Supply Chain Manager

S TEVE R. BLACK

**** ********** ****** **** **** City, UT 84105 • H801-***-**** • C801-***-**** •

**********@***.***

S EN IOR OPERAT IONS EXECUT I VE

• Accomplished Progressive Senior Executive Manager with 20 years of Experience in

G lobal P&L, Supply Chain Management and Operations Leadership Roles demonstrating

exceptional results. Direct experience with world class manufacturing processes including lean

deployment, team building, collective bargaining, and succession planning that has positively

i mpacted the entire organization.

• E xpert in Change Management, Strategic Planning and Optimizing Organizations.

Well rounded background with excellent education pedigree, proven business acumen, deep

f inancial understanding and strong technical expertise coupled with significant global industry

successes across diverse businesses.

• • • Enterprise Project

Global Operations Oracle R12

• • Mgmt.

Global Manufacturing Facility Consolidations

•

• • Negotiation

Enterprise Leadership Plant Management

•

• • Quality

Strategic Planning Continuous

•

• I mprovement Ethical / Collaborative

Operations Excellence

• Lean Six Sigma •

• Cost Reduction

Turnarounds

• Inventory •

• Warehousing

Organization Building

•

• M anagement Logistics

Capital Investments

• Product Development •

• Supply Chain

Acquisitions/Mergers

PROFESSIONAL EXPER I ENCE

GE Healthcare/Life Sciences, P iscataway, NJ 2010 to Present

Global Senior Lean Leader

L ife Sciences h ttp://www.gelifesciences.com supplies products and services that support the full

r ange of university based research to full scale pharmaceutical production environments.

Directed the consolidation of data management tools that store all research and other

p roprietary documents. This included the acquisition and implantation of access control tools

t hat affected 1800 users and eliminated .5M in direct spend and protected the Intellectual

P roperty of the company.

Led effort to reduce past-due global AR and increased AR tu rns from 4.8 to 6.0. Identified

root causes for disputed AR that resulted in the reduction of Disputed AR from $13.6M to

$10.8M with $4M to be eliminated in 2011.

…continued…

S TEVE R. BLACK • 801-***-****

P age T wo

Guided the efforts of the Americas organization to enhance the customer experience by

eliminating 5,000+ hours of wasted back office effort. Led a large team to identify and launch

p rojects that will address process and inefficiencies from order receipt to delivery

conformation reducing required t ime by 20%.

Process I nnovations Consulting, SALT LAKE CITY, UT 2009 TO 2010

Executive Operations & Process Engineering Consultant

P rinciple in a consulting business: Took on projects with Jefferson Wells

h t tp://www.jeffersonwells.com : to deliver improved supply chain processes to their clients and

B idSync h ttp://www.bidsync.com: to improve their operations and software delivery.

Delivered a full supply chain assessment and long range strategic plan for a midsized clothing

retail client which resulted in 20% savings on inventory costs and reduced stock-out events by

23%. The plan included business-wide inventory, order fulfillment, handling, warehousing,

p roduct allocation, and revenue f low.

Spearheaded internal process improvement plan resulting in a 20% reduction in headcount

costs while improving service delivery by 82%. Optimized software delivery process to realize

23% efficiency increase.

Created and t rained team responsible for on-boarding over 200 new government agencies with

over 10,000 users. Improved utilization of online tools while increasing revenues by 117% in a

down market, decrease total costs 19% and increased sales leads by 55%.

Boart Longyear, Salt Lake City, UT 2007 to 2009

Business Operations & Process Improvement Manager

Boart Longyear h ttp://www.boartlongyear.com is the world’s largest exploratory drilling company

and operates in 40 countr ies. They focus on global mineral exploration equipment and services.

Developed strategic plan for addressing standardization of capital equipment acquisitions

t hat has led to ini tial savings of $2MM. Negotiated and implemented standardized vehicle

maintenance processes that resulted in $1.5MM in ini tial savings and is expected to grow to

$6MM when CMMS is fully implemented.

Led effort to streamline global supply chain process and determined go-forward strategy to

eliminate 17 existing warehouses and reduce global inventory by $20MM.

Directed implementation of Oracle 12 tool suite for $1B services organization. Led

development of global automated reporting tools that eliminated 36 man years of effort with

annual savings of $1.1MM.

Weil-McLain, M ichigan City, I N 2005 to 2007

Di rector Strategic Projects

Weil-McLain is the world leader in the design and manufacture of hydronic heating systems and

accessories. Weil-McLain is part of the SPX, w ww.spx.com, a $4B family of global multi-industry

manufacturing companies.

Directed Asian operations. Coordinated successful acquisition of Chinese subsidiary in

Shandong Province.

Developed strategic plan to provide hydronic products to the Chinese market; led to 50%

i ncrease in sales to $6M. Designed and implemented processes that reduced costs by 15% and

i mproved on-t ime delivery.

Made process improvements resulting in a 325% improvement in production yields. Directed

re-design of procurement process $500k in annual savings and drove implementation of

K anban inventory control system that increased inventory tu rns by 120% per year and

resulted in an $8M inventory reduction.

GE T ransportation Systems, E rie, PA 2003 to 2005

Contract Manager, Design Automation

$2.4B+ integrated manufacturer and service provider (equipment, communications, controls,

maintenance, supply) of freight, passenger, t ransit and specialty industrial t ransportation

systems.

Ini tiated projects resulting in $4.5MM in savings. Self-funded a $25MM 5 year project with

savings generated through value engineering and manufacturing.

Ut ilized 3-D models to source resulting in savings of $1.2MM. Became a benchmarked model

across GE.

Led a 35-person engineering team in India in development of quality assurance applications

and human factoring models to ensure compliance with customer requirements and

manufacturabili ty prior to production.

Additional tenures with Joy M ining as G lobal Engineering Systems Manager, w ith Cooper

T ire & Rubber as E ngineering Development Supervisor and with M ichelin Tire as

M anufacturing & Process Engineer

ED UCAT ION

MBA, F inance – Penn State University, 2004

MS, Computer I ntegrated Manufactur ing – B righam Young University, 1990

BS, M anufacturing Engineering Technology – B righam Young University, 1989

Toyota Lean Systems Certification – I nstitute for Lean Systems, 2007

Six Sigma Black Belt – Aveta Business Solutions, 2010

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