John A. Becht, CPIM, * Sigma Blackbelt

**** ***** ****** *****, ************ NC 27284

Home 336-***-**** Cell 336-***-****

abhptd@r.postjobfree.com

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SUPPLY CHAIN/LOGISTICS MANAGEMENT

Solutions-focused professional with experience applying innovative

approaches in materials, logistics and distribution. Logistics network

redesign, warehouse/distribution placement and management, deployment of

sophisticated solutions in these fields. Successful in project management

and consolidating operations to streamline costs and improve productivity.

Developing strategic plans and executing tactical solutions.

CPIM & Lean Six Sigma Black Belt Distribution Location and Design

Distribution and Logistics Systems Global Supply Chain Management

Profit Improvement/Cost Savings Supply Chain Acceleration

Materials Planning/Inventory Reduction Multi-Site Global Operations/Planning

Logistics Negotiation and Control Six Sigma/Kaizen Implementation

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Professional Experience

Lydall Thermal/Acoustical Inc.

Automotive manufacturer of sound and heat barrier technology for OEMs, Tier

1, 2, and 3 customers.

Director of Materials - Hamptonville, NC (Jul 2010 to Feb 2011)

Managed division materials spend of $80M annually. Campus of 3

manufacturing plants with a distribution center. Responsible for

material planning, receiving, customer service, distribution, and

transportation.

. Created metrics of "% label verification", "% at DC on time", "Errors

per Ford Refresh", "Cost per load".

. Distribution re-engineering - zones with locators, Oracle system

use/training, defined work instructions.

. Ford recovery plan from loss of "Q1" to score of 97 on

materials/customer service related measures.

. Creation of "pick report" to improve performance yielding 40% product

pick time reduction.

. Deployed existing scan-gun technology to provide visibility of

intransit inventories and eliminate keypunch.

. Negotiated 28% ($233k) reduction on TL and LTL spend to implement at

end of current 3PL contract.

. Improved Oracle system setup for distribution picking and physical

inventory management.

. Increased Receiving effectiveness from "haphazard" to "everything

received every day".

. Negotiated 20% reduction in inter-facility transportation cost

($120k), reduced forklift lease cost ($84k).

Lucifer Lighting Company

Small family owned/operated manufacturer and distributor of low voltage

lighting products, including fiber optics, track, spots, and down lights.

Architecture, new construction and remodel customers - worldwide.

Materials & Lean Processes Manager - San Antonio, TX (Jun 2009 to Mar

2010)

Consolidated coordination of Purchasing ($8.4M spend), Materials,

Shipping/Receiving warehouse, Bill of Materials, Shop Floor Control, and

Production Processes. Establish feedback loops internal and external.

. Managed Purchasing and vendor base from Asia, England, France and

Viet, as well as US, Canada, and Mexico. $238k annual cost reductions

on 4 projects. Established vendor feedback loop on Quality.

. Consolidated Raw Materials Warehouse, zoned key product lines, reduced

pick time by 70%.

. Instituted KPI's of: "Backorder $", "Past Due PO Lines", "Fill Rate",

"# Items Not Received Today".

. Realigned Production area into cells based on common

operations/components with kanban feeds.

. Implemented Production Scheduling routines to reduce past due orders

by 82% ($450k). Dovetailed into order picking logic and production

line schedules all linked to Customer Order Due Dates.

. Negotiated reductions in freight cost on small package (5%) and LTL

(18%) carriers.

. Lean projects to impact non-value added activities, inventory,

throughput, and quality in housings & lighting.

. Reduced Work In Progress materials and moved closer to "One Piece

Flow" to improve customer fill rates.

. Expanded use of SightLean, a buffer management software. Increased

parts controlled by 600%.

CFM Corporation

$250M international developer, manufacturer, and distributor of Majestic

fireplaces and Vermont Castings cast iron stoves and BBQ products for home

and the mass markets; Home Depot, Lowe's and Amazon.

Corporate Distribution and Logistics Manager - Huntington, IN (Nov 2007 to

Oct 2008)

Consolidated all logistics management and distribution functions into one

position, managing warehouses and inbound/outbound freight. Restructured

all Logistics Supply Chain functions to centralized management of

logistics purchases: customs brokerage, LTL, TL, rail, air, and small

package for worldwide supply chain.

. Compressed Distribution Cycle Time by re-engineering warehouse layout

and processes resulting in a 20% headcount reduction with a reduction

in space requirements of 10% in union environment.

. Developed pool loading techniques reducing truckload movement by 8%

saving $615k annualized.

. Implemented daily reporting structure from carriers on all outbound

shipments to customers reducing customer inquiries and complaints and

increasing on-time carrier deliveries by increased accountability.

. Analyzed corporation wide ocean freight expenditures, performed RFQ,

and implementation of new ocean forwarder/carrier resulting in 17.7%

decrease in cost ($409k on $2.3M ocean spend).

. Negotiated annualized reduction of $1.1M, via reduced pricing on

truckload movements through standardizing RFQ processes and

introducing a spirit of competition/direct feedback amongst carrier

base.

. Small package negotiations enabled reduction of 6%, PLUS avoidance of

originally requested 5% increase.

. Negotiated Inbound and Outbound LTL pricing to save 26% via 3PL.

Outsource daily status/delivery reports focusing on exceptions/delays

to increase customer satisfaction of on-time deliveries.

. Implemented metric of: "Overtime hours", "Missed Pickups", "% Schedule

Picked", "# Custom Delays".

. Championed system software changes to establish automated customs

entry documentation which eliminated customs holds on product entering

Canada within 2 weeks of implementation. Set responsibility for

HTS/country of origin information. This improvement reduced transit

times to Canadian customer by 48%.

. Managed freight bill audit, payment and claims processes.

. Invented method to identify SKU order/line causing back orders and

fill rate failures to quickly take action prior to next shipment.

Method utilized downloaded data from BAAN ERP system into Microsoft

Excel.

. Established procedures for quoting expedited freight movements for

Mexican, US and Canadian facilities and standardized reporting of

expedited freight expenditures resulting in a 35% reduction realized

in 3 months.

Self Employed as K&T Consulting (Jun 2002 -

Dec 2009)

President - Kernersville NC

Process improvement activities and consulting in medical billing,

collections, transportation, inventory, and supply

chain/logistics/purchasing re-engineering. Website design and startup in

transportation and wholesale. Various projects completed for MT

Transportation, Hafele, Diamond Freight Systems, Jewelry by Carol, and Dr.

Qureshi.

TK Holdings Inc. (TAKATA) (Oct 1999 - Sep

2007)

ISO16949 $4 billion automotive Tier 1, 2, and 3 supplier of airbags,

seatbelts and trim with manufacturing facilities in the US and Mexico with

global supply base.

Corporate Logistics Manager - Greensboro NC

Managed worldwide multi-national inbound/outbound supply chain for

airbag, steering wheel, and inflator facilities via internal Logistics

Department and managed 3PL relationships. Coordinated all aspects of

carrier contractual management, negotiations, & selection for $35M spend

on truckload, LTL, air, ocean, inter-modal, customs, expedited and small

package movements, including Hazardous Materials of class 9 to 1.1.

. Implemented centralized logistics control, utilizing consolidation

points, direct LTL, and small package tiered routings to enable

reduced logistics spend and assisted plant JIT/Lean/Kaizen activities.

. Lead Inventory project resulting in reduction of $15.6M by producing

consistent flow of materials from supply base. Moved domestic vendors

from 12-15 to 2-3 days, international from 4-10 to 2-3 weeks.

. Employed daily metrics of: "# Shipments Delayed", "Items Left at

Border Crossing", "Items Not Shipped".

. Managed day-to-day 3PL activities for TK Holdings North American

Seatbelt operations.

. Lead design of in-house logistics/packaging system to control approval

and reporting of expedited freight.

. NAFTA compliance responsibility and coordination for Mexico border

shipments of 80-100 per day.

. Managed Mexican carriers, negotiations, day to day traffic, and bridge

drayage operations.

. Lead team to achieve CT-PAT certification for US and Mexican

manufacturing locations.

. Managed border activities through doubling of traffic volume, yet

decreasing cost by $1.2 M.

. Established Monterrey Mexico LTL consolidation center for raw

materials shipments savings $250k annually.

. Managed Mexican plant's logistics with multiple entry points for

domestic and overseas traffic.

. Mexican carrier management to reduce 50% cost between plants and

border saving $3.2M annually.

. Innovative customs brokerage negotiations reaping an annual savings of

$1M.

Promoted in 2001, previously Inventory and Logistics Manager - Cheraw SC

Managed Cheraw plant vendor base and logistics providers encompassing

worldwide suppliers of airbag components to facilitate a $100M production

facility. Component inventory included hazardous materials. Planning

department of 5 managing 40-50 suppliers each. Coordinated all aspects

of carrier contractual management, negotiations, & selection for $8M

spend on truckload, LTL, air, ocean, rail, customs, expedited and small

package movements.

. Analyzed total cost of distribution to plan/justify warehouse

relocation, performing site selection, negotiations, and

implementation of 140,000 square foot border distribution center.

Responsible for start up and complete operations for initial 6 months.

. Instituted metrics: "Inventory $ by Class", "Cycle Count Results", "On-

time Arrivals", "Items not Received".

. Established vendor charge back for plant downtime of $5,250 per hour

driving a reduction in supplier related plant downtime by 30% with

$192,000 to largest violating vender.

. Lead Kaizen improvements for department - recognized for total

department monthly kaizen submission.

. Developed and implemented inventory classification reporting that

enabled planners to focus on inventory sector with low turns.

Improved turns by 20% over 12 months.

. Managed product life-cycle through to discontinuation of products

reducing obsolete inventory over 12 months by $500,000 with a like

reduction of vendor claimant for obsolete materials.

. Increased warehouse inventory accuracy through establishing locations

and cycle counting practices.

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Education/ Professional Certification

Bachelor of Business Administration

McKendree University, Louisville, KY 3.98 of 4.0 GPA,

Summa Cum Lauda

Associate Arts Degree, Computer Programming

Indiana Vocational Technical College, Sellersburg, IN 3.82 of 4.0

GPA, Cum Lauda

Certified Lean Six Sigma Black Belt by 6 SigmaTek.

Certified in Production Inventory Management (CPIM) by APICS - The

Association for Operations Management - Past President of Louisville

KY APICS Chapter.

MRP/ERP Systems: Oracle, PRMS, MAPICS, BPCS, MSA, PANASOPHIC, BAAN,

SightLine/Lean.

Software usage: iGrafx, Minitab, Excel, Word, PowerPoint, Outlook.

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