Brent McDougal has over 30 years of experience in supply chain management, operations management, and field service roles. He has a proven track record of driving cost savings and process improvements across various industries including mining, transportation, automotive, and power generation. Currently, he holds a Master's in Business Administration and is seeking an executive level position to employ his extensive experience in inventory, purchasing, logistics, maintenance, and field service.
1. Brent McDougal Email: brentandnancy@themcdougalfamily.com
Website: http://www.themcdougalfamily.com
Phone: 321-537-5077
Objective
Secure an executive level position to effectively employ my inventory, purchasing, logistics, maintenance and
field service experience within operations and maintenance divisions including civilian and government groups.
Qualifications
īˇī Global supply chain management and program management experience.
īˇī Global operational service and maintenance management experience.
īˇī Certified Six Sigma GreenbeltâGeneral Electric Company.
īˇī Product, program and field service launch experience from planning to implementation.
īˇī Analytical process mindset. Ability to quickly add value to any business situation, driving change through
excellent partnering, training, and the development of strong business process solutions.
īˇī Operational and maintenance experience within mining, railroads, medical facilities, amusement parks, power
plants, automotive service departments and power generation providers which include both commercial and gov-
ernment entities. (Department of Defense and Department of Energyânuclear power maintenance - Idaho Nation-
al Laboratories).
Work History
2011â2015, Cliffs Natural Resources, Area Manager, Purchasing & Materials (Ishpeming, Michigan)
īˇī Manager for 4 separate business units; Tilden Mine, Empire Mine, Cliffs Technology Group and LS&I Railroad
īˇī Increased cost savings to the highest level achieved, from $440K to over $2 million annually
īˇī Consistently ranked top performer across all Cliffâs organizations globally in key performance indicators (On time
delivery, price mismatches, direct charges, stock coded transactions, etc.)
īˇī 21% cost savings increase year over year
īˇī 15% cost management increase in both cancellations and deferrals year over year
īˇī Raised employee performance to meet all individual and group annual metrics/goals over multiple years
īˇī Contracting related to services and forward purchase opportunities consistently at 100%
īˇī Institution and monitoring of proposed Materials Status for planned outages (Multiple performance
improvements)
īˇī Corporate office increased my responsibilities for all aspects of Cliffs Technology Group in 2013
2009â2011, Ford Motor Company, Regional Manager, Parts & Service (Melbourne, Florida)
īˇī Served as a liaison between Ford Motor Company in Alabama, Florida and Georgia with over 52 dealerships, lead-
ing efforts and process development regarding vehicle service, resolving customer concerns, parts availability and
warranty processing.
īˇī My responsibilities were increased to cover the development and growth in the retail sector of the service business,
and to drive growth plans and best practices down to the dealership level.
īˇī Managed and maintained all concerns regarding parts or service issues with all dealerships throughout Florida,
southern Georgia, and southern Alabama. (Southeast Region)
īˇī Consistently achieved performance objectives and identified as a top performer. (Ranked 7th best in the nation)
īˇī Worked with multiple materials processors, warehousing teams and corporate buyers to identify delivery
concerns, reduce delays, and drive faster delivery times to the dealership or to the customer.
īˇī Resolved all warranty processing concerns with dealerships related to either vehicle qualification or repairing
processing errors.
īˇī Daily communications with parts managers and service managers regarding upcoming discounts, promotions and
special offers.
īˇī Weekly reports and teleconference meetings with the dealer principals regarding performance ratings and busi-
ness development and process improvement plans.
īˇī âBetter than Receivedâ incentive for customer vehicle appearance and condition recognized as best practice and
implemented world wide.
2. Brent McDougal
2007â2009, GE Transportation Systems, Contracting/Purchasing Manager (Melbourne, Florida)
īˇī Exceeded goal of 70% for confirmed purchase orders with 48 hours by 12% and averaged over 80%
īˇī Managed agreements with over 40 vendors in the United States, South Africa, Mexico, India and China.
īˇī Recognized for driving cost reduction as base materials costs fell, and for monitoring pricing discounts.
īˇī Chaired and controlled two national weekly production calls for product/material schedule with information to
production team in weekly steering committee meetings.
ī ī Directly responsible for the review of forecasted demand and usage trends.
ī ī Reviewed delivery to dock times and calculated any necessary emergency orders with vendor.
ī ī Personally investigated KanâBan levels with manufacturing and made necessary adjustments.
ī ī Outlined any changes from engineering or manufacturing and relayed these change orders to vendors.
īˇī Daily follow up on past due orders with action plans for meeting secondary date. Urgency and frequency would
determine follow up communication and levels of management involved.
īˇī Understanding of account based and invoice based Value Added Tax used in South Africa and India.
īˇī Kept outstanding return material authorizations at lowest level in past 5 years. Chaired nationwide weekly vendor
meeting to reduce the overdue requests from multiple vendors. Some vendors were required, and others were only
as required depending on schedule importance.
ī ī Recognized as corporate best practice.
īˇī Surpassed the 4% goals on lost discount, both on payment terms and purchasing discounts. A daily review of the
errors with a weekly teleconference with vendors drove this to zero for the first time since project began. (6 years)
īˇī Started with no knowledge or experience using JD Edwards and became point of contact for general new
employees.
2003â2007, GE Energy Services, Motor & Generator Specialist; Switchgear Specialist (Salt Lake City, Utah)
īˇī Personally recommended by CEO/President of GE Transportations Systems; Sagar Patel, to CEO/President of GE
Power Systems; John Rice.
īˇī Directly responsible for saving Motor & Generator service segment. Personally managed the increase of work
through the segment, worked with sales team and drove foreman to hold craftsmen responsible for performance.
īˇī Created and maintained double digit growth in the Motor & Generator segment all 5 years with an 22% each year
over entire term of 5 consecutive years.
īˇī Started the segment at approx. $400,000 NP annually, and increased it to $1,800,000 NP annually.
īˇī Leader for 18 hourly union employees, working locally and internationally. (Fixed and time & material based)
ī ī Top 5 Increases to business growth that I was directly responsible for: (Highest value first)
īąīŠī Rio Tinto/Kennecott ; Motor & Generator, Switchgear, Transformer and High Voltage service
ī˛īŠī PacifiCorp ; Motor & Generator, Machine Alignment, Vibration Analysis, Onsite Testing, High
Voltage service, Testing and Logistics.
īŗīŠī Barrick Goldstrike ; Motor & Generator, Vibration Analysis, Onsite Testing service.
ī´īŠī Robinson Nevada Mining ; Motor & Generator, Vibration Analysis, Onsite Testing service.
īĩīŠī Newmont Mining Corporation ; Motor & Generator, Vibration Analysis, Onsite Testing, Switch-
gear, Transformer and High Voltage service.
ī ī The vibration analysis, switchgear and high voltage segments were taken from concept to fully operational
by myself with support of the site Finance Manager and Operations Manager. I was the leader for all of the
existing segments already under my responsibility.
īˇī Planned, organized, financed, trained and purchased the new segments manpower, tooling, transportation,
certifications, licenses, and marketing.
īˇī Created new task check off sheets with foreman for job tasks and testing procedures for both Motor & Generator
repair and Switchgear maintenance which created a uniform, standardized documentation process for both.
īˇī Implemented and enforced the standard for testing values on all AC, DC and synchronous motors including the
job reports for continuity of reporting to the customer, and ease of acknowledgement. (Based off IEEE standards)
īˇī Responsible for quoting fixed, T&M, contracted and subâcontracted work with civilian and government agencies.
īˇī Responsible for all Hazardous Materials storage areaâs maintenance and daily safety inspections.
īˇī Responsible for filing and maintaining all federal and state records of Hazardous Materials.
īˇī MSHA (Mining Safety and Health Administration) Certified.
3. Brent McDougal
2001â2003, GE Transportation Systems, Materials and Operations Manager (Denver, Colorado)
īˇī Member of 4 person management leadership team which led and started the first full service maintenance facility
run by GE for Union Pacific Railroad.
īˇī Managed 17 hourly employees at 6 separate locations; Denver, Salt Lake, Los Angeles, Hermiston, Houston and
Fort Worth.
īˇī Directed 4 warehouse locations with over $24 Million in inventory, over 2,000 parts, 18 vendors and 3 core unit
exchange programs.
ī ī Responsible for $83 Million in annual spend
ī ī Responsible for setting inventory levels to meet all inspections, maintenance and overhaul needs
ī ī Responsible for forecasting all inventory needs and managing flow for different program timelines
ī ī Responsible for inventory accuracy and inventory turns
ī ī Responsible for unit exchange/core return process and accounting
ī ī Responsible for all hourly employee time keeping and interaction with contractors
ī ī Responsible for logistics between all six locations, including; Erie , PA, Grove City, PA and Cleveland, OH.
īˇī Controlled all cycle counts with 98% accuracy, managed inventory turns to 12 annually, inventory safety, hiring
and corrective actions for the entire western region.
īˇī Started new materials return process with 2 vendors that had no written process which reduced and improved
product availability by 14 days. (Weekly container system for New York Air Brake and WABCO)
ī ī Recognized as corporate best practice.
īˇī Implemented new program to measure the purchasing process from acceptance to final payment. Improved the
processing time by an average of 30 days, reduced errors per week by 50%, which increased inventory accuracy
and drove higher inventory turns.
īˇī Six Sigma Open Purchase Order Resolution project improved working relationship between Union Pacific and GE.
ī ī Recognized as corporate best practice.
īˇī Managed all fleet vehicles, including registration, feeâs, inspections, maintenance, logs and appearance.
1998â2001, GE Transportation Systems, Materials and Overhaul Manager (Little Rock, Arkansas)
īˇī Second in command for the GE team in the southern region. Directly responsible for entire team, both field service
engineers and hourly contractors for over 4 months as regional operations manager.
īˇī Managed and Led 22 hourly employees at 5 separate locations. (Pine Bluff, Proviso, Los Angeles, Houston, and
Fort Worth).
īˇī Supervised major conversion and overhaul program at customers sites in Pine Bluff, North Little Rock, Altoona
and Houston. Vendors were located in Cleveland Ohio, Denver Colorado, Pine Bluff Arkansas, Erie Pennsylvania
and Grove City Pennsylvania.
īˇī Controlled all logistics on materials from Pine Bluff going to North Little Rock, and materials inbound outbound
for the unit exchange process.
ī ī Responsible for over $100 Million in annual spend during the overhaul period (2 years).
ī ī Responsible for over $54 Million in inventory during the overhaul period (2 years).
ī ī Responsible for cycle counts and a minimum of 98% accuracy, inventory turns of at least 8 minimum.
ī ī Responsible for forecasting of monthly, quarterly, annual, and 5 year plans.
ī ī Responsible for the material availability reports at all 4 warehouse locations in southern region.
īˇī Exceeded the goals set for inventory accuracy several times by achieving 98% accuracy, kept pricing recommended
levels and kept the transportation costs under the annual budgets.
īˇī Implemented training programs to âshadowâ experienced team members with newer team members and created
status reports for all employees to monitor computer, inventory, warehouse and communication skills with dates
of completion.
ī ī Recognized as corporate best practice.
īˇī Requested feedback from employees and customer regarding best practices, process improvements and
suggestions for improvement which we then used to drive internal Six Sigma projects, or improvement plans
internally.
4. Brent McDougal
1989â1998, GE Transportation Systems, Materials Clerk, promoted to Field Service Engineer (Salt Lake City)
īˇī Started as warehouse clerk while working towards Bachelors degree.
īˇī Personal desire to learn locomotive systems. Worked 2nd shift voluntarily and unpaid to learn control systems.
īˇī Promoted to Technical Service Advisor after I attained my Associates of Science degree.
īˇī Responsible for troubleshooting locomotive systems and recommending repair actions to customer while working
with management, foremen, and craftsmen.
īˇī Responsible for approving or denying warranty issue on locomotive parts and determining workmanship issues.
īˇī Promoted to Field Service Engineer, and then promoted again to the Materials and Overhaul Manager after attain-
ing Bachelors of Science degree.
Education
īˇī March 2016-2018, Masters of Business Administration, Western Governors University
īˇī July 2001, Advanced Manager Development Certificate, GE Crotonville Learning Center
īˇī August 1998, New Manager Development Certificate, GE Crotonville Learning Center
īˇī June 1996, Bachelors of Science Degree, Criminal Justice, Weber State University
īˇī June 1994, Associate of Science Degree, Criminal Justice, Salt Lake Community College
īˇī June 1985, High School Diploma, West Jordan High School
Languages
īˇī Japanese = Speakingâbasic | Reading Katakana & Hiraganaâbasic | Reading Kanjiâonly a few
Awards Received
īˇī 2014; Cliffs Natural Resources Company Stock Options; Granted 450 stock options valued at $5,000.00
īˇī 2010; Zone Manager of the Month; East Coast Market Area; June 2010
īˇī 2010; Zone Manager of the Quarter; East Coast Market Area; 1st Quarter 2010
īˇī 2010; Zone Manager of the Month; East Coast Market Area; February 2010
īˇī 2007; Night on the town award; Federal and state HazMat inspection compliance.
īˇī 2004; Spot Award; Continuous segment growth and 100% compliance in safety record.
īˇī 2003; General Electric Company Stock Options; Granted 500 stock options valued at $30,000.00
īˇī 2002; Night on the town award; Return material process with vendor.
īˇī 2000; Managerial Award; Successful completion of customers overhaul program
īˇī 2000; Night on the town award; Completion of âOpen PO Resolutionâ Six Sigma Quality Project.
īˇī 1984; Eagle Scout Award with double Bronze Palms and Order of the Arrow. As a troop leader, set a national rec-
ord for the most Eagle scouts at one time, 17 total. Received recognition flag from President Ronald Reagan, and
letter of achievement from the U.S. Congress, U.S. Senate and the Governor of the state of Utah.
Computer Skills
Excel, Word, Publisher, Access, JD Edwards, Oracle, Ellipse, Corvu, PowerPoint, Citrix, Concur, Catalog Workbench,
OnBase, Emptoris, Business Objects, Sametime, Adobe, WebEx, Siebel, Taleo, BidSync, SciQuest and Outlook.
Training, Licenses and Certificates
īˇī Multiple YearsâMining Safety and Health Administration (MSHA) Certified.
īˇī Multiple YearsâHazardous Materials Transport Certification
īˇī 1999âGeneral ElectricâSix Sigma Certified Greenbelt
īˇī 2003âTechnical Associates Inc.âVibration Analysis Certification
īˇī 1994â2007âCertified EMT
īˇī 2012âAubreyâDanielsâ Safety Leadership course
īˇī 2013âCareer TrackâCommunicating with Tact and Professionalism
īˇī 2013âInstitute for Supply Management â Ethical Code for Purchasing Professionals
īˇī 2014 â Institute for Supply Management â Legal Guidelines for Contracts & Agreements
īˇī 2014âInstitute for Supply Management â Certified Professional in Supply Management
īˇī 2011-2014 â Aubrey Daniels â Reasonable Drug/Substance Suspicion Training