Managed all Material Management and Supply chain activities for level one factory that manufactures high end commercial fire systems, signaling and healthcare products with annual sales of $240 million. Lead a team of 10 direct salary reports and 30 indirect hourly reports.Managed over 6,000 FG SKUs and 9,000 active components simultaneously increasing inventory turns by 2.5, and COTD by 10% while reducing the labor required by 40% using system improvements and tools such as Kanbans, Supplier Consignment and MRP share programsImplemented centralized stock room in 2009 to house raw materials, including bar-code system and water spider routs for fulfillment of raw materials to the production cellsEliminated need for Physical inventory in 2010 through the use of a cycle count program that maintained financial accuracy of 99% and location accuracy of 97% which realized 150K cost savings to the business.Supported sourcing in year over year cost saving of 3-4% on 90M international and domestic supplier spendLed 4 Kaizen events with 10% or greater labor cost savings using lean and Ace tools and participated in 12 total Kaizen or VSM eventsDecreased Excess and Obsolete material from 5.2M in 2008 to under 2.6M currently returning approximately 1M to the P+L through supplier returns and reworkReduced customer past due backlog from 4.2M in 2006 to a low level of 500K in 2009 while increase customer fill rate from 85%+ to over 93%.Supported the reduction of average aged past due backlog from 9.9 days in 2006 to 3.3 days currently with ERP system enhancements and new shop floor scheduling processSupported implementation of S+OP process in 2013Reduction of MRB material from 1.1M in 2008 to under 300K currently through process enhancements

Materials Management responsibility including purchasing, planning and warehousing for 6 salary professionals and 14 indirect employees for $60 million of annual sales division of a Tier II electronics contract manufacturer.Responsible for all functions of Procurement, Production Planning, Warehousing, Shipping and Receiving functions for division. Developed procurement strategy for 8,000 unique electronic and mechanical components.Lead Low Cost Region sourcing plan for division. Realized over 6% cost savings year over year since 2003.Implemented cycle count program with results of 99% count accuracy and 100% dollar accuracy. Eliminated the need for an annual physical inventory for annual savings of 25KMaintain excess inventory to less than 10% of total inventory valueDeveloped Supplier Consignment Process increasing inventory turns from 5 to greater than 10. Process was implemented across all Suntron sitesDeveloped Kanban system for inexpensive reeled items reducing transactions by 400% on those items. Process was implemented across all Suntron sites.Received Suntron’s Excellence in Materials Management award in 2003 and 2004.Developed procedures, work instructions and forms for ISO 9K2K certification in 2001.Oracle 10.7 Application super user for MRP, WIP, BOM, INV, Order Entry and Purchasing Modules.

Inventory and logistics responsibility for Global Cable Manufacturer with partners in Mexico and Europe and annual revenue of $75 million. Team including 5 salary employees and 11 indirect.Coordinated Cycle Counts and annual Physical Inventory and reduced annual shrink from 120K to 30K through cycle count and inventory management procedure changesManaged inbound and outbound freight. Reduced annual freight costs from 750k to less than 300kBarcode implementation project leader for all locations. Realized labor savings of 55KOracle Applications multi-org installation leaderOracle Super-user for operations modules.

Operational responsibility for Production Control Department in a tier one automotive supplier that serviced all major Japanese Automotive manufacture’s in North America with annual sales of $150 million.Increased inventory turns from 15to 21 inventory turns on 7M of inventory and 1500 active componentsReduced expedited freight from 1.1M in 1997 to 200K in 1999 by moving away from manual tools to Oracle ERP tools.Schedule and procured material for 7 major production lines maintaining 99% uptime due to no stock outs and 100% on time delivery to customers. Nastech received awards from Toyota, Honda and Mazda for on time delivery from 1996 to 1999 each year.Proposed and managed annual budgets for department Provided evaluation reviews and merit increases for staffDeveloped and maintained department procedures to ensure QS 9000 complianceLed Oracle super user group whose focus was to ensure knowledge transfer to all users and to identify opportunities to further utilize Oracle functionalityOracle MRP and Purchasing super user