Dave Grundman Email & Phone Number

United States

Managing, planning, and manufacturing aircraft components through the wax investment process. Ensuring customer quality requirements are met while fulfilling PCC business objectives.

Sherwood, Oregon

Supervise arena operations, facility and staff. Staff consists of 5 attendants and 1 customer service representative. Responsible for events, booking, sales, rink operations, foodservice and inventory. Reconcile registers. Resolve customer service issues. Mitigate and document injury incidents. Increased sales and programs as figure skating clientele expanded.

Responsible for sourcing, forecasting and purchase of supplies and materials for DH Sutherland. Managing supplier relationships, scorecards and the approved supplier list.

Beaverton, Oregon

Responsible for all aspects of the supply chain for a distributor of composites and supplies for aerospace and aviation. Leading procurement, scheduling, inventory control, warehousing and shipping through continuous improvement, safety management and cost effectiveness.

Beaverton, Oregon

Direct inbound and outbound operations. Staff consisted of 24 union employees. Facilitate continuous improvement workshops. Empower employees to be part of the solution. Held employees accountable to expectations with training and appropriate corrective actions. OSHA Incident Commander. Recent improvements on the dock allowed us to enhance our operational window and improve on-time dispatch by 23%.

Beaverton, Oregon

Accountable for all functions of the warehouse, inventory, quality and distribution. Staff consisted of 2 supervisors and 55 union employees. Maintained excellent customer service relations with dealerships. Administered Health and Safety programs. Ensured compliance to Corporate and OSHA policies. Led plant to be an industry leader in quality, 3rd in division in productivity.

Update and publish daily Divisional Supply Chain report. Prepare and present business cases for realignment of dealerships to field parts distribution centers based on productivity, quality, labor cost, transportation cost and inventory fill. Manage National Warehouse bypass/outsourcing and coordination to 3pl. Manage alignment of warehouses to the associated markets and proper stocking levels for the network. Liaison between Mopar HQ and Field distribution centers. Supplied Data and guidance for reallocating resources and closing of 2 distribution centers during bankruptcy. Work with suppliers to resolve delivery issues to increase system fill. Adjust individual part level inventory forecast due to life cycle and contractual changes. Use data to standard deviation to update MRP system settings to accurately reflect field distribution centers performance and improve facing fill. Review and test proposal and pitch from vendor for new MRP/inventory management system. Work with warehouse management teams to improve productivity using lean principles. Launch and support IBM DView warehouse management system at field parts distribution centers. Collaborate with field distribution centers in Chicago, New York and Dallas to roll out mid-day delivery to improve service to large accounts and to reduce transportation costs. Create Microsoft Access database to compile divisional data on inventory forecast to putaway metrics. Create ad-hoc reports in Microsoft Access, Cognos, Business Objects and Eztrieve. Increase shared transportation with other OEMs to reduce transportation costs. Apply bypass/outsourcing principals to field distribution center to deliver sheet metal parts direct to large customers, opening up considerable warehouse space to allow for increased small parts population and improving fill. Facilitate the creation of a sub-warehouse for East coast delivery and to create space for Lamborghini parts after joining with Fiat.

New Boston, Michigan

Responsible for outbound operations. Staff consisted of 1 supervisor and 30 union employees. Launched small batch picking (a lean concept based on Toyota’s processes). Reduced overtime & increased throughput, to become one of the top PDC’s in the division.

Center Line, Michigan

Responsible for unloading and loading as well as inventory tracking and BOL reconciliation at Mopar's largest distribution center. Staff consisted of 14 employees. Preparation of loads for stock keeping. Loading quality and issue resolution with field parts distribution centers.

Warren, Michigan

Grew 500,000 ft2 building for excess material and dead stock into 750,000 ft2 facility with increased orders. Building swelled to process the 2nd largest volumes in the Mopar National PDC supply chain. Management staff increased from 2 supervisors to 5 while hourly multiplied from 15 to 120. Responsible for daily growth and associated process changes. Maintained warehouse inbound and outbound operations as well as business needs during construction. Managed Skilled trades pre and post construction to disassemble and reconfigure racking.

Center Line, Michigan

Grosse Pointe Farms, Mi

Saint Clair Shores, Mi

Grosse Pointe Shores, Mi

Bachelor Of Business Administration (Bba), Business Administration And Management, General

Certified Production Technician, Manufacturing Studies

Activities and Societies: APICS Portland Chapter - American Production and Inventory Control Society (APICS) builds operations management.

Associate Of Applied Science, Culinary Arts & Culinary Management

Education record

Education record