Mark J. Graber, MBA, CPIM

**** ***** *** ** . *******, MO 64083

Cell: 816-***-**** . acn0r5@r.postjobfree.com

Web Resume: Markjgraber.com,

PROFILE:

As a Supply Chain professional I have acquired expertise in the majority of

Supply chain environments. With particular emphasis in material

management, manufacturing, planning, Inventory control and purchasing

environments. I have a reputation of dedicated teamwork, a strong work

ethic, coupled with a commitment to customer service. Proving I can achieve

both personal and corporate goals. With a strong understanding of SAP and

People Soft, ERP systems, and experience capacity planning along with sales

and operational planning I am ready to take on my next challenge.

EDUCATION:

Master's Degree in Business Administration, 2007

Mid-American Nazarene University, Olathe, KS

B.S. in Management and Organizational Development, 1998

Eastern Mennonite University, Harrisonburg, VA

Certified in Production and Inventory Management (CPIM), 2001, re-certified

in 2006 & 2011

oVo Essentials Certified

Six Sigma Greenbelt Certified

PROFESSIONAL EXPERIENCE:

Blount International, Inc. Kansas City, MO 2008 - Nov 2014

Blount is a leading manufacturer of equipment, accessories and replacement

parts for the global forestry, garden and construction industries. Blount

sells its products in more than 100 countries around the world.

Senior Global Supply Planner

Reduced a portfolio consisting of 4000 SKU's with a past due amount of

2.2m to 200k within a 4 month time frame in 2014

Coordinated a 1.8 million lb. reduction in raw material in Queretaro

Mexico, within an 18 month time frame

Created a stalled production order report that will show what operation and

how long a production order has sat since its last confirmation.

Created a new time series forecasting method, cutting steel delivery times

down to two business days from five since 2009

Integral member of project team working to bring our newly acquired

Queretaro, Mexico facility on line (SAP active)

Coordinated the transition of material and production of our saleable end

items from our Queretaro, Mexico facility to Civray, France, with the

closure of the Queretaro facility, an interim option until the process is

located and running in Kansas City.

Project lead for an internal look at our manufacturing facility to obtain

consistent throughput times from order release to arrival at the North

American Distribution Center (NADC)

Mark J. Graber, MBA, CPIM

1103 White Oak Ct . Raymore, MO 64083

Cell: 816-***-**** . acn0r5@r.postjobfree.com

Web Resume: Markjgraber.com

page 2

PROFESSIONAL EXPERIENCE CONTINUED:

Project lead on implementing capacity planning at both Kansas City

locations, the 12th Street facility, as well as the NADC packaging and

assembly operations

Project lead on the planning start up and transition of the SpeeCo assembly

line at the NADC from Golden, Colorado

Work directly with Plant Manager and Production Manager in setting daily

production rates based off of current inventory and on-order status

Honeywell FM&T, Kansas City, MO 2002-2008

Honeywell International is a Fortune 500 company specializing in

international manufacturing, and marketing of consumer and industrial

products.

Configuration Management Specialist, 2003-2008

Implemented a process to incorporate planning in the work flow of new item

setups--this enhancement resulted in cost avoidance 75K

Participated in the development and instruction of 3 SCM courses during the

calendar year of 2004 (JIT, Configuration Management and Risk Management)

Material Control Analyst, 2002-2003

Responsible for increased on-time releases to 89% from 39% in 4 months,

simultaneously decreasing the amount of old work orders (>90 days old) by

50%

Increased the after analysis cycle count from a baseline of 78% to a 4

month average of 92%

American Safety Razor Company, Verona, VA 1998-2002

ASR is an international manufacturing and marketing company of consumer and

industrial razor blades and shaving products with annual sales exceeding

$300 million.

Master Scheduler, 2000-2002

Maintained a level of superior customer service while reducing total

inventories to 3.6 million in 2002 from 5.4 million in 2001

Raised inventory turns to 9.9 in 2001 from 5.7 in 2000

Recovered more than $20,000 in inventory errors in 2001

Receiving Supervisor, 2000

Achieved a Cycle Count Cost Accuracy of 99%, which resulted in the

avoidance of an annual physical inventory

Provided a hands-on leadership style to the warehouse operations, while

demonstrating skill levels recognized for advancement

Production Supervisor, 1998-2000

Raise the level of efficiency to 95% from 80% by implementing an employee

empowerment program for 40 production employees in 1999

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