DAVID WARREN, CPIM, CSCP

*** * ******** ** ~ Mt Jackson, VA 22842

540-***-**** ~ abifra@r.postjobfree.com

http://www.linkedin.com/in/davidwarrencpim

Experienced Operations Professional increases business performance and customer satisfaction

through leadership in process improvements, systems integration and team development. Analyzes

problems, develops or simplifies procedures, and finds innovative and effective solutions. Proven

ability to initiate and drive positive change through projects and cross-functional teams using lean

manufacturing tools and six sigma methodology.

• Reduced assembly component inventory investment by over $400,000 after leading a cross-functional

team in a consigned / vendor-managed inventory project.

• Negotiated $100,000 savings in annual packaging purchases.

• Improved delivery performance from 65% to 100% using Value Stream Mapping.

PROFESSIONAL EXPERIENCE

CMC Howell Metal, New Market, VA 06/2008 – 11/2009

Manufacturer of copper tubing with gross sales of $150 million.

MANAGER, PRODUCTION SERVICES

Managed two Production Schedulers and twelve Shipping Department personnel. Released due to the economy.

• Reduced costs by $30 per shipment. Personally championed and launched two teams to study

processes, material flow and physical layout of Production Finishing, Finished Goods and

Shipping areas. Incorporated the teams’ recommendations.

• Decreased backorders by 80% and eliminated commonly occurring production schedule changes.

Set optimum targeted finished goods inventory levels in a make-to-stock / short lead-time (one to

two days) environment.

• Achieved zero lost time or restricted duty accidents in department.

• Negotiated contract for 300% improvement in supplier service activity for on-site vending.

Johns Manville, Edinburg, VA 08/2006 – 03/2008

Manufacturer of building materials with gross sales of $697 million.

PHYSICAL DISTRIBUTION MANAGER

Managed HSE Mgr., Buyer, CSR, Admin. Asst. and four Shipping Dept. personnel in $100million/year facility. Plant closed.

• Realized $100,000 annual savings through initiative to reduce indirect material costs.

• Optimized batch production sizes to maintain 100% service level at lowest possible cost. Established

the most advantageous relationship between inventory levels and production orders through Six Sigma

(DMAIC type) project.

• Served as Plant Manager for time-sensitive decisions in his absence.

Consultant 09/2003 – 08/2006

Brunswick Corporation, Muskegon, MI (12/05 – 8/06) – in role of BUYER until relocating to Virginia.

Manufacturer of recreation equipment and products with gross sales of $5.9 billion.

• Relocated plant operations involving over $20 million in annual material purchases from US to

Mex.

• Exceeded $500,000 in annual savings for direct material purchases by changing supplying vendors.

Alticor Corporation, Ada, MI (9/03 – 12/05) – in role of LOGISTICS/MATERIAL PLANNER until contract

ended.

Manufacturer of consumer and durable goods with gross sales of $4.9 billion.

• Developed strategy for sourcing assembly components as part of a comprehensive cross-

functional team. Realized $159M in cost savings, $206M in avoidances, $34,337 in QA testing and

inventory savings, and $105M in inventory carrying cost savings.

• Launched new product generating $11million in annual revenue . Purchased components from

over a dozen outside suppliers, both new and existing (many of them foreign), and coordinated with

internal resources from product development, manufacturing, purchasing, and quality.

• Established new corporate-wide policies for consigned / vendor-managed inventory program and

reduced inventory investment by over $400,000.

• Installed new ERP system.

Dynaflex Corporation – Woodbridge Foam, Kentwood, MI 12/2002 – 08/2003

Manufacturer of molded urethane foam with gross sales of $2 billion.

MATERIALS MANAGER

Managed five involved in customer service and material handling in a $20million/year facility. Plant down-sized.

• Generated over $30,000 in annual savings by improving department efficiency and eliminating non-

value-added communication between plant and customer service site.

• Increased inventory accuracy from 90% to 99.8% by implementing mainframe-based MRP,

shipping, receiving and inventory control programs.

• Launched QS9000 quality standard in plant.

Federal-Mogul Corporation 09/1998 – 08/2002

Manufacturer of OEM and after-market auto parts with gross sales of $5.5 billion.

MATERIALS MANAGER, Sparta, MI (2001 – 2002)

Managed four involved in customer service, purchasing, and material handling in a $30million/year facility.

• Reduced set-up time by 50% through SMED exercise.

• Decreased lead times 3 to 5 days by implementing kanbans and applying theory of constraints.

• Improved plant’s responsiveness to valuable new customer with strategically placed semi-finished

inventory after mapping the value stream. Delivery performance improved from 65% to 100%.

• Directed supplier relationship management program, communicated supplier performance metrics, and

worked with deficient suppliers to mitigate risks.

MATERIALS MANAGER, Malden, MO (2000 – 2001)

Managed five involved in purchasing, production control and material handling in a $30million/year facility.

• Produced yearly savings of $300,000 by establishing relationship with new critical component

supplier.

• Generated cost savings of 7% to 30% for MRO categories through corporation-wide pooling of

nearly $3 billion in material purchases for supplier-base consolidation and cost reductions.

PRODUCTION CONTROL / WAREHOUSE MANAGER, Malden, MO (1998 – 2000)

Managed 15 involved in customer service, production control and material handling in a $30million/year facility.

• Improved warehouse productivity by 17% through process changes and consolidations.

• Increased delivery performance from 50% to 96% through changes in forecasting method within a

high volatility demand environment.

• Planned and executed move of $4 million warehoused inventory without disruption to customers.

• Produced $110,000 annual savings through distribution consolidation.

Genuine Parts Company / NAPA Auto Parts 02/1990 – 06/1998

Major automotive after-market supplier with gross sales in excess of $6 billion. Distribution Center sales of $20-$30million/year.

DISTRIBUTION CENTER OPERATIONS MANAGER, Columbia, SC (1996 – 1998)

DISTRIBUTION SERVICE MANAGER, Knoxville, TN (1992 – 1996)

MANAGER TRAINEE, Jacksonville, FL (1990 – 1992)

• Achieved goals in net profit, ROI, inventory turnover, and shipping level in consecutive years.

• Decreased time to process returns by 50% with installation of RF technology.

• Increased productivity by 11% ($40K annual savings) by monitoring stockroom productivity

performance against standards and taking corrective action to bring improvement.

EDUCATION

Bachelor of Science in Aerospace Engineering, United States Naval Academy

CSCP from APICS – 2009

Six Sigma Green Belt Training – 2006

CPIM from APICS – 2006

SKILLS

Leadership Continuous Improvement Production Planning / Scheduling / Control Inventory Control

Purchasing Transportation / Logistics Quality Assurance / Control ISO

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