Accomplished, dynamic, and driven leader with a proven record of achievement of corporate goals and objectives within supply chain, manufacturing, and operations. Fortune 500 corporate experience in a wide variety of settings from manufacturing operations management to enterprise-wide project leadership and technology integration. Ability to leverage knowledge of software and best practices to continually adapt reliable business solutions and achieve optimal profitability and customer satisfaction. Efficient, organized leader with success in coordinating efforts within internal, external, and globally dispersed teams to reach and surpass expectations. Positive, self-starter with a “Go to Guy” demeanor and a leadership style that is consistent with getting the best results from a team. Specialties include: Supply Chain and ERP Systems Integration Forecasting, Statistical Modeling, Metrics Problem Solving / PDCA Inventory / Plan for Every Part Executive Coaching Process Reengineering / Change Management Strategic Sourcing & Outsourcing Lean Manufacturing & Procurement Sales & Operations Planning (S&OP) Budgets & Cost Containment Continuous Improvement (TPS) Team Leadership and Mentoring

SEGMENT DIRECTOR, CONTINUOUS IMPROVEMENT, DOVER FLUIDS @ From June 2014 to Present (1 year 7 months) REGIONAL ENTERPRISE IMPROVEMENT LEADER @ Help create a Continuous Improvement (CI) culture within the local Operating Companies (OpCo) and provide training support as necessary; Mentor and coach OpCo executive leadership team to become actively engaged in CI leadership by creating, trying and doing new methods that require them to frequently observe and reflect upon the work systems and work flows, the skills and interests of the team members, and the skills and interests of the leaders; Assist with aligning OpCo improvement plans to the Dover Energy Segment through participation in project idea generation, selection and scoping; Provides appropriate coaching, mentoring and management as necessary to generate the expected results with the OpCo, Segment, Supplier and Customer. From March 2012 to May 2014 (2 years 3 months) SUPPLY CHAIN DIRECTOR @ Developed and implemented long-term supply chain strategies that address planning and fulfillment processes in support of business growth and cash containment. Evaluated and established material postponement strategies to achieve organizational objectives to optimize raw material usage on annual purchases of $85M. Led migration of all supply chain processes to a common ERP platform used to improve production scheduling and identify and realign material requirements with production dates. Developed and monitored key performance indicators (KPIs) and coordinated cross-functional work teams to increase effectiveness of supply chain initiatives. Established strong collaborative partnerships with other business functions to ensure supply chain strategies complement and strengthen the ability to achieve higher level business functions. Provided leadership to document and continuously improve supply chain processes using Lean – Six Sigma methodologies (CPI, TPI, Value-Stream, Surges). From October 2010 to January 2012 (1 year 4 months) Cincinnati AreaDIRECTOR, PROCUREMENT @ Develop and implement Policies and Procedures (P&Ps) that continually enhance communication and improve efficiency to deliver overall value to Daniel Measurement & Controls, a $300M division of Emerson that manufactures metering devices to the Oil and Gas industry. Challenged to improve the cost position and supplier performance through leveraged purchasing actions across all global locations in the Americas, Europe, India, and Asia Pacific. Directly manage a team of four with focused initiatives on material cost savings, supplier management, and process improvements for outsourced fabrication, buy-outs and inter-company purchases. Participate in Divisional and EMR Corporate Commodity / Procurement Reviews. Establish targets and metrics for divisional and corporate objectives regarding inventory velocity, cost savings, online reverse auctions, Days Payables Outstanding (DPO), and Purchase Order (PO) management. Drove collaborative efforts between global teams to function with improved communication, project sharing resources, and effective global sourcing strategies on annual global purchases of $100M. From June 2008 to October 2010 (2 years 5 months) DIRECTOR, GLOBAL SERVICES @ Led management of Inside Sales, Customer Service, and Sales Administrative Support teams including financials, employment, training, coaching, and performance reviews. Developed and directed Sales and Operations Planning (S&OP) strategy for global demand management processes including synchronization of forecasts with production, procurement, and distribution capabilities. Analyzed metrics for accurate forecasting, regional sales performance, and working trade capital performance. Governed global Sales and Marketing policies and procedures to improve productivity and service levels and to comply with ISO9001 guidelines. Conducted customer contract review and product sample submission, International Trade Compliance, and collaborated on new product design / technical specifications, departmental procedure development, and usage of Quality systems. From August 2004 to June 2008 (3 years 11 months) SR. MANAGER, ORACLE SUPPLY CHAIN PRACTICE @ Sold and implemented custom business solutions through needs assessment, process re-engineering and implementation of enabling software. Developed sales and delivered supply chain & ERP service offerings. Established strategic alliances with major ERP and niche supply chain vendors. Billable activities included development of custom training programs, migration strategies for ERP and planning systems, assessment and re-engineering of key activities including forecasting and S&OP processes, and implementation of software solutions using various platforms. From June 2000 to August 2004 (4 years 3 months) SUPPLY CHAIN PLANNER @ Supported the daily operations and management of $200M of cut-size paper sales to major paper retailers including Wal-Mart and Sam’s Clubs, Office Depot, Office Max, and Corporate Express. Integrated Manugistics software and processes. Planned and managed finished goods inventory and associated production in five domestic production locations. Led monthly S&OP process supporting the Retail and Merchant sales channels. From January 1999 to May 2000 (1 year 5 months) SUPPLY CHAIN CONSULTANT @ Implemented custom business solutions using Manugistics' Supply Chain Management software applications and supporting proceses. Performed needs assessment, process re-engineering and implementation of enabling software. From August 1998 to January 1999 (6 months) CORPORATE MRO BUYER @ College Internship From May 1997 to August 1997 (4 months)

BACHELOR'S DEGREE, BUSINESS ADMINISTRATION, LOGISTICS & TRANSPORTATION @ University of Tennessee-Knoxville From 1994 to 1998 Lean Systems Certificate, Institute of Research for Technology Development @ University of Kentucky From 2012 to 2012 Tyler McMurray is skilled in: Cross-functional Team Leadership, Six Sigma, Supply Chain Management, Continuous Improvement, Supply Chain, JIT, Lean Manufacturing, 5S, Supply Management, Procurement, Strategic Sourcing, Change Management, MRP, Operations Management, Manufacturing