Ralph Burk, C.P.M. Email & Phone Number

Phoenix, Az, Us

Prescott Valley, Arizona, United States

Since the closure/relocation of Eberle to Texas, I have been busy transitioning my LLC to open a real estate brokerage in the Prescott Valley area. It's now open for business. While I thoroughly enjoyed a long career in Supply Chain and Ops, I am looking forward to having the time and flexibility to pursue new interests at this stage of life. See more at www.BurkRealty.net

Phoenix, Arizona Area

Phoenix, Arizona

Tempe, Az

Tijuana Area, Mexico

Responsible for leading the purchasing, planning and warehouse functions to achieve improvements in the overall supply chain performance. Identified, recruited, and developed talented individuals looking for challenging careers in the supply chain field. Applied logic and data to define, monitor, and improve performance by 30% setting the stage to enable substantial growth in the business from $60 to $80 million annually with continued line of sight to double revenues.

Prescott, Az

Responsible for procurement function, and during my tenure, placed 90% of annual material spend on long-term contracts with key suppliers resulting in 6% material cost savings. Created departmental metrics package, including supplier performance report cards, established quarterly performance reviews w/ key suppliers, lead consolidation of the division's circuit card spend from 4 suppliers to one strategic source resulting in significant cost reductions; improved working relationships with several key suppliers which facilitated improved performance on both sides. Help develop staff to unlock hidden potential and improve performance and foster better team environment. Recruited additional staff to fill critical skills needs.

Phoenix, Az

Responsible for negotiating and managing major development and supply subcontracts valued from $10 to $100 million for critical avionics/aircraft subsystems.

Santa Barbara, Ca

Responsible for Purchasing, Planning, and Warehouse functions for this OEM manufacturer of high reliabilty position sensors and optical encoders.

A contract manufacturer of electronic and electro-mechanical assemblies to various aerospace, defense, medical, and industrial companies.**Director of Materials-Phoenix Operations**Lead the Procurement, Warehouse, Shipping/Receiving, and Production Planning functions (30 individuals). Brought stability, leadership, and structure to the department resutling in overall performance improvement w/ fewer employees and less cost for the materials department. Accomplishments:Set vision, direction, clarity of purpose; provided training, fixed processes, deployed metrics in all functional areas to monitor and correct process execution, all of which resulted in significantly improved performance at less cost to the company. Examples: supplier rejects reduced from 18,000 ppm to 3500 ppm; on-time delivery increased from 75% to 96%, reduced headcount by 2). Introduced a total cost of acquisition model (or a cost of poor quality model) accounting for supplier's on-time delivery, quality, service, and invoice terms along with bid price to arrive at a total acquisition price/cost valuation used to make better awards.Implemented a supplier rating system with monthly score card providing key suppliers regular feedback on their performance as well as news about Suntron's business, fostering favorable supplier relationships and more importantly better overall supplier performance. Achieve favorable results for nearly all other department goals each year.

A senior staff position as liaison between product engineering and the integrated supply chain to effectuate a seamless transition from development to production. Responsibilities range from strategic planning for material acquisition, conducting negotiations with key/critical suppliers. Requires broad knowledge of business practices, and ability to work with very little supervision in a matrix environment while exercising excellent judgment and influence management. Interfaces with wide range of individuals at multiple levels within the company and directly with customers.Accomplishments:Lead negotiating team and secured $7.4 million (16.6%) savings in prime material from 10 key suppliers.Successfully lead a year-long transition from development to full-scale production for key new product, on-time and under budget by 17 percent.Completed negotiations and drafted contract for $22 million co-development and production of a heads-up display system for commercial air transport aircraft.Reached agreement in principle setting stage for an $11 million contract for software development tools and embedded real time operating system for next-generation avionics systems.

Completed Six Sigma Black Belt training and acted as resource for deploying continuous improvement philosophy to over 100 individuals for this start-up business unit. The business unit ceased operations and was dissolved shortly after September, 2001.On interim basis assumed responsibilities for both Materials Manager and Quality Manager positions at California factory until replacements were brought on board.Mentored and certified 5 Green Belts in Phoenix with 7 more in training. Implemented process improvements generating $250K in savings in 6 months, and tracked additional projects for nearly $4 million in benefits.**Sr. Business Staff, Materials and Quality, Air Transport Systems Division.

Responsible for centralizing the procurement of strategic materials for three divisions, along with strategic systemic improvement projects. Accountable for Year 2000 supply base risk mitigation plan for 1000 suppliers representing over $500 million in purchases.Consolidated supply base by 20% yielding $13 million of annual cost savings.Developed quantitative supplier selection process minimizing backdoor selling and unnecessary suppliers.Piloted development of initial department website streamlining distribution of, and enhancing access to forms, manuals, news, departmental and supplier metrics to internal users and suppliers.Developed efficient and effective process for assessing Y2K supply base risks for over 1000 suppliers worldwide resulting in zero disruptions. Corporate audit cited process as "best practice" and multiple business units adopted the process.

Provided leadership and training to department of 12 exempt and 14 non-exempt personnel purchasing over $100 million of electronic, electro-mechanical and mechanical components for multiple production lines. Responsible for annual department budget $2.2 million, staffing, strategic planning and overall department performance.Instituted department-wide corrective action to reverse $500,000 unfavorable purchase variance resulting in $3.3 million favorable variance the following year.Implemented process for monthly metrics reviews and rewards and recognition to improve and sustain results in terms of quality, delivery, cost, and working capital, improving overall department performance.Established and delivered broad skills training and coaching to entire purchasing department improving performance and professionalism of department personnel.Hosted division's #1 customer procurement executives for benchmarking of our purchasing department. Received very favorable feedback and personal commendations from both Honeywell's Corporate Vice-president of Supply and the Division General Manger.

Leader and supervisor for 10 exempts and 3 non-exempts buying $60 million of mechanical and electro-mechanical components.Maintained performance during extraordinarily difficult business conditions requiring recruitment, selection, hiring, and training of new staff in response to 80% employee turnover. Improved supplier on-time delivery performance to 98%.Achieved $3 million (5%) material cost reduction.Improved incoming quality rating by 24% to 2500 ppm.Expanded number of parts delivered just in time by 13%.**Purchasing Supervisor, Subcontracts

Responsible for material logistics, scheduling, cost, and supplier performance for over $16 million of complex surface mount and conventional technology circuit card assemblies and staff of 3 support personnel.Streamlined and automated a cumbersome manual process for quarterly re-pricing reducing labor by 50% and cycle time from 21 to 5 days.**Commodity Leader, Printed Wiring Boards,

for the mechanical section and supervisor for 8 exempt personnel purchasing $30 million of machined parts, castings, injection molded parts, forgings, powdered metal, printed wiring boards and flex circuits, sheet metal, stampings and hardware for both high-volume low-volume production for Department of Defense programs. Developed and qualified alternate sources and negotiated agreements resulting in improved quality and cost savings in excess of $1 million annually.Developed and automated comprehensive departmental metrics to track department and individual performance to goals.Provided leadership and mentoring to my group making it the top performing section for the division.Successfully facilitated and passed CPSR audit.