Dean Harper

**** *. **** ****** ( Westminster, Colorado 80021

720-***-**** ( acgvet@r.postjobfree.com

Executive Profile

Operational Leadership ~ Supply Chain Transformations ~ Process

Reengineering

Highly-accomplished, dynamic executive leader and operations/supply chain

management specialist with unique background of skills and expertise in

business strategy development, process reengineering, IT integration,

supply chain transformation and staff development, with exceptional global

strategic vision. More than 20 years of achievements identifying critical

business, operational and financial issues and developing solutions that

increase operational efficiency, maximize productivity, reduce costs and

stimulate business/ revenue growth. Consistent top performer with

outstanding relationship-building and team leadership attributes.

Core cOMPetencieS

Operations/Production Management ( Supply Chain Strategy/Transformations (

Organizational/Program Management ( Sales & Operations Planning (S&OP) (

Product Portfolio Strategy ( Demand Planning ( Inventory Reduction (

Business Case Development/Process Optimization ( Financial Management/Cost

Reductions ( Business Analytics/Reporting ( Negotiations ( Problem-Solving

( Cross-functional Team Leadership

sElEcted ACCOMPLISHMENTS

. Operations Improvement with Associated Cost Savings: Saved more than $23

Million (exceeding $16 Million target) on total spend of $160 Million

through strategic management of 7-member global team of sourcing managers

and reengineering/optimizing tracking and reporting of supplier

operations with SAP and Kinaxis tools.

. Process Reengineering Leadership/Sales & Operations Planning: Directed

S&OP process reengineering as leader/key contributor to cross-functional

team of operation SMEs and IT consultants. Defined critical elements,

designed processes and coordinated delivery for OPEX savings of $15+

Million and greater forecast accuracy.

. Transition from Internal Manufacturing: Led implementation of new

outsourced business model, including building operational processes,

tools and core metrics from scratch after spin-off of Avaya from Lucent.

PROFESSIONAL EXPERIENCE

Avaya, Inc., Westminster, CO

1998 - Present

Global Sourcing Lead - OEM Hardware (2012-Present)

. Commanded superior leadership and operations, business and financial

management of global team overseeing 200+ suppliers and $200+ Million

annual spend with focus on supply chain process improvements/cost

reduction.

. Excelled in progressively challenging executive leadership and

operations/supply chain management roles promoted to Global Lead due to

outstanding performance and ability to rapidly respond to changing

priorities.

. Optimized achievement of organizational objectives and contributed to new

business development by identifying opportunities for improvement and

devising effective operational strategies to define and satisfy business

needs.

. Streamlined operations and reduced inventory by $10 Million, a 20%

reduction, by consolidating more than 80 suppliers out of a base of 250

suppliers as part of SC Efficiency Improvement Program (EIP).

. Directed successful cost-cutting transformation of global operations

using strategic planning and program management skills to lead cross-

functional team in evaluation/selection of potential distribution

partners/suppliers.

. Fueled revenue growth and enabled numerous product introductions by

leading team of sourcing, marketing, relationship and product managers in

areas of RFPs/RFQs, contract negotiations and supplier selection.

. Increased operational efficiency and reduced costs by leveraging new

operational structure. Utilized analytical/ financial modeling skills to

determine impact on inventory, mark-up, value added and transportation

costs.

. Exceeded stretch target of 10% year-over-year for product cost reduction.

Developed distribution partner and supplier relations leading to improved

cash-to-cash cycle time, process efficiency and working capital.

. Dean Harper

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PROFESSIONAL EXPERIENCE

(Continued)

Supply Chain Strategy Manager, Analytics and Process Development (2006-

2012)

. Served a pivotal leadership role managing development/implementation of

Avaya's supply chain strategy and operations transformation programs,

including network architecture redesign.

. Reduced inventory/OPEX by $15+ Million as business leader for

reengineering global supply planning and S&OP by improving forecasting

and consensus demand planning model integrated on SAP and Kinaxis

platforms.

. Improved planning team efficiency by building an executive dashboard

(control tower) for supplier management and automating tasks by linking

Kinaxis platform with core ERP system.

. Elevated financial and operational performance by increasing visibility

of supply plans, integrating operational processes and developing

management metrics. Presented plan to senior leadership to gain

support/funding.

. Accelerated revenue growth and saved $27+ Million on inventory, SG&A,

OPEX and headcount costs by leading development of progressive and

innovative analysis of Avaya's product families to optimize product

portfolio.

. Boosted efficiency and lowered costs using mathematical models to

identify savings resulting from increased volume/spend on critical BOM

components and optimized value-added costs due to fewer model variants.

Global Supply Chain Operations Leader (2000-2006)

. Increased inventory turns 2-fold by leading inventory reduction program.

Orchestrated strategic management of multiple functional groups leading

to improvements in supply chain planning and inventory/supplier

management.

. Heightened on-time delivery performance from 70% to 90+%, significantly

reduced inventory and improved resource utilization by leading global

reengineering program using SAP-APO platform for supply chain planning.

. Cultivated productive collaborations with internal operations, business

functions and systems/IT teams from Avaya and Lucent enabling transition

to outsourcing and focus on product development/revenue generation.

Factory Manager - Shreveport Operations (1998-2000)

. Managed introduction of 2 new products in 2 years with development

timelines shortened by 20% and significant cost reductions. Led

engineering and production departments with COGS output of $310 Million.

. Dramatically reduced total inventory by 40+% by transitioning operational

processes from segmented build-to-stock (push) model to customer-centric

build-to-order (pull) model. Managed associated cultural change.

The Trane Company, Pueblo, CO

1994 - 1996

Maintenance Group Manager (1995-1996) / Work Group Manager (1994-1995)

. Directed efficiency improvements/Kaizen events which increased

productivity (throughput) by 17% and inventory turns by 25% with an

annual production output of $47 Million. Supervised 6 engineers/55

production technicians.

MILITARY SERVICE

United States Navy, Various Locations

1991 - 1994

Machinery Division Manager (1993-1994) / Engineering Training Officer (1991-

1993)

. Managed ship's machinery division in engineering department. Achieved

distinction of earning grade of Excellent, the 1st time this grade was

awarded on Operational Reactor Safeguards Exam in its 24 year history.

EDUCATION

MIT Sloan School of Management, Cambridge, MA

MBA / M.Sc. in Materials Science & Engineering / Leaders for Global

Operations / Manufacturing Fellow

Naval Nuclear Power School, Graduate curriculum in Nuclear Engineering

University of Colorado, B.Sc. in Mechanical Engineering

CERTIFICATION / TRAINING

Change Management, Project Management and Organizational Behavior

Certificates ( Operations Leadership ( Supplier Contract

Management/Negotiation ( Demand Flow Technology

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