Customer Service Supply Chain

Robert E. Perlowski

** ******** **

Plattsburgh, NY 12901

Home Phone: 518-***-****

e-mail: ***********@*****.***

QUALIFICATIONS

A well established professional with years of experience and training in procurement, manufacturing, and supply chain

logistics. Directed and managed departmental staffs in the fields of Procurement, Production & Inventory Control,

Supply Chain Management, Warehouse Management Operations, Customer Service, Traffic Management, Production

Operations and Quality Control. In each of these areas built and established goal oriented measurable performance for

guiding major improvements in costs, productivity, asset management, and service objectives. Personally engaged in 5

separate ERP system implementations as team leader and executive sponsor with SAP experience.

Strong familiarization with forecasting systems, Master Production Scheduling, JIT, MRP, SCM, KanBan, EDI,

CRM and Demand Flow Technology principles. Established worldwide sourcing programs to achieve 11% per annum

savings in total cost of procurement. Improved customer service delivery levels to 98.5%. Reduced inventory levels to

achieve 18 turns on finished goods. Increased productivity in warehouse operations by 50% while reducing shipment

error rates to less than 300 PPM per year.

EMPLOYMENT

5/2011- 4/2013 Director Global Supply Chain, Swarovski Lighting

A leading manufacturer of Lighting Systems, Luminaries, and Chandeliers. Manufactures and distributes goods

for the retail market through lighting showrooms globally. Held responsibility for manufacturing, distribution,

logistics, quality, and procurement. Currently have two company owned manufacturing and distribution sites,

one in New York and a second in Austria. The plant in NY has vertical applications in the areas of casting,

forming, and laser cutting of metals. Secondary operations involve complete finishing through the use of wet

coating applications, powder coating, and vacuum metalizing. Final assembly operations are completed via

construction by bringing together the metal forms, Crystal, and glass components. The Austrian plant is the

primary point for pinning of Crystal components and final assembly of Luminaries.

Objectives were to build up internal controls, professional processes, a standardized distribution model and

employ 3rd party manufactures for custom projects.

Measurements were established for, quality control, supplier performance, manufacturing productivity, internal

cycle times, capacity planning, inventory accuracy, forecasting, and order to cash cycle times.

• Instituted Make versus Buy criteria for product development and in house manufacturing

• Organized cost reduction programs with Design to Cost initiatives.

• Established a Gain sharing Program for Manufacturing and Distribution.

• Upgraded procurement with codes of conduct, a vetting process, and contractual positioning.

• Standardized on specific transport carriers and defined specific routes and destinations using only 2

incoterms.

Accomplishments:

Reduced order to cash cycle time by 21%

Achieved a component savings of 8% annually

Lowered logistics costs by 27%

Improved operational inventory turns by 1 point

Vetted and contracted with seven 3rd party suppliers 4 in China, 2 in EU, 1 in US

Reduced past due manufacturing work orders by 53%

1994-2011 Vice President Supply Chain Management, Siemens Building Technologies

Over seventeen years have held positions as Director of Materials, and Director of Production Operations for

HVAC and Fire Safety products. Managed a workforce of 493 personnel in the areas of Procurement,

Materials, National Distribution Center, Production Operations, Traffic, and Customer Service. Control a

product base of 20,000 SKU’s for manufacture and distribution of 4.2M units per year. Instituted LEAN

principles throughout the organization to achieve benchmarked key performance indicators.

Achievements: Reduced supplier base from 512 to 201, increased finished good inventory turns from 8 to 29.

Supplier delivery improved from 92% to 98%. Supplier quality improved from 96% to 99%. Gained ISO 9002

and 14001certification. Established supplier certification programs, volume agreements/ rebates, value

engineering programs, and cash flow improvements on payment terms in a $2.2B company. Achieved 4%-6%

per annum manufacturing improvements through cost reductions and process improvements.

Performed with turnkey and OEM suppliers globally worth $80M in spend.

1994-2000 Director of Materials, Siemens

• Developed Supplier Management program and consolidated supplier base from 521 to 210.

• Introduced a Global Sourcing Partnership strategy with a US supplier cooperative model.

• Re-structured into a planner/buyer concept.

• Established commodity management program in order to separate of strategic buying activities.

• Built a supplier rating system through the use of scorecards and audits.

• Introduced Bar Code labeling and scanning process.

• Designed a JIT MRP sharing program with the supplier base, reduced lead times by 80%.

• Managed a building extension of 40,000 sq ft for material storage and distribution.

• Created an Export & Compliance Control function within Logistics.

2000-2004 Director of Production Operations & Materials, Siemens

• Took on P&L responsibility for Manufacturing and Logistics.

• Outsourced outdated THT PCBA operation gaining a 15% cost reduction.

• Facilitated the use of continuous flow manufacturing for SMT production, gaining 20% in

productivity.

• Converted a warehouse operation into a conveyor automated distribution center using automatic

storage and retrieval pick to light technology. Productivity increased 23% and improved shipment

accuracy to 300PPM.

• Implemented a procurement tool for 100 branch field offices. Went to a centralized data base of

approved suppliers which provided discounts up to 22%.

• Started the use of internal KANBAN replenishment for sub assemblies.

• Moved to cellular manufacturing stations for final assembly through the use of standardized lean

principles. Each cell is self contained using one piece flow, point of use materials, flexible

workforce, and dedicated equipment.

• Build to order concept implemented which increased FG inventory turns to 29, reduced lead

times from 5 days to 2-3 hours and drove customer service levels from 91% to 98% on time

delivery.

• Established a Transport Logistics function for carrier selection and performance which produced

a 27% reduction in transport costs.

2004-2011 Vice President Supply Chain Management, Siemens

• Created a comprehensive S&OP process with Sales, Product Management, and Finance.

• Took on the controls of 77 branch warehouse inventories and operations.

• Set up governance and enforced standardized methods and procedures. Reduced inventories 20%

and reached an inventory accuracy level of 96%.

• Consolidated two Domestic and Export distribution centers into one. Achieving a cost reduction

of $1.2M.

• Introduced postponement final assembly operations to have products configured directly on the

shipping line. Eliminated material handling cost, overhead expenses, and provided an immediate

delivery cycle.

• Added RF technology for scanning and data collection.

• Built a professional dedicated US based call center operation for order management and customer

relations. Created a digital office environment using call center agent systems for

communications.

1988-1994 Materials Manager, Teltrend Inc.

Manufacturer of Telephony Central Office Equipment.

In a LBO, telecom industry, environment built a high performance professional materials group. This included

Purchasing, Production Inventory Control, and Material Handling. Incorporated controls and measurements to

improve customer service and inventory management. Implemented an ERP system replacing previous manual

systems. Used planner/ buyer concept to develop supplier management and cost controls. Supplier delivery and

quality performance reached levels of 95%. Introduced production scheduling and subassembly levels to

improve customer service performance from 50% on time delivery to 99% levels. Reorganized material

handling area layouts for a 33% space reduction and improved inventory accuracy to 95%.

1983-1988 Manager Master Scheduling and Customer Service, Landis & Gyr Powers

Manufacturer of HVAC Controls.

Worked with a team of 15 individuals transformed a highly clerical group into a goal-oriented team of

scheduling professionals. Established traditional concepts of master scheduling, demand planning, capacity

planning and material requirements planning. Moved away from expedite planning to planning projections

using available to promise rules. Instituted JIT concepts conforming plant operations into production cells

employing lean manufacturing techniques. Lead times for products reduced from 8 weeks to 2 weeks. Service

levels improved from 75% on time delivery to 94% on time delivery. Inventories were reduced by one third and

a full cycle count program was put in place, which after two years in operation eliminated the need for wall to

wall physical inventories.

1981-1983 Project Manager ERP Systems, Sargent Welch Co.

Manufacturer and distributor of Scientific Lab Equipment.

Implemented an enterprise wide manufacturing and material planning control system. This

system would replace the current manual systems now in place. Responsible for the creation of the design

specifications and necessary modifications needed to fit the business environment. Served on the

implementation team and selection committee. Wrote policies and procedures for the operation groups and

trained all personnel. Project was completed ahead of schedule by completing in an 18 month time span.

1978-1981 Production Planner, Victor Business Products

Manufacturer of Desk Top Calculators.

Remotely developed production plans for a plant in Juarez Mexico. Managed component

planning requirements and capacity planning constraints. Established weekly planning cycles and instituted

planning and demand time fences to smooth out production schedules which helped reduce component

shortages and down time at the plant by 19%.

EDUCATION/AFFILIATIONS

BA in Business Management & Political Science, Northeastern Illinois University

MBA Operations Management, DePaul University

Certified in Production Inventory Management

Taught APICS classes for MRP and Master Scheduling

Created an affiliation with State University of New York for their Supply Chain Management program and

internship opportunities

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