Jason White, CPM Page*of *

acgj27@r.postjobfree.com

Jason White, CPM

*** *.*. * ****** Tel: 479-***-****

Bentonville, AR 72712 Email:

acgj27@r.postjobfree.com

CA REE R SUM M ARY

High-impact, metric-driven Materials, Supply Chain, Operations Planning and Purchasing leader, known

for quickly achieving transformative results. Led best practices to optimize inventory, improve operations

throughput, and achieved multi-million dollar savings.

Advanced Technical/Computer Skills and ERP Systems implementation experience, including MS Office,

Business Objects, Minitab, JD Edwards-As400, BPCS, QAD, Primac, Oracle PLM platforms and Warehouse

Management System (WMS)

E D U C AT I O N & C E R T I F I C AT I O N S

MBA - Marketing, Wayne State University, 2003

BA - Supply Chain Management, Michigan State University, 1997

o Certified Purchasing Manager, Institute of Supply Management, 2009

o Lean Six Sigma Greenbelt, Six Sigma Development Solutions, 2014

PROFESSIONAL ACHIEVEMENTS

SUPERIOR INDUSTRIES – Fayetteville, AR/ Rogers, AR 2011 – 2014

Leading supplier of cast aluminum wheels for the automotive industry w/ 3,300 employees & revenue of $800M.

Purchasing Manager

Managed all procurement and tool crib functions in 2 business units with combined 1,800 employees and over 1.5M

square feet of manufacturing floor space; supplier base of more than 6,000 and annual spend of $160M; tool crib MRO

inventory with over 30,000 SKUs and valuation of $8M; team of 7 direct reports, and 12 indirect.

Achieved $1.7M in cost reduction by negotiating capital expenditures and directing RFQs for goods & services.

Secured $350K in cost avoidance, by negotiating multiple supplier MOU’s to guarantee no price escalation.

Led Tool Crib Kaizen event that resulted in: implementation of VMI, parts kitting, and vending solutions;

deployed point of use/satellite inventory; improved layout and space utilization; grouping of like commodities;

elimination of non-value added activities; streamlined MRP processing; upgraded tools & equipment.

Reduced stock outs by 90%, through lead-time and consumption analysis.

Suggested a continental shift schedule, reducing overtime labor costs by ~$45K annually or 60%.

Improved cycle count compliance by 6pts to 99%, and cycle count accuracy by 11pts 96%

Exercised excess and obsolete MRO inventory, resulting in an inventory reduction of $600K and 2,700 SKU’s.

Drafted and implemented several policies/procedures to protect the company and mitigate Internal Audit concerns

& findings related to process control and fraud.

STANDARD REGISTER COMPANY – Fayetteville, AR 2008 – 2011

Leading document solutions management firm with 3,000 employees and revenue of ~$700M.

Materials Manager

Managed entire operation for key plant representing ~10% of company revenue, w/ 190K square feet of manufacturing floor space and 160

employees. Motivate/ lead 13 direct reports across 6 vital functional areas: purchasing, shipping and receiving, customer service, production

scheduling, and warehousing/distribution.

Led initiatives to consistently improve, and effectively report, crucial KPIs :

On-Time Delivery Production Attainment Revenue & Budget Attainment

Inventory Turns Cost Reduction Working Capital Improvement

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Led 6-facility division Materials Managers, worked w/ IT to establish company-wide correlation & reporting of raw materials data.

Elevated facility awareness of inventory & rationalized SKUs, providing major benefits:

1. Added $1.3M to cash flow within 60 days.

2. Lowered raw material inventory K) within 10 months.

3. Increased vendor stocking to 90%, decreasing lead-times from 15 days to 3 days.

Reduced stock-outs 9%, eliminated $45K obsolete material risk, improved estimating usage accuracy 16% and crystallized $12M annual

“make vs. buy” savings as initiator and leader of Tool Crib Kaizen event.

Cut inventory variance 66% ($95K+ to less than $30K) by implementing new inventory transaction processes.

Delivered $400M in annualized cost savings through supplier consolidation, volume purchase agreements, SKU consolidation, recycling

opportunities, price negotiations, and metered SKU quality standardization.

Slashed changeovers 9%, equipment downtime 31%, and cycle time 19% via new equipment optimization strategy.

Realized 58% gains in order processing time by developing sequencing for 30-step process.

Reduced outsourced work by +50%, from $16MM to $8MM dollars, within a 12-month period

Led facility through the construction of warehouse infrastructure installation and operations that is projected to

reduce 3PL service costs of $30K annualized and decrease freight costs of $22K annualized.

Led team of Materials Managers through development of an EOQ model and block scheduling procedures that are

projected to reduce FG inventory by $1.2M per year, over the course of the next 12 – 18 months.

Implemented enterprise-wide pallet return program generating +$70K in annualized recycling cost savings.

Successfully led facility through an industry-wide green initiative for SFI & FSC certification, by documenting &

implementing a compliant chain of custody process and work instructions .

ALPS AUTOMOTIVE, INC. – Auburn Hills, MI 2002 – 2007

International automotive firm; $6B yearly revenues; ~6K employees worldwide; 250 FTEs and $900M revenue at Auburn Hill facility.

Master Planner

Rapidly promoted from Materials Planner position in Tier 1-3 supplier. Marshalled variety of information resources, procuring

long lead time material from suppliers in Japan, China, and Korea to create 15-mo. rolling forecast and plan

production for 2,000+ OEM and service / after-market SKUs. Supported high-value global clients including Panasonic, Honda, Delphi,

Toyota, Nissan, and GM. Assisted sales teams to develop supply/demand segments of client contracts.

Supervised materials and production scheduling of 5 employees for manufacturing site in Reynosa, Mexico; maintained continuous

contact with on-site visits 2 weeks per month. Managed engineering changes, inventory turns, and on-time delivery while minimizing

freight costs and obsolete materials. Leveraged IT resources to automate key processes.

Recognized as only associate to continuously forecast materials within company’s accuracy objective, working with information from

300+ domestic and imported parts.

Contributed expertise key to Alps winning “Supplier of the Year” awards from its largest customer in 2003 and 2004. Maintained a

“supplier delivery performance rating” of 98%, 2% above goal, throughout that time.

Surpassed budget for premium freight expenses by 21%+ while maintaining optimum inventory. Likewise, surpassed budget expectations

for excess and obsolete material values by 31% (2003–2005).

GKN DRIVETECH, INC. – Walled Lake, MI 1998 – 2002

Part of GKN Automotive, an international company w/ 1.5K employees and $300M annual revenue worldwide at the time.

Material Control Coordinator / Buyer / Logistics

Analyst

Executed portfolio of key decision-making roles with growing and integrated responsibility for supply chain, business relationships,

and planning of global sourcing. Spearheaded audits to capture ISO9001 certification. Established new supplier performance measurement

systems.

As Material Control Coordinator, forecasted demand and managed material flow from suppliers in Brazil, Italy, Taiwan, and

Germany; developed overall production plan. As Buyer, supervised relationships and certified quality of

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deliverables for entire supplier base as well as conducted price negotiations. As logistics analyst, assigned tariff codes for imported

products, determined transportation, and provided NAFTA regulatory compliance.

Achieved 99% on-time delivery, exceeding target by 4%, for 18 consecutive months.

Reduced WIP by 35% and FG inventory by 57%, boosting throughput with job shop/batch scheduling model.

Lowered corrugated material costs 11% through product re-sourcing and narrowing of supplier base.

Surpassed physical inventory variance allowance of 17%, by implementing more robust cycle counting process.

Increased production output by 48% by introducing automation to boxing process.

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