Supply Chain

1. James Jankovic
 • Katy, TX 77494  281-923-3292  JankovicJim@gmail.com
QUALIFICAT IONS PROFILE
 Highly organized, results-driven Material/ Supply Chain professional, w/ 20+ years demonstrated
achievementinallfacetsof material process control, production scheduling and inventory management,
withinTier1/Twoautomotive manufacturingenvironmentsandoilandgas.AlsoPCBmanufacturing,reverse
logistics, and supply chain project management and consulting for a major cyber-security company.
 Respectedleaderfordrivingchangemanagementinitiatives,w/provenprojectresults,resultingincycletime
improvements,inventoryandoperatingexpensereductions implementing Lean continuous improvement
initiatives.
 Directed/ designeddevelopmentofthe materialreplenishment,logisticsandschedulingprocessesbasedon
experiencew/ToyotaAutomotiveandHarleyDavidson.
 Successfully completed Six Sigma Black-belt training that has been instrumental in improving metrics
including increasing inventory accuracy to 99%.
 Established a balanced score card system for internal processes and external suppliers which improved
communications and supplier delivery performance.
 Extensiveexperience withwarehousing,MRPimplementation(SAP,I2&BPCS),managementconsulting and
contract services negotiation.
PROFESSIONAL EXP ERIENCE
Resources Global Professionals; Houston, TX 2016-Present
Currently assigned in Austin, Texas Cybersecurity assignment
Raytheon Corporation-ForcePoint
Supply Chain Consultant
 Supply Chain Project management and contract negotiations for contract manufacturers and service
providers
 Strategydevelopment and deployment of supply base, forecasting process and global service providers
American-Omni Trading Company; Houston, TX 2015-2016
Supply Chain Manager
 Managed establishment of new office in Thailand
 Directed all logistics operations for over 10,000 TEU per year importation
 CT-PAT and HTS management
 Implemented strategy for MPF cost reduction estimates exceeding $500K
 Benchmarked import container costs and forwarder service for customer service improvements and
major cost reductions of over $2 Million annually.
Parker Hannifin-PGI International; Houston, TX 2012- 2015
Division Materials Management Global Supply Chain & Inventory Management
 DirectedSupplyChainGlobal operationsandwasinstrumental in building a supply chain organization in
this rapidly expanding gas and oil related business that manufactures in North America and China with
distribution points in all other regions except South America.
 Establishedthe firstSupplyChainfocusforthisprivately held company including cost savings of 5% year
priorto acquisition,MajorPurchase Price Variance results,deployingsuppliermetricsandimproved MRP
BuyerPlannertoolswithITdepartment.This supportedthe successful sale to Parker Hannifin and in the
firstyeara 9.6% CGS savings.Asa Global Divisionwe metouror exceeded Purchase Price Variance goals
and integrationeffortsestablishedfor first Quarter FY14. Robust KPI’s driving 78 to 50 inventory days on
hand in first year while maintaining line items shipped complete to customer request date 96%+ OTD.
Supplier payments average 55 days and long term agreements on 77% of spend.

2.  Revised Incorporation of facility in China and Calgary, Canada for supply chain reporting direct to
Houston. Led internal classes on supply chain including negotiations and outside certifications.
 Establishedmetricsboardforall supplychainmeasurable andteamreviewedformallyonamonthlybasis
with other departments including Finance.
 Deployed a global strategy and sourcing for inbound logistics and freight forwarders. Documented the
strategyto leverage companydomesticfreightratestoprovide selectedcustomersasavings but where a
profit could be made on doing so on freight.
Cameron Oil & Gas Process Systems; Houston TX 1/2010- 11/2012
Division Supply Chain Lead
 Directed Supply Chain Global Operations and led deployment, data migration and process mapping for
new SAP system. This was new Process Systems Division of Cameron with locations in every global
 Accomplished staffing, process improvements and cost savings of 6% CGS in first 6 months after
acquisitions. Designated as division global Supply Chain portion ERP Implementation Lead for supply
chain.
 Supplychainprocessesformanufacturingplantswereimprovedon a global basis while reporting to Vice
President Operations at Process Systems. The annual purchase spend was $300 Million and included
global freight, production materials and subcontract services in four Global regions.
ResourcesGlobal Professionals& IndependentConsulting;Houston,TX 2007 - 2010
Consultant
Consultationandimplementationof Materials/SupplyChainbestpracticesincludingplanningprocesses,strategic
sourcing, performance metrics, logistics and management of repair operations. Clients included Aker Solutions
and other leading oil and gas companies.
 Negotiated and established Mill supply sources for I beam and stainless steel pipe
 Defined strategic sourcing for leveraging services, products and commodities for major oil & gas land
derricks fabrication and associated materials/services for installation on DSME ships
 Lednegotiationsandsupplierevaluation/selectionforderrickfabrication which resulted in multi-million
dollar annual savings in direct and total costs
 Conducted training for selecting contractual suppliers and long-term agreement management.
MitsubishiCaterpillarForkliftInc. of America,Houston,TX 2001 - 2006
Director of Supply Chain
 Responsible for the Materials and Purchasing functions
 Established JIT steel plate delivery for 5.6 MMplates from local distributor in Houston
 Developed a cross functional global negotiations team and supplier assessment system
 Developed web portal based supplier cost, quality and delivery key performance indicators system
incorporated with self-assessment tools and collaboration.
 Providedleadershipinrevisingwarehousingoperationstoincludelayout,receivinganddeliveryprocesses
for 120,000 square feet of storage space.
 Negotiated contract for returnable procurement as well as establishing the first returnable container
process between three international locations.
 Selected for additional responsibility of remote aftermarket service parts warehousing operations of
325,000 square feetandestablishingacontractfor outsourcingthirdpartylogisticsof $105 milliondollars
annually.
 Responsible forGlobal SupplyChainandMaterialsManagementSteering Team which was established to
share best practices. Led the creation of a common web based ordering system with joint new product
introduction sourcing for cost and risk management.
 Ledthe creationof a supplierwebsite forforecasting,materialreplenishment, performance metrics and
negotiation of contract for outsourcing to Ryder logistics with inbound shipment tracking via advanced
shipping notice.
 Provided leadership for i2 MRP redeployment and manufacturing software system improvements with
documentation of future “Vision To Be” strategy which resulted in MCFA being awarded the “Ken

3. Sharma” Award for Excellence in the “Vision” category. Results: Decreased WIP by 70%, component
inventory reduced by 35% and assembly throughput 50%.
 Directed the strategy to contract all freight movement from an international stand point to two major
service providers. As a result, we realized container freight cost reduction of over $600,000 annually.
OmniquipTextron/ Snorkel Div.; St. Joseph,MO 1998 - 2001
Director Materials
 Organized a full function materials department including purchasing, production planning, logistics,
receiving and new product project management
 Facilitated cross-functional teams that negotiated and selected 25 major commodity suppliers which
resulted in very favorable long term strategic agreements averaging 8% cost improvements
 Establishedcompanywide partspermillion(PPM) quality measurement systems which yielded a 51.50%
reduction in nonconforming units the first year
 Developed a supplier policy manual and performance metrics process to support the delivery of
construction equipment to some of the largest U.S. construction equipment rental businesses.
Harley Davidson Motor Company; KansasCity,MO 1997 - 1998
Materials Process Lead
 Negotiated and established coil stock and frame tubes for welding JIT delivery from Ryerson
 Developed Harley Davidson’s first just-in-time “pull” systems using EDI, which greatly increased
efficiencies and reduced inventory to 3-4 days.
 Responsible for the defining the purchasing, scheduling, returnable packaging, logistics and material
handling systems to enable the new facility start-up and multi-million dollar construction and software
budget.
 Designed and implemented a process for direct motorcycle shipments to dealers, eliminating double
handling and improved communication between suppliers and manufacturing production operations.
TOKAI RIKA U.S.A.,Inc.; Battle Creek,MI 1992 - 1996
Senior Manager
 Implemented both internal and external supplier “Kanban” systems in a just-in-time environment
patterned after the Toyota production system which increased inventory turns an average 15%.
 Led implementation of company’s first MRP system (BPCS) with a production and material planning
systemthatsupportedthe transferof assemblyoperationsfromJapantothe United States including PCB
insertion and wave solder operations.
 Managed new product planning, production scheduling, supplier release schedules, packaging
engineering, and shipping/receiving functions in a tier one automotive facility with 1000 employees
 Developed a keen understanding of lean manufacturing processes as tier one supplier to Toyota.
EDUCAT ION, CERT IFICAT IONS & TRAINING
 MBA, Murray State University; Murray, KY
 B.A. - Business Administration, Michigan State University; East Lansing, MI
 APICS CPIM Certification (Out of Date – Requires Renewal)
 Certified Internal Auditor for ISO/QS-9000
 JIT/ Kanban Material Systems
 6 Sigma Black belt training
 2004 - University of Texas/ Air Academy
 Adjunct Professor, SCM & Logistics Management, University of Houston 2009-Present