Manager Supply Chain

MICHAEL J. BUSSARD

**** ****** ****** **. . ***********, Ohio 43182 . 727-***-**** (Cell) .

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

MANUFACTURING OPERATIONS AND SUPPLY CHAIN LEADER

. Builder of high performance work teams blending a sense of urgency and

purpose with sustained continuous improvement exceeding operational

objectives.

. Accomplished in maximizing profits and containing costs through

organization, standardization and elimination of barriers to success

. Expertise in supply chain management with emphasis in planning,

inventory, warehousing and purchasing

. Proven mentor and developer of human assets, ensuring teams are able

to adapt to changing market and economic conditions

. Demonstrated successes in improving underperforming operations through

team and individual accountability

COMPETENCIES

. Reorganization/Turnaround Management . Project Management

. Profit Optimization & Cost Containment . Lean

Manufacturing

. Operational Planning and Scheduling . Forecasting and

Budgeting

. Policy Deployment Execution . Inventory

Control and Reduction

. Strategic Planning and Forecasting . Employee

Development and Training

. Organized and Motivated Problem Solver . Strong

Leadership Capabilities

PROFESSIONAL EXPERIENCE

INOVO INCORPORATED, Naples, FL

Sr. Director of Operations - 2009 to 2010

P&L responsibility for manufacturing operations including assembly, machine

shop, warehousing and shipping. Active participant in strategic planning

process and approver for all manufacturing capital equipment expenditures.

Responsible for integrating direct reports into a culture of continuous

improvement.

. Reorganized operations staffing in both machine shop and assembly that

improved labor absorptions and reduced overtime by 17%

. Successfully deployed a Kanban system for materials management that

removed in excess of $1.5M and improved inventory turns from 2.1 to

4.3

. Reduced staffing by 19% in assembly while average sales increased by

11% over the same period

. Organized first company safety committee. Lost time accidents reduced

to zero during most recent six month period

. Implemented a negotiation action plan initiative that drove purchased

savings of $300K for 2010

. Improved assembly throughput by 45% by goal setting, introduction of

new tooling and fixtures and single piece flow implementations

R&D MACHINE & ENGINEERING, Oldsmar, FL

Director of Operations - 2008

Responsible for directing the operation of 31 employee company, leading

both the operations and office staff. Worked closely with machinists,

inspectors and company ownership to ensure monthly sales targets were

achieved.

. Increased on time delivery by 15% and reduced delinquent backlog 65%

by working with customers on realistic delivery dates

. Improved average monthly shipments by 17% by cleaning up delinquent

backlog allowing focus to turn toward revenue generating projects

. Delivered quality to customers rating in excess of 99% achieved though

detailed inspection and analysis before shipment

MICHAEL J. BUSSARD_________

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PALL AEROPOWER CORPORATION, New Port Richey, FL

1997 to 2008

Materials Manager - (2007 to 2008)

Selected as leader for facility critical role. Directed efforts of 7

Buyers, 1 Supply Chain Engineer and 1 administrative assistant with the

primary responsibilities of oversight of $24M in annual spend and 3PL

negotiations focused on improving company gross margin. Was also tasked

with the responsibility of facility Kanban implementation and initiation of

e-auction events to drive cost savings objectives. Executed policy

deployment initiatives by translating objectives to staff that facilitated

gross margin savings.

. Department produced $900K in bill of materials savings through

supplier negotiation and reduction

. Reduced staff by 18% while meeting company objectives of 3PL

. Lead for Kaizen event that reduced daily requisitions by 50% during

first month and improved requisition to purchase order conversion time

by 37%

. Reduced $1.7M of purchased material from inventory through vendor

consolidation, material liquidation and use of consignment inventory

. Lead efforts that allowed purchasing department to successfully pass

internal and external Sarbanes-Oxley audits of purchasing system and

Government Contractor Purchasing System audit

Sr. Manufacturing Manager - (2001 to 2007)

Leader of three shift manufacturing operation with 12 direct reports and

170 production workers in an ISO 9001:2000 environment. Had oversight of

functional areas which included Production, Quality, Manufacturing

Engineering and Repair Operations. The areas represented the largest

business unit within the aerospace division with annual sales of $40M.

. Successfully managed GE customer delivery improvement initiative

across all functional areas improving delivery performance by 21%

. Identified method that improved employee effectiveness within

warehouse by 60%

. Led kitting efforts that minimized CNC mill set ups by 75%

. Improved delivery performance by 50% during first year and achieved

highest company delivery performance at 96% through effectively

managed team meetings that set specific goals and objectives

. Mentored five direct reports who were subsequently promoted to

leadership positions

. No lost time accidents reported over a six year period

. Realized a 60% improvement in delinquent backlog during initial 18

months

. Worked with engineering to re-design cell layout thereby reducing 27%

in CNC lathe area

. Reduced staff by 16% over 6 years while sales increased 22% during the

same period

Production Control Manager - (1997 to 2001)

Tasked with facility delivery performance, inventory reduction and

instituting more robust production control processes and procedures.

Responsible for daily activities of 8 Planners and 43 Warehouse and

Shipping employees.

. Reduced inventory by $15M in 3 years through better planning,

inventory control and cycle counting procedures

. Improved inventory accuracy from 65% to 98% in two years by

instituting a cycle counting program and holding the warehouse staff

accountable for accuracy

. Reduced warehouse staffing by 43% as improvements in accuracy took

hold

. Facilitated an 80% reduction in delinquent backlog in 18 months by

working with contracts department on customer orders and facilitating

a finished goods hold area to more closely manage shipping

. Improved delinquent backlog in machine shop by 90% through

implementation of capacity planning

. Implemented companywide visual management of delivery performance

metrics

EDUCATION

Master of Business Administration . St. Leo University . St. Leo, FL

Bachelor of Science in Business Administration . Finance . Ohio State

University . Columbus, Ohio

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