ANNA M. STEFANSKI

**** **** **** ******, *********, Ohio 44144

Phone: 440-***-****

ab84uh@r.postjobfree.com

Procurement and Supply Chain Professional

Professional with procurement/supply chain experience in key aspects such

as: operations, purchasing, planning, inventory control and supplier

management. Proven success leading teams to implement ERP/MRP initiatives

and corporate policy changes. Fifteen years of progressive experience in

supply chain building experience within manufacturing, retail and

distribution environments. Leadership ability has been proven by

supervising and through the leading and building of successful teams.

Experienced in the sourcing and purchasing of machined parts, outside

processing, commodity goods, electronics, bearings, cable, wire, MRO parts,

displays, lighting and signage.

Core Competencies:

Vendor Management * ERP/MRP System Implementation and Experience * Leading

Teams

Contract Negotiation * Indirect and Direct Goods Purchasing and Sourcing *

Kanban, Kaizen, JIT Practices

Process Improvement * Domestic and International Sourcing * Inventory and

Cost Reductions

Goodrich Landing Gear, Cleveland April 2011

to December 2012

Senior Buyer

Responsible for placing purchase orders for machined parts to meet

government military contracts, with current qualified suppliers while re-

negotiating cost in relation to the changes between quantity quoted and

time line for orders originally quoted. Responsible for making sure

vendors meet the internal time lines they are giving to Goodrich while

maintaining the ITAR requirements for qualification of parts and vendors

who supply them. Focus on transition of key purchasing functions to new

plant from this the existing plant which will end operations at the end of

2012.

Eaton, Cleveland April

2010 to April 2011

Buyer

Buyer of outside processing primarily for machining and processing (heat

treat, oil impregnation, paint and special coatings), while filling in to

purchase forgings, stamping and steel plate. Used my skills resolve issues

between various departments at Eaton and our suppliers, who often had long

standing issues that needed someone to focus attention and problem solving

skills to resolve. Analysis of vendor viability and sustainability through

recession and changes in economy, Eaton needed to focus on developing

supplier depth by having back up, qualified suppliers in the mix to keep

production moving.

Goodrich Landing Gear, Cleveland

December 2009 to April 2010

Senior Buyer (see above)

Eaton, Cleveland November

2008 to June 2009

Buyer (see above)

Joslyn Hi-Voltage, Cleveland May 2008

to November 2008

Senior Buyer

Supervised two inventory attendants in regards to day to day tasks, and

helped them to implement new standard work procedures. Worked and

completed several projects including MRO (Maintenance, Repair and

Operations) bid and vendor reduction, scrap recovery with reporting by

supplier, moving key products to VMI (Vendor Managed Inventory) allowing

for streamlined stocking of everyday parts to support production.

L'Oreal USA, Solon October 2007

to May 2008

Materials Logistics Specialist (Planner/Scheduler Production)

Released scheduled orders and set up new release quantities to meet

production and inventory goals. Cleaned the Bill of Materials (BOM),

master data and set various controls for the successful migration of

information for the implementation of SAP. Used supplier management skills

to correct issues with key suppliers who were struggling to meet

commitments through setting and monitoring supplier milestones and

benchmarking performance.

Anna M. Stefanski

page 2

Trust Technologies, Mentor August

2007 to October 2007

Buyer, Metals

Responsible for the purchase of high/special grade steel, raw castings and

secondary operations (heat treat, galvanization, etc). These parts were

used in production of aircraft parts and use in special machined parts used

in medical implant field. Updated files to comply with regulations of

record keeping for purpose of government audit standards.

GE Healthcare, Aurora April 2007 to

August 2007

Buyer/Scheduler, Production

Buyer and production scheduler brought on board to help implement Oracle

MRP/ERP system being rolled out to this plant from parent division.

Primary goals were to help set parameters for system to make the MRP/ERP

tools as responsive and accurate as possible. As part of this process,

spent time training team to use tools offered by MRP and help them to begin

separating from the dependence on old manual systems.

End of Contracting Positions

THE SHERWIN-WILLIAMS COMPANY, Cleveland, OH

1-2003 to 4-2007

Stores Division, Operating over 3,000 retail paint stores with sales

exceeding 4.6 Billion dollars.

Rebuyer, Non-Merchandise (Buyer/ Inventory Controller)

Buyer of non-merchandise (not for sale) items which included paint

paddles, brochures, plastic bags, displays, fixtures, lighting and signage

for stores. As buyer of non-merchandise goods sourced products and quoted

all items at least once a year to gain cost reductions and to make sure

goods were of highest quality. Responsible for managing inventory levels

on all SKU's assigned to non-merchandise category, this included MRO items

for paint shakers and tinting. In addition, I managed the implementation

of retail stores package of displays, color brochures and strips in

synchronous manner to 3000 stores.

* Managed inventory on non-merchandise (not for sale) items, used in

retail and commercial stores. Success was measured on inventory levels

and piece price reductions.

* Improved and maintained inventory service levels to 97%. Also

eliminated over 175 SKU's due to electronic forms depository project.

* Vendor relationship building, resolution of issues with regards to

performance and supply chain issues.

* Responsible to negotiate cost, delivery and safety stock levels with

key suppliers.

* Worked to evaluate supplier position to meet commitments with Sherwin-

Williams.

* Sourced non-merchandise SKU's (2000), results were an annual cost

reduction of (10-40%).

JOSLYN HI-VOLTAGE, Cleveland, OH

3-2002 to 11-2002

Manufactures power transmission and distribution equipment for utilities.

Senior Planner

Planner for four production cells responsible for finished goods purchased

to assemble various types of reclosers built in cells. Responsible to

organize and supervise two inventory attendants responsible for fulfillment

of Kanban bins for each cell. Developed new buy-card system (process)

which reduced the number of buy cards by 60%, without affecting service

levels. Purchased metal bars, castings for machine shop in plant, also

sourced outside process vendors whether excess capacity or finish

operations. In addition team developed basic goals for plant layout to

help increase production cell efficiencies. Trained and certified ISO

auditor.

* Developed new Kanban formula and procedure for cellularized production.

This allowed for maximizing ability to respond to flexible needs of

job shop style work.

* Implemented process for managing time and processes so key personnel

could effectively run Kanban system resulting in fewer stock-out

situations, primary focus was on production cell leader walk-through

with planner helping establish communication and allowing for dialog

about improvements needed.

Anna M. Stefanski

page 3

MARCONI COMMUNICATIONS, North Ridgeville, OH

11-2000 to 4-2001

Power plant manufacture for the conversion of AC/DC lines, typical customer

cellular phone companies.

Buyer/Planner

Managed inventory levels, buying to stock levels, based on forecast and

jobs booked while working within parameters set up with suppliers.

Developed departmental and distribution center parameters for stock levels

and minimums, decreasing lines out of stock by 50%. Sourced parts with

long lead times and developed alternatives sources, reducing lead time

issues and meeting cost reduction requirements. Led project to establish

solid reporting for management, working closely with SAP consultants and

team members from purchasing.

* Developed review process for excess stock, where milestones were set to

determine feasibility of continuing to stock items not moved in

specific time frame. Resulting in identification of 15% of current

stock being flagged as slow moving or obsolete.

* Used problem-solving and negotiation skills to resolve significant

invoicing issue with largest supplier, ultimately capturing

efficiencies and restoring positive relations with that company. Key

to success was bringing together two of Marconi's departments and

supplier to set in place mutually beneficial process improvements to

avoid future issues.

* Developed gap analysis tool for benchmarking education, training and

experiences of procurement department employees, these were used by key

managers to set standards for each position.

BEARING DISTRIBUTORS, INC., Cleveland, OH

8-1995 to 11-2000

Industrial products distributor, focused on power transmission, MRO and

fluid power.

Senior Logistics Analyst

Managed and sourced corporate freight portfolio across all modes.

Negotiated long term agreements and built preferred carrier list. Primary

point of contact for over 50 branches in U.S. when dealing with traffic

concerns from small parcel service to specialized services such as same day

air shipments.

* Implemented and maintained a Hazmat awareness classes for all warehouse

personnel.

* Monitored and reported freight savings and spending corporate-wide.

Buyer (MRO and Commodity items)

Responsible for purchase of MRO parts, primary bearing assemblies from

major manufacturers in U.S. and Europe. In addition, had the responsible

for several lines of commodity goods, such as retaining rings, o-rings and

steel balls. Set parameters for stocking levels, safety stock, min/max and

lead-times in system to establish good solid forecast allowing for

successful stock management.

* Managed inventory controls and negotiated returns to meet team

initiative to reduce regional warehouse inventory, delivering 40%

reduction.

* Led project team that reorganized and refit central distribution

warehouse to reducing actual costs of warehouse layout and outfitting

by 50%.

* Developed initial analysis for global sourcing initiatives including

cost/benefit analysis and total cost modeling. Analysis led to the

decision to move global procurement to Canadian side of corporation.

EDUCATION /TECHNICAL SKILLS

MBA, Business Management, Myers University, Cleveland, Ohio

BA, Business Management, Cleveland State University, Cleveland, Ohio

ERP/MRP systems, Oracle, SAP, ASW, Reflections, Telesis, Prescient

Microsoft Office (Word, Excel (including v-look ups, pivot tables and

graphs), Power Point and Access)

Safety in the Workplace

UPS HAZMAT Shipping Hazardous Materials

Internal Auditor Program ISO 9000/2000

REFERENCES UPON REQUEST

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