Supply Chain Manager
Resume:
Douglas G. Sharbaugh, CSCP
Sarver, PA 16055
*******@************.***
PROFESSIONAL OBJECTIVE: I have an engineering degree, with an MBA and
APICS certification. I have a successful track record delivering results
in Supply Chain for the past 13 years with increasing levels of
responsibility. I am searching for a senior level position in Supply
Chain, Operations Research, or Operations Planning.
WORK EXPERIENCE:
Graham Packaging Company York, PA Nov 2012 - present
$3B Rigid Plastic Containers Company
Director Supply Chain
Lead a team of 7 analysts and planners in the establishment and execution
of the Sales and Operations Planning process for 26 manufacturing locations
in the HPCA (Household, Personal Care, Automotive) Business Unit making
rigid plastic containers.
. Leadership responsibilities for the S&OP Process.
. Implemented a data based Supply Planning tool for rough cut capacity
planning and inventory planning.
. Lead executive report out of S&OP process output on a monthly basis
with emphasis on strategic inventory management and sourcing for
highest customer service levels.
. Overall responsibility for managing production sourcing, inventory
turns, inventory obsolescence, and planning and scheduling
optimization across the 26 manufacturing locations.
. Transfer best in class practices across 26 manufacturing locations in
the areas of inventory management, warehouse management, planning,
scheduling, and capacity planning.
Pittsburgh Glass Works, LLC Pittsburgh, PA 2008 - Nov 2012
$850MM Automotive Glass Manufacturing Company
Director, Supply Chain / Manager, Supply Chain
Lead a fully integrated Supply Chain for seven primary manufacturing
facilities and four light assembly JIT facilities, as well as an
aftermarket DC and 120 branch warehouses.
. Increased Inventory Turns from 4.2 to 6.9 over two years: Developed
KPIs and management cadence to drive inventories down in all levels of
the supply chain from raw materials to consigned inventory in Europe
through disciplined inventory management.
. Reduced inventories by 26%: Lead cross functional team to drive
excess inventories out of the supply chain through SKU classification
and service level targets to optimize the gross margin / working
capital equation. Reduction occurred over 24 months while COGS
increased by 21%.
. Increased asset utilization to 105%: Developed capacity and
utilization planning processes to determine the appropriate process
capacity reductions to maintain a high utilization rate on applied
assets.
. Improved forecast accuracy by 14 percentage points: Developed tools
for Sales and Marketing, through the S&OP process to identify product
family and SKU level opportunities to drive forecast error down from
19% to 5% for the OEM Sales forecast in 6 months.
. Improved aftermarket service levels by 14.4%: Through driving supply
chain partners and in-sourcing and outsourcing decisions, improved
tempered outbound line fill rate in calendar year 2011 to 93.1% versus
a goal of 92.4%.
. Built an effective SIOP process: Developed and implemented a global
SIOP process for two business units with shared manufacturing
resources to balance demand and supply planning with broad cross
functional inputs from finance, marketing, engineering, sales,
operations, and IT.
PPG Industries, Inc. (Aftermarket) Pittsburgh, PA 2003 - 2008
$450MM Automotive Aftermarket Glass Manufacturing and Distribution
Manager, Supply Chain Sourcing and Logistics
Lead a staff of 10 analysts in the areas of sourcing, logistics/freight,
inventory planning, forecast and distribution requirements planning, and
database administration.
. Reduced product acquisition costs by $12MM in 2010 through LCC
sourcing: Managed Supply Alliance contracts with two Chinese
suppliers to qualify aftermarket products and grow from $0 to $35MM
spend in 5 years with $16MM annual cost savings by the fourth year and
$12MM in the fifth year (2010).
. Delivered $700,000 annual savings in factory direct initiative: Lead
distribution initiative to deliver wholesale customers product direct
from manufacturing facilities, bypassing the DC and its associated
costs.
. Reduced aftermarket inventories by $7MM (8%): Lead team of three
analysts to identify and implement creative changes to inventory
policies related to obsolescence, turn on/turn off logic, branch
redeployments, etc., to reduce inventories by 8%.
. Achieved a 27% increase in new parts to market: Developed a financial
model to quantify earnings for make vs. buy and for bringing new parts
to market, resulting in increased parts to market from an average of
420 per year to 535 per year.
. Improved trailer utilization by 5.6%: Improved pallets per truck from
41.0 to 43.3 through data analysis and problem solving skills in an
area where transportation spend was $7MM annually.
PPG Industries, Inc. (OEM) Pittsburgh, PA 1986 - 2003
$520MM Automotive OEM Glass Manufacturing Business
Manager, Operations Planning & Scheduling 2001 - 2003
Responsible for all facets of Operations Planning including capacity
planning and asset utilization for 14 manufacturing and light assembly
sites, labor contract contingency planning, inventory management, new part
sourcing and launch, raw material supply management, packaging reverse
logistics and other operations planning functions.
. Developed an organization of Supply Chain Managers at 9 locations to
drive performance, share best practices, and implement sound
operations planning principles across diverse organizations.
. Developed a capacity planning and utilization model for all critical
business assets to allow for quick and accurate "what if" analyses to
ensure optimum utilization and appropriate contingency planning -
still in use today.
Superintendent, Process Engineering 2000 - 2001
Responsible for manufacturing performance related to yields, downtime
reduction, pattern change time reduction, operational excellence, capital
planning, and launch of new products.
. Lead the technical team (6 engineers and 5 technicians) in driving
financial results for the facility.
. Developed and implemented Process Improvement Teams across the
facility to focus on key performance indicators, including highly
visible metrics, production and maintenance involvement, and regular
report out to management to drive bottom line results.
Manager, Quality Assurance 1997 - 2000
Responsible for total quality management and quality assurance from the
manufacturing facility to the OEM customers (Ford, Chrysler, GM, Nissan,
Toyota). Implemented and managed TS 16949 requirements for the facility
(Automotive version of ISO 9000).
Process Engineer and Quality Engineer 1986 - 1997
Responsible for manufacturing process improvements through the
application of sound engineering principles, data collection and
analysis, effective communications, and problem solving.
EDUCATION AND CERTIFICATION:
Masters of Business Administration Mechanical Engineering
St. Francis University University of Pittsburgh (Johnstown)
4.0 / 4.0 GPA 3.5 / 4.0 GPA
APICS Certification
Certified Supply Chain Professional - 2011
Lean Training
Yellow Belt Certification
Lean Manager Certification
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