Joseph Linck Email & Phone Number

Wixom, Michigan, United States

• Generate part plan and purchase orders for material replenishment of productive inventory to support part aftermarket sales and upfit conversions.
• Created Microsoft access database to manage inventory levels by reviewing available inventory, calculate part usage, identify usage trends and determine projected part requirementsand demand plan to generate part.
• Implement Microsoft access database to track and report out on Backorders and component shortages.
• Create Microsoft excel templates for collection of new part sales forecasts and implementation of forecast into material planning and purchase orders.
• Perform Project lead for the implementation of GMDH streamline, a desktop application for demand forecasting and inventory replenishment planning. Direct programmers to resolve reporting inconsistencies, create custom.

Grand Blanc, Michigan

• Performed business case analysis to calculate net present value (npv) changes to purchasing cost, tooling charges, set up charges, minimum order quantity, long-term buys (ltb) and determined part disposition.
• Managed demand planning through the analysis of historical demand trends to determine optimal inventory planning.
• Established part mandatory service retention period by identifying the key indicators of special vehicle, critical, safety, on board diagnostic and recall parts and determined part disposition
• Developed Access database to query GM service part data, mandatory retention information, forecasted sales and npv enabling analysis to determine part disposition.
• Acted as project manager to define requirements, resolved reporting inconsistencies and directed 3 programmers over 7 months to build a new Cost Model to calculate npv of cost changes. Model increased accuracy of npv.

Grand Blanc, Michigan

• Built Activity Based Management (ABM), a web based product line profitability reporting system for 80 employees in CFA, Product, Cost, Budget, Warranty and SCM. Annual Sales of $8B with contribution margin of $3B..
• Acted as project manager and defined requirements, resolved reporting inconsistencies and directed 4 programmers to Build ABM over a 2 year period. Resolved $14M in discount account variances and implemented one to one.
• Identified and translated SAP income statement accounts to programmers that developed productionized SQL code for processing of ABM financial reporting. Replaced 45 access databases and reduced processing time 5 days.
• Designed Access database for month-end processing to specify line level instructions for ABM cost allocation system.

Grand Blanc, Michigan

• Analyzed impact analysis on powertrain product pricing and marketing promotional programs.
• Implemented Access database for ad hoc reporting that analyzed impacts to sales, pricing, discounts, material costs and profitability for the powertrain business line team. Conducted an analysis on promotional.
• Developed family pricing strategy for remanufactured powertrain product which increased gross profit margin by 4% and set a clearly defined market competitive pricing strategy.
• Created Excel business case templates to analyze pricing, promotion and profitability and to analyze ltb vs resource determination.
• Managed 20+ billing schedules to drive appropriate promotions and discounts to specific customer types.

Grand Blanc, Michigan

• Performed project lead that established material process, instructed, trained and rolled out material global optimization (mgo) system to 5 suppliers, 8 department and 12 packaging personnel.
• Managed demand forecasting by analysis of demand trends to determine optimal inventory levels and managed stocking policies and min/max levels of consumption to achieve targeted service levels.
• Developed master production schedules to drive material requirements planning orders and site build and ship schedules for 2 manufacturing sites. Improved position availability from 65% to 97% by understanding capacity.
• Implemented risk and inventory management process for monitoring $33M of consigned inventory at 5 facilities and led team of 4 that reduced inventory by $10M.
• Implemented inventory control process for annual physical inventory at 5 separate consigned facilities and improved variances from.03 to.006 thru cycle counts and dedicated part storage.
• Developed Access databases for the tracking and control of $90M of consigned inventory, reviewed impact to costed bill of materials and established material cost for purchasing contracts.Systems Knowledge: Cocomme: GM.