Michelle M. Meyer
(303) 588-3474 cell
mmmeyer@mcubed-inc.net
WORK EXPERIENCE
MCUBED, INC.
President and Founder
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3/11-Present
9/03-11/07
Provide supply chain strategy, project management, process improvement, system implementation,
and education services to help companies move to the next level of supply chain performance.
Focus is on using supply chain management to help improve the business, and improve the personal
and professional lives of those I work with.
Please see pages 5 and 6 for project/client details.
HITACHI CONSULTING
Director of Consulting Services
11/07-03/11
 Manage business development and project management activities for Hitachi’s Industrial Products
and Communications, Media, and Entertainment business segments with a special emphasis on
Supply Chain Management and focusing on future growth and consulting delivery capabilities.
 Responsible for client satisfaction through the delivery of successful business improvement and
systems implementation projects.
 Provide a leadership role in developing intellectual capital and thought leadership.
 Support the development of consulting and manager resources within Hitachi through training,
project management knowledge transfer and development of supply chain management skills.
UNIVERSITY OF DENVER, DANIELS COLLEGE OF BUSINESS
Adjunct Professor
9/03-12/07
 Taught upper-level undergrad and graduate level Logistics Management course comprised of
undergraduate students, graduate students, and Supply Chain Certification professionals.
 Provided support to the DU Supply Chain Roundtable by connecting to global speakers, supporting
student career development, and community relations.
 Recognized with the University of Denver Excellence in Teaching Award
IBM
Leave of Absence
4/02-9/03
Manager, Business Integration—Global Logistics-Americas
8/00-3/02
GL-A is a $700mm, 600-person organization within IBM’s Integrated Supply Chain Organization
 Responsible for and completed set up of new team tasked with three primary responsibilities:
1. Defining, articulating, and driving forward a WWD-A business strategy that will support IBM
and IBM’s customers as part of the Integrated Supply Chain Organization
a. Developed an end-to-end strategy position for WWD-A based on IBM’s e-business
strategy of Integration and Infrastructure to support IBM’s Integrated Supply Chain
Organization
b. Conducted an organization activity survey to identify value added activities aligned with
future strategy and non-value added activities in order to eliminate and redirect resources
c. Developed a new organization design based on strategic direction
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2. Driving end-to-end supply chain process and IT improvement initiatives in order to gain better
order-to-delivery integration with the rest of the IBM business (integration & infrastructure)
a. Launched one major end-to-end cycle time reduction initiative that resulted in identifying
$5mm+ in savings; e-channel pilot identified by team to increase revenue and reduce
inventory launched in December 2001
b. Managed a team of 25+ individuals responsible for developing and executing a business
assessment and delivering concept phase deliverables for the WWD-A Foreign Trade IT
Project supporting Global Import and Export Compliance
c. Managed resources who provided support and leadership to internal partner and
customer organization for end-to-end process and customer satisfaction improvement
efforts
3. Designing and implementing a Customer Engagement process for WWD-A and managing the
following…
a. Documentation of current organization Customer Relationship touchpoints and
mechanisms and identified gaps; developed plan to close gaps
b. Completion of a proposed Internal Customer Relationship Management process for
WWD-A
c. Completion of customer engagement discussion documents to assure alignment with
customer needs and articulate going forward strategy
Program Manager—Worldwide Distribution Network Optimization
10/99-7/00
 Managed three network optimization projects (South Africa, Mexico, and Asia Pacific Returns)
which identified $3.0mm+ in savings with $1.5mm+ in savings committed to by the business
ARTHUR ANDERSEN BUSINESS CONSULTING
Experienced Manager
9/1/99
Manager
9/96-9/99
 Managed several projects/teams covering various efforts ranging from strategic analysis and
recommendations; process, technology, and organizational assessment and recommendations;
design of various supply chain and finance/accounting processes; and implementation planning and
execution of recommendations
 Skills required include: project and team/professional management; analysis of overall business
strategy; effective assessment of process and operational capabilities; understanding of financial
performance and impact; business process improvement design and implementation; ability to
coordinate with IT; effective communication and presentation skills; and ability to deal with all levels
of management
 Process Lead on multiple Supply Chain/ERP systems implementation efforts ranging from
Purchasing, Production Scheduling, Distribution Operations, Transportation Management (Oracle,
SAP)
 Projects provided $20+mm in implementable savings
Senior Consultant
5/95-9/96
Provided team-lead role on three projects:
 Redesign of Finance and Accounting processes and organization structure, for a national
environmental engineering and consulting firm, which demonstrated a possible savings of $2.6mm
through process, organizational, and technology enablement changes
 Supply chain, production scheduling, and production operations redesign and pilot which
demonstrated a possible $14mm savings annually for a multi-billion dollar consumer products
company
 Procurement process redesign for a multi-billion dollar international mining company which
provided a possible $1.1mm in savings
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GATES RUBBER COMPANY
Business Analyst
9/94-5/95
 One of six employees chosen to develop and implement the executive sponsored Strategic
Information Systems Plan/Re-engineering effort for the corporation addressing Market
Development, Product Development, and Order Fulfillment processes.
International Logistics Coordinator
9/93-9/94
 Coordinated and managed EMS-2000 software application implementation
 Redesigned the process for issuing credits/debits to customers and implemented changes
 Managed the transfer of freight payment responsibilities to established, centralized freight payment
process
 Managed the interface with international forwarders responsible for supplying transportation
services for $80mm annual business.
Johnson Storage and Moving Company/United Van Lines
6/93-8/93
 Sales Representative, Origin Agent/Destination Agent--National Account Coordinator
UNION CARBIDE CORPORATION
Advanced Distribution Engineer
8/91-5/93
 Co-Project Manager for custom application development--Designed and implemented DMIS
(Distribution Management Information System) for automating order receipt, shipment scheduling,
container tracking, inventories, billing, and providing a paperless environment in the plant
distribution operations. System can handle 7000+ tank truck shipments per year, as well as rail car,
barge, tanker, and all small package shipments. The project required analysis of user process
requirements, process re-engineering, process and system design, training, and implementation of
DMIS application without shipment interruption.
 Coordinated Distribution efforts to comply with ISO 9000 standards to support product ISO
registrations.
Advanced Distribution Analyst/Supervisor
9/89-8/91
Distribution Analyst
6/88-9/89
 Supervisory responsibility for non-exempt employees in the office.
 As Rail Services Supervisor, supervised providing rail service requirements such as rail car tracing,
routes, freight descriptions, diversions, and transit time analysis.
 Coordinated EDI efforts between plants and railroads.
 Designed and automated monthly and quarterly carrier performance reports and statistical process
control (SPC) charts.
 Provided transportation services, information, and support to internal and external customers which
included plant locations, Purchasing, Customer Service, Sales, Inventory Planning and Control,
carriers, and customers for movement of 2 billion pounds of product by rail.
 Designed and implemented Union Carbide’s Corporate Supplier Quality Process.
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COLLEGE INTERNSHIPS
Coors Brewing Company
Coors Transportation Company
U.S. Department of Transportation
Coors Transportation Company
9/87-12/87
5/87-8/87
7/87
5/86-8/86
EDUCATION
University of Houston--Clear Lake
Graduate School of Business and Public Administration
Completed 21 hours of MBA. GPA=3.4
9/90-12/92
University of Colorado--Boulder
College of Business Administration
B.S. in Business with an emphasis in Transportation/Logistics. GPA=3.3
9/84-5/88
PROFESSIONAL VOLUNTEER
Chairperson – Terry L. Priest Education Fund Advisory Board 2003-07
Council of Supply Chain Management Professionals
 Board of Directors – Roundtable Advisory Chair 2005-07
 Roundtable Advisory Committee – Strategic Advisory Group 2004-05
 Education Strategies Committee – Roundtable Education Chair 2003-05
 Roundtable Advisory Committee – Texas/Arkansas Roundtable Advisor 2000-05
 President—Rocky Mountain Roundtable 1997-98
 Vice President--Rocky Mountain Roundtable 1996-97
 Program Chairperson—Rocky Mountain Roundtable 1994-95; 1995-96
COMMUNITY VOLUNTEER
Mentor—I Have a Dream 2009 to Present
Board Member – Summit Middle School 2005-07
President – Boulder Montessori School 2003-04
Vice President – Boulder Montessori School 2002-03
Committee Member – High Peaks Elementary School, Goals and Accountability Committee 2001-05
PUBLISHED
CSCMP Supply Chain Comment – Jan/Feb 2008; “Supply Chain Management IS Rocket Science”
Supply Chain Management Review—September/October 2001; “Why IBM is Linking Information and
Logistics”
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MICHELLE M. MEYER
Mcubed, Inc. Consulting CV for April 2002 through Present
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Multi-Billion Dollar Healthcare and Insurance Provider – Mcubed, Inc. was contracted to provide
project management and leadership skills to direct a large ERP (PeopleSoft) Supply Chain
implementation. Michelle was responsible for the team that planned and implemented multiple
supply chain modules to 6 regions across the country from Hawaii to the East Coast.
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North American Automotive Supply Company – Mcubed, Inc. was contracted to provide
assessment of current cross-border relationships, processes, and structures for facilitating the import
and export of automotive parts and supplies to and from the United States and Mexico. The
assessment included review of current 3PL services, systems capabilities, and documentation
requirements. Recommendations were provided which allowed the VP of North American
Operations to further support strategic initiatives for growth along the US/Mexico border.
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Global Electronics Manufacturing Company – Ms. Meyer was contracted by BLCN Management,
Inc. to provide procurement and demand planning process and organization design improvement
services. The project consisted of managing the development and design of new demand planning
and procurement processes for product lines where manufacturing had moved to China. Client has
shared that they implemented recommended process changes and is having tremendous success
with the new processes and capabilities.
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Multi-Billion Dollar Media Company – Ms. Meyer was contracted by Lewis & Fowler to provide IT
strategy, organization design, and business process improvement services. Ms. Meyer also provided
the day-to-day project management services, workshop facilitation, executive interviews, and project
reporting for the client. The project consisted of developing a new IT organization strategy and
design with supporting process improvement recommendations.
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400 Store Retail Sporting Goods Company – Ms. Meyer was contracted by BLCN Management, Inc.
to provide business process improvement and project management services. The project consisted of
managing the development and design new procurement processes for all capital buying across the
company through coordinating with internal project managers, senior executives, and process
owners. Presented final process recommendations and implementation plans to SVP of Finance and
Construction for approval.
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International Manufacturing & Distribution Company – Ms. Meyer provided overall project
management for the upgrade of a distribution application supporting 15+ locations. The project also
included the implementation of a new EDI application, new Business Intelligence application, and a
new equipment rental module for use by the distribution centers. The project required coordination
across four separate application providers, hardware and network upgrades, and application
modification and enhancement schedules. In addition, Ms. Meyer proposed and supported the
design of new C-level management reporting to provide a daily business “flash report” and a
standard Monthly Management Reporting Package.
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Multi-Billion Dollar Information Technology Services Company – Ms. Meyer was hired to provide
business development support services in Supply Chain Management for a major warehousing and
systems implementation initiative for the US Forest Service. Ms. Meyer provided proposal
development, project planning, estimating, and presentation support to the client team to pursue the
government RFP.
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Federal Loan/Lease Banking Entity -- Ms. Meyer was hired to manage two major IT efforts totaling
$2.3mm+…to 1) Relocate the ADM organization of an acquired company from Minneapolis to
Denver, and 2) Implement a new business application to support the newly acquired company. The
ADM relocation involved coordinating the move of 11 applications, bringing on 9 new resources,
communicating with the executive management team and overall business, assuring no business
interruptions. The new application implementation requires IT project management through
application implementation methodology, budget and timeline management, and coordination and
communication with executive management across the business.
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Multi-Billion Dollar National Telecommunications Company – Ms. Meyer was contracted by
Executive Velocity Partners, LLC to design executive management reports for the client. The newly
designed reports provided C-level and regional operations executives a more useful and functional
set of company information with which to manage the financial and operations aspect of the
business. Ms. Meyer also provided project management review and process design expertise for the
Capital Asset Management business process project currently underway at the client.
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International Airport Development Non-Profit – Ms. Meyer designed and carried out a market
assessment for this non-profit development organization to determine how much potential direct
international air-freight volume exists in the Denver Front Range community. This study contacted
more than 20 major companies in the area and compiled data which verified projected international
air freight volume figures for use in discussions with international air freight companies, logistics
development real estate companies, and government agencies.
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Weather Forecasting Start-up Company – Ms. Meyer provided a transportation and logistics
industry market analysis for this start-up to target as a potential industry vertical. The analysis
provided data and expertise on industry size, potential product development requirements, potential
revenue projections and a target list of key companies/customers.
REPRESENTATIVE CLIENTS WITH MCUBED, INC. CONSULTING
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Kaiser Permanente
GPI/Carquest
BLCN Management Consulting/Advanced Energy, Inc.
Lewis & Fowler/Starz Entertainment Group
BLCN Management Consulting/The Sports Authority
International Surface Preparation Corporation
Lockheed Martin Information Technology
CoBank
Executive Velocity Partners, LLC/Adelphia Communications
Denver International Airport Business Partnership/WorldPort at DIA Owners, LLC
Foresight Weather, LLC
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MICHELLE M. MEYER
Hitachi Consulting CV for November 2007 through March 2011
Multi-Billion Dollar Food Products Manufacturer and Distributor
Project Manager, Supply Chain Assessment
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Provided strategic and SCM expertise to identify process, organization, and system improvement
opportunities
The team identified and reported a projected $240mm+ of possible savings to the executive team through
supply chain process improvement, organization restructuring, and operational changes
Managed the overall project design, resources, methodology, implementation, and client relationships
Multi-Billion Dollar Food Products Manufacturer and Distributor
Project Manager, S&OP Assessment
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Provided S&OP and SCM expertise to identify process, organization, and system improvement
opportunities
Managed the development of recommendations and business case with the client team and executives
that would support S&OP process improvements, reduce costs, and improve organization performance
Managed the overall project design, resources, methodology, implementation, and client relationships
Global GPS Manufacturer
Project Manager, PLM Assessment
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Provided PLM and SCM expertise to identify process, organization, and system improvement
opportunities
Provided recommendations to client CEO and executive team that would support product quality
improvements, reduce development organization costs, and improve partner collaboration processes and
organization design
Managed the overall project design, resources, methodology, implementation, and client relationships
Multi-Billion Dollar Electronics Gaming Company
ERP Selection -- Supply Chain Subject Matter Expert
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Provided SCM expertise support the evaluation of SAP vs. Oracle ERP selection effort
Led and facilitated Supply Chain process design and assessment sessions across the supply chain
organization – order management, demand planning, inventory management, warehousing and
distribution
Provided evaluation criteria and feedback to support selection decision
Global Automotive OEM Supplier/Manufacturer
S&OP Subject Matter Expert
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Responsible for coordinating and facilitating the S&OP business process development in support of an SAP
implementation project
Provided S&OP process expertise and created all necessary SAP implementation documentation
Technologies: SAP
Global Textile & Chemicals Manufacturer
Project Manager, SAP Realization and Implementation
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Responsible for coordinating overall business and technical solution development and implementation
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Provided overall project management for a global implementation at multiple sites responsible for
coordinating three separate client teams and consulting resources
Developed and managed overall implementation plan to assure development, testing, data management,
and implementation success
Technologies: SAP
National Home Builder Supply Company
Sales & Operations Design Lead, Oracle Implementation
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Led the client and consulting team to develop future state Order-to-Cash processes by structuring and
conducting over 40 process design workshops
Provided supply chain expertise and thought leadership required to develop future state processes and
organization design for newly formed $8B+ entity
Provided methodology guidance and knowledge transfer to client team members to enable transition of
workshop design and management to client resources
Coordinated Order-to-Cash process design with parallel process design work happening on the project for
Procure-to-Pay, Finance, and Manufacturing to assure alignment and process improvements across the
business
Technologies: Oracle
Multi-Billion Dollar Law Firm
SAP/Custom Application Implementation
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Overall Project Manager for 70+ person team implementing SAP Financials and Tata Consulting Services
custom application
Responsible for all PM coordination across functional, technical, data, and custom application teams
Manage coordination and communication with executive PMO organization
Manage and direct all resource activities and timelines to assure delivery of solution on-time and onbudget
REPRESENTATIVE CLIENTS WITH HITACHI CONSULTING
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Schwan Foods
Dawn Foods
Magellan
Nintendo
NGK
Milliken
ProBuild
Baker & McKenzie
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MICHELLE M. MEYER
Arthur Andersen Business Consulting CV for May 1995 through Sept 1999
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Global Generic Pharmaceuticals Company – Ms. Meyer managed a joint client and consulting team
responsible for evaluating the client’s current implementation and use of SAP demand planning and
scheduling modules and processes in order to determine if a potential implementation of SAP’s
Advanced Planning and Scheduling (APS) product was appropriate. The project included planning
and scheduling process evaluation, manufacturing and distribution operations performance
evaluation, and SAP design and implementation review. It was determined there were significant
process and SAP changes that could be made to support client business needs saving the capital and
expense associated with an additional systems implementation.
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Global Healthcare Products Company – Ms. Meyer was responsible for managing a joint team
tasked with determining potential outsourcing scenarios for a segment of the business. The project
deliverables included definition of criteria that would be used to determine which scenarios would
be considered and which would be excluded from consideration; determination of which
outsourcing scenarios already developed by the client team should be considered/excluded; and
provision of a final recommendation as to which outsourcing scenarios should be pursued. Overall
project management responsibilities included providing project structure/management, facilitation,
deliverable development, and outside expertise.
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Multi-Billion Dollar National Telecommunications Company – Ms. Meyer provided facilitation
services for several joint client and consulting teams responsible for developing the new policies and
defining the new processes for a newly merged telecommunications company. The policies and
processes developed included asset management, procurement, inventory management, project
costing, and internal financial controls.
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Global Engine Control Components and Systems Manufacturer – Ms. Meyer managed a team
responsible for conducting a four-week assessment of the company’s strategy and entire cost
structure consisting of all primary operations and SG&A areas and processes. The assessment was
designed to provide the senior management team with a review and analysis of the strategic
direction, uncover and highlight areas of possible savings, and provide implementation
recommendations. Further strategic direction refinement was accomplished with senior
management, and the assessment uncovered an estimated $19 million of immediate savings
opportunities. Additional recommendations were provided to achieve further long-term strategy
refinement and associated savings that could be achieved primarily through process and
organizational re-design.
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Global Airline Container Repair and Services Company – Ms. Meyer managed a software selection
team responsible for developing financial and operating functional requirements, evaluating a
chosen software application and vendor, and developing detailed implementation plans to execute
installation of the application to support the enterprise at multiple North American and
international sites.
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Large Energy/Utility Company – Ms. Meyer managed a joint consulting and client team to review
gas order management processes for two separate organizations which needed to adopt single order
management processes as a result of a merger and acquisition. The team reviewed and analyzed
both organizations’ processes, the differences, and provided senior management with final
recommendations for adoption of a single operating model and associated processes. This work was
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necessary to drive modifications, further development, and implementation of a custom order
management application obtained from the acquired company.
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Large Energy/Utility Company – Ms. Meyer managed a review, as part of an overall merger and
acquisition risk assessment effort, of supply chain capabilities and risks associated with the recent
acquisition of a larger energy/utility company. The review encompassed analysis of both firms’
supply chain organizations, processes, information systems, and transition plans. Areas of concern
and recommendations to address concerns were provided aimed at reducing the overall risk and
time associated with the merger activities, as well as areas for future cost savings and efficiencies to
be gained.
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Large Energy/Consumer Products and Services Company – Ms. Meyer led the integration design
and development of marketing, selling, and product transition processes to the formerly developed
order management processes and systems. This helped the client create a complete horizontal view
of the business and associated supporting processes.
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Large Private Care/HMO Hospital – Ms. Meyer managed a two-week assessment of the client’s
procurement organization, processes, and systems and provided corrective action recommendations
directed at reducing total buying costs. The cost reduction target totaled $2 million.
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Medical Equipment Developer and Manufacturer – Ms. Meyer executed a one-week assessment of
the client’s plans for selecting and implementing project management and time reporting software
applications. She researched available application solutions and provided application selection and
plan modification recommendations.
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Learning Materials Publisher and Packager - Ms. Meyer contributed her supply chain expertise to
the project team over a four-week period of time to help the client determine appropriate supply
chain management efforts to develop and pursue aimed at reducing overall supply chain costs.
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Prominent Local Non-Profit Organization – Ms. Meyer provided a comprehensive assessment of
Accounting, IS, Membership, Events, and Human Resources for this organization resulting in
multiple process, technology, and organizational change recommendations. Recommendations were
designed to reduce fragmentation, improve efficiency, and provide improved member services. Ms.
Meyer also developed an implementation plan for the recommended process and personnel changes,
as well as defined critical short-term technology requirements to reduce current IS operations risks,
and provided a long-term technology view to support budgetary planning.
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Large Energy/Consumer Products and Services Company – Ms. Meyer led the design and
development of the order fulfillment processes for multiple products and services being provided
through multiple distribution channels by a new venture company started by this multi-billion dollar
utility company. These process designs were then translated to system requirements to support the
financials and order management application implementation. Ms. Meyer’s process design work
resulted in reduced process variation and improved communications across sales, marketing,
customer service, accounting, and distribution operations, as well as completion of software
application implementation.
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International Movie Theater Company - Ms. Meyer managed a team responsible for conducting a
four-week assessment of the entire company’s general and administrative areas and processes. The
assessment was designed to uncover and highlight areas of possible savings needed to reduce debt.
The assessment uncovered estimated annual savings of a minimum of $3mm that could be achieved
primarily through process and organizational re-design. Ms. Meyer managed continuation of the
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project to redesign the procurement and theater development processes. The process redesign efforts
confirmed procurement savings of $3.9mm and development savings of $3.7mm. Ms. Meyer also
had project management responsibility for the procurement implementation effort.
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National Environmental Engineering and Consulting Firm - Ms. Meyer was responsible for daily
management of a Finance and Accounting organization assessment to provide cost, process, and
organizational information. Executive management needed information to help decide how to
integrate three separate Finance and Accounting organizations due to recent acquisitions. The
project coordinated the capture of all cost, process, and organizational information through
development of an Activity Based Costing database, client interviews, site visits, and process flow
diagrams. The team developed recommendations which demonstrated a possible savings of $2.6mm
through process, organizational, and technology enablement changes.
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International Consumer Products Company - Ms. Meyer coordinated and managed, with one other
manager, a production pilot project to reduce production volatility, increase throughput, and
increase uptime without interruption to production on a critical production line. This effort was part
of a larger overall strategic supply chain initiative addressing inventory management, product and
customer segmentation, planned flooring, transportation, and production. The pilot demonstrated
the client could save $14mm annually through tested process changes. The project also entailed the
design and implementation of new Scheduling and Production processes, new process measures,
and new data capture and reporting processes. This required managing involvement of over 30
client individuals across multiple departments (Scheduling, Production Operations, Warehouse,
Maintenance, Quality Control, Engineering).
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International Mining Company - Ms. Meyer managed a team responsible for designing a new “Pay
Suppliers” (requisition to payment) process as part of a larger overall Finance and Accounting
process change effort. She was responsible for assuring the team designed a process which enabled
transition of the client’s Accounts Payable processes to a Shared Services organization. Ms. Meyer
coordinated her efforts with four other process improvement teams, a Shared Services transition
team, and enterprise-wide systems efforts. The team’s process change recommendations provided a
possible $1.1M in savings and the client approved all recommendations for implementation.
REPRESENTATIVE CLIENTS WITH ANDERSEN BUSINESS CONSULTING
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Geneva Pharmaceuticals
Gambro Healthcare
MediaOne
Woodward Industrial Controls
Airbase Services, Inc.
KN Energy
Rose Medical Center
Colorado MEDTech
Group Publishing
Denver Metro Chamber of Commerce
KN Energy/Enable
United Artists Theatre Circuit, Inc.
Geraghty & Miller, Inc.
Coors Brewing Company
Cyprus Amax Minerals Company
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