer service scores. Certain company clients were dissatisfied with accuracy/efficiency of services provided. Identified and resolved critical issues such as lost or miss-directed product shipments. Improved overall customer service satisfaction rates by 70% within two years. SAP Implementation Edit Indonesia - January 2006 to June 2006 Maersk Logistics - Logistics, 3PL, Warehousing, Transportation, Distribution, Operations
• 3.
  During company- wideSAP implementation was responsible for the implementation across relevant warehouse operations. In spite of financial implementation issues managed the operational part without any disruptions to the business Stock Record Accuracy Edit New Zealand - July 2000 to December 2000 ECC Lighting & Living New Zealand - Supply Chain, Logistics, Warehousing, Operations Dramatically improved inventory stock accuracy. After introducing method for recording stock accuracy, discovered overall inventory was just 10% accurate. Established/implemented new procedures, improving accuracy to 80%. For the first time, company knew, in real time, actual stock on hand. Procurement & Tendering Process Edit New Zealand - December 1999 to May 2000 Astron (PDL) Plastics New Zealand - Supply Chain, Logistics, Warehousing, Transportation, Operations Overhauled purchasing procedures. PDL was a group of companies, each with its own Purchasing Department. Consolidated material requirements from multiple manufacturing sites. Prepared comparative analysis of supplier submissions. Eliminated stock-outs, and saved 8% on purchased materials and 30% on group packaging purchasing. Drive-in Racking Edit New Zealand - February 1999 to April 1999 Astron (PDL) Plastics New Zealand - Supply Chain, Logistics, Warehousing, Transportation, Operations Implemented high capacity drive in racking for the finished product storage areas. Increased storage capacity and reduced external storage cost as well as transportation cost of finished product to external storage facility. Racking Redesign Edit New Zealand - March 1997 to March 1997
• 4.
  Elldex (Chequer) PackagingNew Zealand - Supply Chain, Logistics, Warehousing, Operations Upon engagement found racking in the warehouse installed with wide 4.5m isles and without consideration for efficient operation. Redesigned the racking layout and as a result of the changes increased warehouse capacity by about 30%. Warehouse Relocation Edit Croatia - September 1994 to September 1994 European Commission (ECTF Croatia) - Logistics, Warehousing, Transportation, Operations Upon engagement the storage of the food aid was in an 8,000 m2 show ground pavilion. Issues with storage, efficiency and security were evident. Identified a new 12,000 m2 facility and proposed the relocation. Executed the move without disruption to the services and eliminated all the prior issues. New Warehouse Opening Edit Croatia - May 1992 to July 1992 ICRC Croatia - Supply Chain, Logistics, Warehousing, Transportation, Operations Opened a new 20,000 m2 warehouse for humanitarian food aid in Zagreb, Croatia and established the operation according to ICRC standards.