Manager Supply Chain

Gerald Asher

***** ******* ** * ************@*****.*** H: 248-***-****

Northville, Mi 48168 C: 248-***-****

EXPERTISE: Supply Chain Management Leadership

. Project and Team Management -

.

Supply Chain Management professional with proven ability to effectively

manage large manufacturing operations, establish goals, manage budgets,

reduce inventories, implement lean manufacturing, improve material flow and

develop logistics solutions. Reputation as a strong leader capable of

managing and motivating others to maximize productivity and achieve stated

goals. Well rounded background in strategic planning, project management,

material planning, logistics and employee management in both staff and

manufacturing environments. Qualifications in areas of:

Programming, Scheduling and Change Implementation

Releasing

Forecasting Analysis / Budget Cost Improvement Actions

Responsibility

Union / Management Relationships Strategic Planning

Track record of delivering stated objectives and outperforming set goals.

Strong contributor in applying Supply Chain Management expertise to

corporate planning, product development and cross-functional initiatives.

PROFESSIONAL EXPERIENCE

IACNA 2009-

Materials Manager/Huron Ohio Plant

Directly responsible for managing day to day operations of the Materials

Department for

IAC's Interior Plant in Huron Ohio. Responsibilities include scheduling,

purchasing, customer

service, material handling and transportation and traffic.

NACCO Materials Handling Group

2008-2008

Divisional Materials Manager for the Americas

Directly responsible for managing over $120 million of inventory for four

manufacturing

Facilities in the U.S. and Mexico. Full responsibility for managing MRP

driven material with

19 Planners placing orders, following supplier part deliveries and

expediting critical shortages.

Key Achievements

. Implemented Key Performance Indicators to drive Supply Chain

Improvements

. Developed and Implemented premium freight procedure and process to

effectively

manage and reduce premium freight

. Established a "noise reduction" project team to manage and stabilize

the amount of changes being generated weekly in MRP

. Implemented a commonized Daily Critical Shortage Reporting across the

Americas

. Drove the process to follow parts from suppliers based on Advanced

Shipping Notifications rather than on past due reports

. Successfully brought my team together into a cohesive and results

oriented organization after a number of months without a department

Manager

FORD MOTOR-ACH

Manager: Material Planning & Logistics

2007-2008

Utica Trim Plant/Shelby Township, Michigan

Re-hired by Ford/ACH to assist in the shuttering of the Utica Trim

Plant facility. Primary responsibilities include ensuring coordination of

timing and customer

requirements in the building of stock banks to relocate all manufactured

components in the

plant to other facilities. Additional responsibilities include day to day

Material Planning and

Logistics duties such as maintaining proper inventory levels, delivery

ratings for both production

and service components, managing logistics and scheduling production

operations.

MAGNA CORPORATION

Director of Materials

2006-2007 Magna Powertrain/Syracuse New York

Hired by Magna to help turn around their facility in Syracuse New York with

annual sales of approximately one billion dollars.

Implemented a third party logistics provider with projected annual savings

of over $3 million dollars. Have reduced premium freight by

over 50%, implemented a component scheduling activity and reduced

production inventory by over $10 million dollars. Introduced

Standardized Work and Master Schedules as methods to drive

on-going improvements.

Visteon Corporation

Senior Manager: Material Planning and Logistics

2005-2006

Milan Plant / Milan, MI

Successfully led an aggressive campaign to restore integrity and

accountability to the plant's material and production control areas.

Significant improvements in all plant supply chain metrics were achieved

through our team driven initiatives, our focus on the results, and the

application of six sigma/lean manufacturing processes.

. Recovered Q1 Supplier endorsement from Ford Motor Company, surpassing

the customer's expectations and regaining preferred status for future

sourcing.

. Process standardization and waste analysis allowed the team to reduce

inventory from $12.0 mil in 2004 to $8.9 mil in 2005 and to reduce

premium freight charges from $3.2 mil in 2004 to $0.3 mil in 2005.

Senior Project Manager: Supply Chain and Systems Initiatives

2003-2005

Visteon Technical Center / Dearborn, MI

Direct the activities for implementation of Visteon's Supply Chain

Management System which is moving/migrating data from Ford based legacy

systems to systems designed specifically for Visteon Corporation that will

enhance engineering change, quote, contract and bill of material

management. Directly responsible for over 50 world wide salaried resources

with the objective of achieving $15 million in monthly savings.

. Develop Data Migration strategies to configure, extract and manipulate

current legacy data to new SAP based execution systems.

. Direct the activities of Capgemini consultants to ensure program

objectives and metrics being met.

. Manage program interdependencies between engineering, sales, marketing

and material planning to deliver a workable Supply Chain Management

enterprise system.

Manager: Material Planning and Logistics

2000-2003

Sheldon Road Plant / Plymouth, MI

Led many projects to improve overall MP&L capabilities and improve plant

manufacturing operations. I was placed in this capacity to turnaround

numerous issues that were affecting plant productivity. These included

part shortages, inventory levels, material flow, labor and overhead,

delivery performance, health and safety, etc. Results were immediate and

lasting which contributed significantly to increased plant profitability.

. Designed and developed a new scheduling system that more efficiently

utilized real world data to ensure production and customer

requirements were synchronized to deliver products on time thus

reducing labor costs while virtually eliminating part shortages and

premium freight.

. Managed over 600 hourly employees and 50 salaried. Controlled a $10

million freight budget and over $5 million in inventory.

. Implemented lean project which reduced manufacturing floor space by

over 50% and reduced inventories over 25%.

Ford Motor Company - Visteon Corporation

Site Manager: Material Planning and Logistics

1997-1999

Utica and Chesterfield Trim Plants / Shelby Twp, MI and Chesterfield, MI

Responsible for directing all MP&L operations for both the Utica and

Chesterfield Trim Plants. The two plants had a combined manufacturing

floor space of over 3 million square feet and over 60 shipping and

receiving docks and two rail facilities at Utica. Both plants shipped a

high percentage of In Line Vehicle Sequenced parts to Southeast Michigan

Ford Motor Company Plants.

. Implemented a greening program while at Utica which eliminated over

50% percent of the cardboard in the plant by going to returnable

containers which saved over $1 million per year.

. Brought in a third party logistics provider to replace current traffic

operations. Savings included salaried headcount and a 10% reduction of

in-bound transportation costs.

. Achieved the lowest inventory levels of any manufacturing plant within

Ford Motor Company.

. Improved delivery performance ratings at both plants.

. Reduced truck switching costs by over $300,000 annually and avoided

obsolescence costs of over $1.0 million.

Ford Motor Company

Manager: Powertrain Programming, Scheduling and Releasing

1995-1996

Ford of Europe

I was chosen as the first US employee to lead Powertrain Scheduling and

Releasing activities in Europe. My primary responsibility was to communize

US/European scheduling and releasing practices which I successfully

accomplished while I was there. Responsible for all Engine and Chassis

Manufacturing scheduling which included:

. Direct interface with Sales and Marketing

. Establishment of all Plant Manufacturing Schedules

. Development of stockpiling requirements to protect capacity shortfalls

. Allocate Engine and Chassis components as required

Additional positions held at Ford Motor Company:

Manager: Timing, Release and Material Control

1994-1995

Powertrain Operations

Directed cross functional teams consisting of engineering, purchasing, and

manufacturing personnel to procure, warehouse, and build prototype engine

parts. Responsible for all aspects of project management to successfully

meet accelerated timing objectives.

Manager: Inventory Planning and Control

1990-1993

Powertrain Operations

Established budgets for all Ford engine facilities, including target

production inventory levels as well as non-production materials. Cascaded

5 year business plans for plant material planning and logistics

departments, tracked progress and status to objectives for the facilities,

and provided support and direction when shortfalls and obstacles were

identified.

Supervisor: Inventory Planning and Control

1986-1990

Specialist: Transportation and Logistics

1981-1985

Coordinator: Production Part Control and Supply Base Management

1977-1980

Analyst: Production Part Follow Up and Releasing

1974-1977

EDUCATION

Eastern Michigan University, Ypsilanti, MI

Bachelor of Arts, Business Administration

Contact this candidate