Jim Dixon is a manufacturing and supply chain executive with over 20 years of experience in complex, highly regulated industries. He has a proven track record of delivering cost savings, productivity improvements, and performance gains through strategic leadership of supply chain transformations and mergers. Dixon specializes in supply chain management, business planning and execution, cost reductions, and continuous improvement. His experience includes senior supply chain roles at Westinghouse Electric and GlaxoSmithKline Pharmaceuticals.

1. JIM DIXON One Northlake Road
MANUFACTURING & SUPPLY CHAIN EXECUTIVE Columbia, SC 29223
Delivering best-in-class performance in key supply chain imperatives 803-381-1572
Jim@DixonMcRae.com
EXECUTIVE PROFILE
Dynamic and inspirational executive with more than 20 years of diverse experience in
Areas of complex highly regulated industries, a “Big Pharma” and Energy background, and a
Expertise strong “hybrid” skill-set encompassing leadership in large and mid-size companies of fiscal,
general, supply chain, and operations. Highly regarded by business partners, clients, and
executive teams as a high integrity, energetic leader known for ability to envision and create
Executive Leadership, successful outcomes.
Coaching and Mentoring
Successful leadership of strategic growth and supply chain transformation.
Vision, Strategy Consistent success maximizing performance, driving growth, improving profits and
and Execution supporting customers in more than 140 global markets. Provided key leadership through
three corporate mergers delivering significant cost savings, productivity and performance
Cost Reductions with Quality improvements. Developed supply chain vision and growth strategy targeting $27 billion
Improvement revenue increase within ten years. Identified global supply chain synergies across three
business units delivering $1.1 billion savings through procurement and logistics initiatives.
Merger Consolidations and
Integrations
Effective and wholly accountable in high-profile executive roles.
Delivering inspirational leadership and strategy development to drive change management
Business and Strategic and improvements in communications, strategic execution, leadership development,
Planning and Execution corporate governance, risk management, and procedural compliance. Specializing in Supply
Chain management.
Crisis and Turnaround
Management
Visionary thinker with global perspective and entrepreneurial drive.
Knowledge Management Key contributor to enterprise level planning and decision-making. Delivered $350 million
savings through a logistics strategy rollout associated with order consolidation, distribution
Best-in-Class Benchmarking center rationalization, freight consolidation, outsourcing, tax savings, process and efficiency
improvements.
Operational and Financial
Risk Management Strong supply chain and operations orientations in complex regulated markets.
Participate in high-level and complex operational initiatives improving product
Reengineering development and quality, manufacturing design, customer-supplier collaboration, regulatory
and Transformation and compliance audits, infrastructure design and business unit reorganization. Mitigated
supply chain risk through risk management, business continuity planning and global trade
compliance.
Continuous Improvement
Success streamlining operations, maximizing productivity and delivering value.
Capitalization Strategy Rationalized logistics networks during merger and reengineered people, process and system
enablement resulting in a 50% reduction in operating budget. Spearheaded distribution
Staff Development and
Turnover Reduction rationalization strategy resulting in reduction of eight-distribution center network to two.
Increased customer on time delivery from 95 to 99% utilizing vendor managed inventory
Enterprise Systems strategies and improved inventory accuracy to 99.998% by deploying a warehouse
Implementation management system and incorporating RFID and bar coding into the product line.
Experience leading and implementing advanced technology initiatives.
Identified, designed and led technology implementations improving process capability and
efficiency. Successfully implemented technologies and systems including SAP, I2
production planning, Manugistics CPFR, DRP planning, sales and operations planning,
warehouse management and shop floor execution systems.
Track record for building and transforming high-performance teams.
Attract, motivate and retain key talent. Transformed a tactically driven, underachieving
group into a highly motivated global team exceeding organizational objectives.

2. CHRONOLOGY
Oliver Wight America’s, Inc.
Principal Management Consultant Columbia, SC May 2011 to Present
• Consultant, educator and business coach providing companies with guidance in the development of global Sales and
Operations Planning / Integrated Business Planning processes.
Dixon McRae, Inc.
Managing Director and President Columbia, SC May 2010 to Present
• Conducted assessment,gathered requirements and recommended solutions for U.S. Airforce supply chain task force
on best in class performance metrics.
• Technical adviser to U.S.C for President Obama’s Council on global manufacturing competitiveness
• Technical adviser for U.S. Department of Commerce on Small Modular Nuclear Reactors
WESTINGHOUSE ELECTRIC COMPANY Columbia, SC 2006 -
2010
Vice-President, Global Supply Chain Management 2008 to April 2010
Director, Global Supply and Demand Management 2006 to 2008
Lead global supply chain organization of 40 professional and 200 indirect reports across global operations including Global
Sales and Operations Planning, Supply & Demand Planning, Strategic Sourcing & Procurement, Supplier Quality,
Warehousing and Logistics, Package Engineering and Development.
• Established global supply chain organization and infrastructure for the Nuclear Fuel Division in preparation of 10x
volume growth driven by the nuclear renaissance.
• Developed an integrated supply chain strategy as part of nuclear value stream including customer, channel,
manufacturing, sourcing, asset management, and transportation strategies to grow global markets.
• Jointly developed business and organization model to understand business drivers and align the organization from
strategy development to execution and delivery of the business plan.
• Managed package development, regulatory and licensing activities across $150 million capital plan over 5 year plan.
• Co-developed transformation strategy to deliver $1 billion in savings through procurement and logistics synergies by
merging 3 supply chain organizations into one. Led Asia Supply Chain integration activities with NFI acquisition.
• Established customer, financial, internal process, information technology, human capital roadmaps designed to build
a robust infrastructure capable of delivering business plan goals. Implemented SAP in Europe & U.S. regions.
• Managed significant cultural and change management hurdles through quick wins and building credibility with key
business partners. Improved business planning process to include make vs. buy and supply network optimization.
• Developed and managed global sales and operations planning process encompassing a 5 and 30 year planning
horizon ensuring efficient management of sales, financials, inventory, capital and supply capability. Established
global S&OP process, education, organization and implemented an Enterprise S&OP software tool within 60 days.
• Created five-year plan to deliver 30 percent inventory savings and 20 percent reduction in procurement spend. First
2 years savings targets have been exceeded.
GLAXOSMITHKLINE PHARMACEUTICALS Research Triangle Park, NC 2001 to 2006
Senior Director, Distribution and Import/Export Services
Senior supply chain position with responsibility for distribution, warehousing, transportation, trade compliance and
import/export functions supporting samples, promotional, clinical materials and trade product to the U.S. market with
revenues of $21 billion servicing over 10,000 sales representatives. Supported diverse customer base including wholesalers,
physicians, clinics and government agencies. Identified as a key talent performer for six consecutive years.
• Built support for a $90 million tax savings through a tax-free-zone distribution company design for end customers.
• Secured $13 million distribution savings by selling direct distribution strategy benefits to commercial management.
Sell and distribute direct to hospital’s / HMO’s vaccine / cold chain line of products.
• Transformed a tactically driven and underachieving work group into a dynamic high performing team of which 80

3. percent have key talent designations.
• Designed a proprietary strategic planning process that launched an aggressive and comprehensive strategic analysis
resulting in process re-engineering initiatives that significantly improved customer service, productivity, and quality
scores as evidenced through customer surveys and more than 20 annual compliance audits.
• Spearheaded distribution rationalization strategy resulting in reduction of eight distribution center network to two.
Increased customer on time delivery improvements from 95 to 99% utilizing vendor managed inventory strategies.
• Re-engineered logistics processes utilizing lean sigma tools that decreased order to cash cycle time by more than 100
percent. Identified and implemented best practices in the commercial and global logistics organizations through
benchmarking, knowledge management, and strategic planning.
• Led successful integration of GlaxoWellcome and SmithKlineBeecham U.S. distribution networks during merger,
yielding a $350 million savings while achieving a 49 percent budget reduction.
• Convinced senior management to outsource transportation and warehouse operations to 3PL providers and
implement a comprehensive logistics strategy resulting in 3x reduction in cost and service level improvement.
• Transformed warehouse management system for physical distribution department by becoming a state-of-the-art
paperless system via radio frequency identification tags, barcoding, scanning with real time pick, pack and ship
information. Initiative improved operational efficiencies by 50 percent and increased throughput by 80 percent.
GLAXOWELLCOME PHARMACEUTICALS Inc. Research Triangle Park, NC 1996 to
2001
Group Director, Demand Management and Import/Export Services North America 1999 to 2001
Director, Strategic Planning, Sourcing, and Business Reporting North America 1998
to 1999
Manager, Logistics 1996 to 1998
Managed the supply chain for new and existing products in intensely competitive national and global markets for a multi-
billion dollar pharmaceutical enterprise. Hired, motivated and led professional teams in this key supply chain role which
utilized U.S. supply capabilities to plan, source, make and deliver products to key international markets.
• Directed start-up of a North American business unit responsible for supply chain functions supporting more than $10
billion in sales in 140 international markets.
• Reduced finished goods inventory by $1.1b from 8 to 5 weeks of supply.
• Directed the introduction of 15 major products into 40 countries utilizing domestic and foreign supply sites.
• Spearheaded global team charged with developing and implementing supply chain performance metrics and a
balanced scorecard management system benchmarking 55 sites against industry best practices.
• Managed the coordination of all outsourced manufacturing, to ensure seamless connectivity to core operations
initiatives with both a service effectiveness and a profit efficient mindset.
• Created and implemented strategic master plan for U.S. distribution encompassing network rationalization, customer
satisfaction, competitive benchmarking analysis and capital and resource planning delivering a $15 million savings.
BURROUGHS WELLCOME PHARMACEUTICALS Greenville, NC 1985 to 1995
Manager, Solid Dose Manufacturing Operations 1995 to 1996
Section Head, Production, Planning and Control 1990 to 1995
Operations Research Analyst 1985 to 1988
• Managed production planning and control operations in solid dosage manufacturing and packaging department
supporting 255 personnel, $182 million in assets, and annual sales of $1.2 billion.
• Managed operational functions including production, quality, training and safety.
• Achieved $1.8 million yield improvements, improved customer service levels from 96% to 99.1% and lowered
production costs by 20 percent.
• Managed the supply of bulk chemicals into the solid dose manufacturing operation. The chemical division produced
over 30 intermediates and final bulk chemicals through batch processing.
• Designed and implemented the industry’s first advanced planning and scheduling system reducing schedule time from
three days to one minute while improving changeover time by 50 percent and throughput efficiencies by 30 percent.
EDUCATION

4. Bachelor of Science, Industrial Technology
1987
East Carolina University, Greenville, NC