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
 Global supply chain management and program management experience.
 Global operational service and maintenance management experience.
 Certified Six Sigma Greenbelt—General Electric Company.
 Product, program and field service launch experience from planning to implementation.
 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.
 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 Energy—nuclear power maintenance - Idaho Nation-
al Laboratories).
Work History
2011—2015, Cliffs Natural Resources, Area Manager, Purchasing & Materials (Ishpeming, Michigan)
 Manager for 4 separate business units; Tilden Mine, Empire Mine, Cliffs Technology Group and LS&I Railroad
 Increased cost savings to the highest level achieved, from $440K to over $2 million annually
 Consistently ranked top performer across all Cliff’s organizations globally in key performance indicators (On time
delivery, price mismatches, direct charges, stock coded transactions, etc.)
 21% cost savings increase year over year
 15% cost management increase in both cancellations and deferrals year over year
 Raised employee performance to meet all individual and group annual metrics/goals over multiple years
 Contracting related to services and forward purchase opportunities consistently at 100%
 Institution and monitoring of proposed Materials Status for planned outages (Multiple performance
improvements)
 Corporate office increased my responsibilities for all aspects of Cliffs Technology Group in 2013
2009—2011, Ford Motor Company, Regional Manager, Parts & Service (Melbourne, Florida)
 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.
 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.
 Managed and maintained all concerns regarding parts or service issues with all dealerships throughout Florida,
southern Georgia, and southern Alabama. (Southeast Region)
 Consistently achieved performance objectives and identified as a top performer. (Ranked 7th best in the nation)
 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.
 Resolved all warranty processing concerns with dealerships related to either vehicle qualification or repairing
processing errors.
 Daily communications with parts managers and service managers regarding upcoming discounts, promotions and
special offers.
 Weekly reports and teleconference meetings with the dealer principals regarding performance ratings and busi-
ness development and process improvement plans.
 “Better than Received” incentive for customer vehicle appearance and condition recognized as best practice and
implemented world wide.

2. Brent McDougal
2007—2009, GE Transportation Systems, Contracting/Purchasing Manager (Melbourne, Florida)
 Exceeded goal of 70% for confirmed purchase orders with 48 hours by 12% and averaged over 80%
 Managed agreements with over 40 vendors in the United States, South Africa, Mexico, India and China.
 Recognized for driving cost reduction as base materials costs fell, and for monitoring pricing discounts.
 Chaired and controlled two national weekly production calls for product/material schedule with information to
production team in weekly steering committee meetings.
 Directly responsible for the review of forecasted demand and usage trends.
 Reviewed delivery to dock times and calculated any necessary emergency orders with vendor.
 Personally investigated Kan‐Ban levels with manufacturing and made necessary adjustments.
 Outlined any changes from engineering or manufacturing and relayed these change orders to vendors.
 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.
 Understanding of account based and invoice based Value Added Tax used in South Africa and India.
 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.
 Recognized as corporate best practice.
 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)
 Started with no knowledge or experience using JD Edwards and became point of contact for general new
employees.
2003—2007, GE Energy Services, Motor & Generator Specialist; Switchgear Specialist (Salt Lake City, Utah)
 Personally recommended by CEO/President of GE Transportations Systems; Sagar Patel, to CEO/President of GE
Power Systems; John Rice.
 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.
 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.
 Started the segment at approx. $400,000 NP annually, and increased it to $1,800,000 NP annually.
 Leader for 18 hourly union employees, working locally and internationally. (Fixed and time & material based)
 Top 5 Increases to business growth that I was directly responsible for: (Highest value first)
 Rio Tinto/Kennecott ; Motor & Generator, Switchgear, Transformer and High Voltage service
 PacifiCorp ; Motor & Generator, Machine Alignment, Vibration Analysis, Onsite Testing, High
Voltage service, Testing and Logistics.
 Barrick Goldstrike ; Motor & Generator, Vibration Analysis, Onsite Testing service.
 Robinson Nevada Mining ; Motor & Generator, Vibration Analysis, Onsite Testing service.
 Newmont Mining Corporation ; Motor & Generator, Vibration Analysis, Onsite Testing, Switch-
gear, Transformer and High Voltage service.
 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.
 Planned, organized, financed, trained and purchased the new segments manpower, tooling, transportation,
certifications, licenses, and marketing.
 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.
 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)
 Responsible for quoting fixed, T&M, contracted and sub‐contracted work with civilian and government agencies.
 Responsible for all Hazardous Materials storage area’s maintenance and daily safety inspections.
 Responsible for filing and maintaining all federal and state records of Hazardous Materials.
 MSHA (Mining Safety and Health Administration) Certified.

3. Brent McDougal
2001—2003, GE Transportation Systems, Materials and Operations Manager (Denver, Colorado)
 Member of 4 person management leadership team which led and started the first full service maintenance facility
run by GE for Union Pacific Railroad.
 Managed 17 hourly employees at 6 separate locations; Denver, Salt Lake, Los Angeles, Hermiston, Houston and
Fort Worth.
 Directed 4 warehouse locations with over $24 Million in inventory, over 2,000 parts, 18 vendors and 3 core unit
exchange programs.
 Responsible for $83 Million in annual spend
 Responsible for setting inventory levels to meet all inspections, maintenance and overhaul needs
 Responsible for forecasting all inventory needs and managing flow for different program timelines
 Responsible for inventory accuracy and inventory turns
 Responsible for unit exchange/core return process and accounting
 Responsible for all hourly employee time keeping and interaction with contractors
 Responsible for logistics between all six locations, including; Erie , PA, Grove City, PA and Cleveland, OH.
 Controlled all cycle counts with 98% accuracy, managed inventory turns to 12 annually, inventory safety, hiring
and corrective actions for the entire western region.
 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)
 Recognized as corporate best practice.
 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.
 Six Sigma Open Purchase Order Resolution project improved working relationship between Union Pacific and GE.
 Recognized as corporate best practice.
 Managed all fleet vehicles, including registration, fee’s, inspections, maintenance, logs and appearance.
1998—2001, GE Transportation Systems, Materials and Overhaul Manager (Little Rock, Arkansas)
 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.
 Managed and Led 22 hourly employees at 5 separate locations. (Pine Bluff, Proviso, Los Angeles, Houston, and
Fort Worth).
 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.
 Controlled all logistics on materials from Pine Bluff going to North Little Rock, and materials inbound outbound
for the unit exchange process.
 Responsible for over $100 Million in annual spend during the overhaul period (2 years).
 Responsible for over $54 Million in inventory during the overhaul period (2 years).
 Responsible for cycle counts and a minimum of 98% accuracy, inventory turns of at least 8 minimum.
 Responsible for forecasting of monthly, quarterly, annual, and 5 year plans.
 Responsible for the material availability reports at all 4 warehouse locations in southern region.
 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.
 Implemented training programs to “shadow” 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.
 Recognized as corporate best practice.
 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
1989—1998, GE Transportation Systems, Materials Clerk, promoted to Field Service Engineer (Salt Lake City)
 Started as warehouse clerk while working towards Bachelors degree.
 Personal desire to learn locomotive systems. Worked 2nd shift voluntarily and unpaid to learn control systems.
 Promoted to Technical Service Advisor after I attained my Associates of Science degree.
 Responsible for troubleshooting locomotive systems and recommending repair actions to customer while working
with management, foremen, and craftsmen.
 Responsible for approving or denying warranty issue on locomotive parts and determining workmanship issues.
 Promoted to Field Service Engineer, and then promoted again to the Materials and Overhaul Manager after attain-
ing Bachelors of Science degree.
Education
 March 2016-2018, Masters of Business Administration, Western Governors University
 July 2001, Advanced Manager Development Certificate, GE Crotonville Learning Center
 August 1998, New Manager Development Certificate, GE Crotonville Learning Center
 June 1996, Bachelors of Science Degree, Criminal Justice, Weber State University
 June 1994, Associate of Science Degree, Criminal Justice, Salt Lake Community College
 June 1985, High School Diploma, West Jordan High School
Languages
 Japanese = Speaking—basic | Reading Katakana & Hiragana—basic | Reading Kanji—only a few
Awards Received
 2014; Cliffs Natural Resources Company Stock Options; Granted 450 stock options valued at $5,000.00
 2010; Zone Manager of the Month; East Coast Market Area; June 2010
 2010; Zone Manager of the Quarter; East Coast Market Area; 1st Quarter 2010
 2010; Zone Manager of the Month; East Coast Market Area; February 2010
 2007; Night on the town award; Federal and state HazMat inspection compliance.
 2004; Spot Award; Continuous segment growth and 100% compliance in safety record.
 2003; General Electric Company Stock Options; Granted 500 stock options valued at $30,000.00
 2002; Night on the town award; Return material process with vendor.
 2000; Managerial Award; Successful completion of customers overhaul program
 2000; Night on the town award; Completion of “Open PO Resolution” Six Sigma Quality Project.
 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
 Multiple Years—Mining Safety and Health Administration (MSHA) Certified.
 Multiple Years—Hazardous Materials Transport Certification
 1999—General Electric—Six Sigma Certified Greenbelt
 2003—Technical Associates Inc.—Vibration Analysis Certification
 1994‐2007—Certified EMT
 2012—Aubrey‐Daniels— Safety Leadership course
 2013—Career Track—Communicating with Tact and Professionalism
 2013—Institute for Supply Management — Ethical Code for Purchasing Professionals
 2014 – Institute for Supply Management – Legal Guidelines for Contracts & Agreements
 2014—Institute for Supply Management — Certified Professional in Supply Management
 2011-2014 – Aubrey Daniels — Reasonable Drug/Substance Suspicion Training