Ted Berchak Email & Phone Number

Cleveland, OH, US

Conegliano, TV, IT

• Leader of Americas region with full P&L responsibility. Keyline is an integrated security solutions provider manufacturing automotive, business, and home security product portfolio.
• Drove top line results of 10% year over year sales growth and margin increases by 7% year over year.
• Using top grading techniques top graded Keyline USA talent adding deep experience in distributor relations, product management, finance, and promoting customer operations expertise.
• Improved working capital: reduced accounts receivable by 43% by increasing resources in collections, expended accounts payable by 10% through renegotiated purchasing agreements and resource efforts, and reduced.
• Increased distribution base by 8% and increased YOY sales to existing distribution partners by 17%. through developing buyback programs, rebate incentives, and loyalty programs to incentivize growth.
• Design and implemented a procurement program which resulted in 4% net cost out on raw material purchases and increased payable timeframes.

Cleveland, Ohio, US

• Held P&L responsibility and managed Operations, Engineering, Quality, Maintenance, Safety, and Supply chain. Led 3 plants, 12 direct reports.
• Launched a brown field construction of new mixing facility using fully integrated and automated (lights out) mixing, wet and dry adds, flammable material adds, and vacuum systems, integrated through multiple PLC’s.
• Developed a multi-year ops strategy that doubled EBITDA in the third year by empowering teams, enhancing the Operations leadership team with Fortune 500 talent, upgrading Netsuite / Oracle ERP system, establishing.
• Managed operations and supply chain activities. Established department KPIs to identify departmental performance and achieve aggressive goals.
• Managed the Commercialization process with partners from Product Development and Quality, successfully launched 40 new products.
• Improved Cash Conversion through reduction in inventory and increasing creditor days. This was done through the creation of a Sales and Operations Planning process improvements made to the make to stock model.

Willoughby, Ohio, US

• Held P&L responsibility managing Operations, Engineering, Quality, Maintenance, Safety, Continuous Improvement, and Supply Chain. Led 2 plants, 12 direct reports.
• Restructured the quality function between existing facility in OH and an acquisition in WI, combining 2 quality certifications and increasing supplier ratings with LAM Engineering and Micron (semiconductor).
• Restructured procurement function (consolidated) which created 4% YOY cost out in 2017/2018 and improved supplier OTD 8%, reduced headcount 25% of combined purchasing departments.
• Created continuous improvement function, mentored 3 six sigma black belt projects and trained 14 team leads on lean projects. Held kaizen events improving throughput 5% and increasing labor efficiency.7%.
• Developed a culture of safety and won 2018 Mentor safety awards for longest time without an accident.
• Developed quick sales response: Implementing on-line configurator for custom configured product with 2x quicker response to sales from 2016 baseline.

Dublin, Ireland, IE

• Global indirect procurement lead for MRO (Maintenance, Repair, Other) expenses. Managed $290 million in spend across 380 sites. Led 4 direct reports and dotted line team of 16 globally.
• Negotiated corporate MRO contracts with key suppliers (Industrial distribution, bearings and power transmission, electronics, safety products, and outsourced maintenance.) Consistently achieved greater than 4% cost.
• Implemented 10 sites of outsourced maintenance in North America, reducing headcount by 220, reducing $8M in cost, and reducing downtime 10%.
• Implemented minority sourcing program, awarding $25M to minority owned companies while maintaining cost out goals and service goals.

Dublin, Ireland, IE

• Multisite Supply Chain Manager and Manufacturing Manager for Cleveland, Juarez, Mexico, and Shanghai, China. Led 10 direct reports and a total staff of 185 associates. Responsible for supply chain and operations.
• Used lean manufacturing methodology (value stream mapping and standard work implementation) to reduced quote to order (custom made product) cycle time by 55%. This increased throughput and revenue in this segment by.
• Led operations through elimination of $3.8M in past due orders through Lean Manufacturing and supply chain initiatives within 8-month period utilizing Value Stream Mapping, Standard Work, adding additional sources of.
• Achieved >5% cost out, increased Supplier OTD from 82% to 98%, reduced Supplier PPM to <400, reduced total divisional inventory from 121 days to 73 days (on 80-day cycle time), and improved customer delivery from 71%.
• Developed a pipeline of $3M in cost savings. Achieved this through mentoring green belt practitioners, training and implementing lean techniques (SMED and TPM), and value stream mapping.
• Developed Purchasing and Inventory Control Supervisor who was promoted to Supply Chain Manager.

Lake Oswego, Oregon, US

• Multisite purchasing manager for Mentor and Painesville, OH locations. Led 3 direct reports and a total staff of 10 associates. Managed forward buying, physical and financial hedges for divisional platinum, nickel.
• Developed buyer to become Purchasing Manager at New England facility.
• Achieved cost out goal of $2.1M on $72M material spend.

Memphis, TN, US

• Held dual role P&L responsibility for operations including labor efficiency, machine up-time, scrap, Kaizen process improvement projects for one manufacturing site. Simultaneously, managed supply chain for two sites.
• Implemented ERP custom solution to an AS/400 platform on time and on budget, a 4-month project.
• Developed printed circuit board, PCB, strategy increasing supplier on time delivery 22%, reduced inventory 23%, and decreased piece cost 35% for low volume custom products.
• Member of plant closure team; transitioned 7 production lines to 3 different manufacturing sites on time and on budget. Cleveland locations closed in 2010.

ESCO TURBINE TECHNOLOGY (sold to CPP in 2012), Purchasing Manager 4/2006 to 2/2008CORPORATE UNITED GPO, Manager of Strategic Sourcing 11/2005 to 3/2006HI-LITE INTERNATIONAL, INC. (closed in 2011), Category Manager 6/2003 to 10/2005KNORR BREMSE (formerly Honeywell), Category Buyer & Transition Leader 11/1999 to 5/2003BEARING DISTRIBUTORS, INC., Logistics.

Mba, Logistics

Bachelor Of Business Administration (Bba), International Business

Summer Program, Hansard Scholars Program

Education record