1. Jeffrey Glass
(317) 332-8414 j.m.glass@att.net
www.linkedin.com/in/JeffreyMGlass
SUMMARY
Supply chain and manufacturing operations expert, with expertise in strategic planning,
business planning and financial analysis. Extensive experience in Emerging Markets
manufacturing and evaluating business development opportunities. Possess a strong
track record in improving costs and increasing profitability. Strengths include building
cross-functional teams to achieve goals and developing strategies for how
manufacturing can help achieve business goals. Demonstrated technical and
managerial strengths include:
 Continuous Improvement
 Supply Chain Design
 Business Planning
 Forecasting/Budgeting
 Project
Management
 Tax and Pricing
 Financial Analysis
 Communication skills
 Process Re-engineering
 Metrics
 Internal Controls
PROFESSIONAL EXPERIENCE
Sigma Tau Pharmasource, Indianapolis, IN
Senior Manager, Strategic Planning 2016 – present
Independent Consulting 2015 - 2016
Eli Lilly & Company, Indianapolis, IN
Advisor, Manufacturing Strategic Planning 2009 - 2014
Managed business planning process involving 10 manufacturing sites, External
Manufacturing operations and over 1000 people. Led supply chain evaluations for
Emerging Markets, which included site expansions, sale and/or closure. Additionally,
was manufacturing leader on business development projects in Emerging Markets.
 Successfully met each year the difficult annual targets for expense, capital and
people. Results were achieved through building a team approach appropriately
challenging both local sites and corporate functions to meet the goals.
 Developed monthly metric reporting process to drive progress towards key goals.
Significant improvement during this time across all metrics.
 Restructured Middle East supply chain increasing profitability by over $10M
annually. Local site was sold, resulting in maintaining employment for over 100
people.
 Significantly reduced Cost of Product in Mexico by consolidating operations
 Reduced distribution and packaging costs for Emerging Markets by outsourcing
and consolidating these operations.
 Led manufacturing assessment for expansion into Asia. Evaluations resulted in
major investments in manufacturing assets in China.
 Provided manufacturing leadership towards numerous business development
initiatives throughout the region. Result was to focus investment on a few key
initiatives and reduce risk.

2. Jeffrey Glass Page 2
Six Sigma Champion, Emerging Markets Manufacturing 2006 - 2008
Coordinated Six Sigma efforts in the Emerging Markets. Activity included driving
accountability to meet continuous improvement targets across the region. This activity
included over 15 black belts, 40 green belts and over 70 projects.
 Drove significant increase in productivity of Black and Green Belts through
tracking of projects status and validation.
 Increased focus of projects towards key business goals through development of
periodic reporting of current and future projects.
 Increased success and number of higher value projects by working with site and
corporate management to assign top talent to Black Belt role.
Six Sigma Black Belt, Emerging Markets Manufacturing 2004 - 2005
Led Six Sigma projects in Emerging Markets
 Reduced donations cycle time approximately 70% by developing a consistent
process and funding for donations. Recognized by executive committee and
board for achievement.
Manager, Latin America Manufacturing 1995 – 2004
Responsible for evaluation and design of Latin America supply chain. Operations
included 4 manufacturing sites and distribution / warehouse network.
 Led evaluation and very successful implementation to reduce Cost of Product to
Venezuela by selling operations and consolidating production to other existing
sites.
 Improved overall quality and cost of distribution by implementing a long term
strategy to outsource distribution in the region. This action resulting in
establishing a centralized hub for distribution into Central America and Andean
regions.
 Improved quality and dependability of operations by implementing recapitalization
of the Mexico and Brazil operations. Both sites metrics improved as a result of
the investment, while maintaining acceptable Cost of Product.
 Recommended to exit and sell a site in Brazil. Result was a successful sale of the
site and lower COPS for the local affiliate.
EDUCATION
BS, Electrical Engineering, Trine University
(Member, Sigma Phi Epsilon National Fraternity – Vice President)
(Institute of Electrical Electronic Engineers – Program Chairman)
PROFESSIONAL DEVELOPMENT
Black Belt certification, Lean Six Sigma (2004)
CPIM certification (2004)
AFFILIATIONS
President, Zionsville Indiana Parks Board (2004 - 2008)
(Led local and state approval of a significant expansion of the Zionsville Parks System)
Chair, Board of Trustees & Administrative Council, United Methodist Church – Current
MBA Mentor, Indiana University Kelly School of Business