Manager Sales

George H. Keesee, Jr.

**** ******* ****, ******* ****, IL 60014

Phone 815-***-**** Email: ******@***.***

objective: PURCHASING / planning

Education:

. B.G.S., Business Administration; Louisiana Tech University,

Ruston, LA, 2000.

Final GPA was 3.73. Graduated Magna Cum Laude with 153

hours earned.

. A.S., General Studies; Louisiana Tech University, Ruston, LA,

1998.

Golden Key National Honor Society; Gamma Sigma Phi Honor

Society.

. A.S., Airframe Repair Technology; C.C. of the Air Force,

Maxwell AFB, 1988.

experience:

2004-2010 baxter healthcare, Buffalo Grove, IL

Senior Planner

. Plan and purchase electrical, electro-mechanical, plastic,

and metal parts for precision medical (pain and infusion

pumps) devices. Parts are purchased for both our repair shop

and over-the-counter sales. Annual spend of $25-30 Million

dollars. I am experienced in MS Word, Excel, Outlook, Lotus

Notes, and J.D. Edwards. I work in a Food and Drug

Administration (FDA) regulated industry. Give

daily/monthly/quarterly briefings to my manager and senior

management. Serve as the back-up to my manager. Plan

purchases for 1900 active SKU's.

. I am the "go to" person in my department. I take care of most

all of the daily issues, and only elevate those which I need

assistance from senior management.

ACCOMPLISHMENTS

. As devices were being transferred in from plant that closed

due to consolidation, I discovered an error in how our

planning system computed usage for the new pumps. Working

with a programmer I suggested a fix, which was later tested

and implemented. This fix has prevented our facility from

ordering too few spare parts, thereby keeping our service

levels above 96%.

. Since our ERP planning tool could not handle the amount of

spare parts, I used downloads from different sources to merge

into a file that was used as an ordering report,

excess/obsolete report, backorder report, and a threatened

backorder report. The publishing of the threatened backorder

report allows operations to "see around corners" and to have

no surprise stock outs. It gives operations a chance to plan

resources ahead of time, saving many man-hours of labor.

. Negotiated with a vendor to outsource an activity that

utilized trained repair personnel to perform. This has saved

over $500,000 in labor and $100,000 in freight costs

annually.

. Worked with corporate purchasing to negotiate a contract with

a re-seller of electronic components I found. This will

result in recovering an average of 80% of the original cost

of the excess/obsolete off the shelf components.

2003-2004 baxter healthcare, Mundelein, IL

Planner I

. Send blueprints to our suppliers for quotes. Working

knowledge of contracts. Frequent interaction with Sales,

Marketing, Engineering, and Finance to achieve overall plant

goals. Consolidated and leveraged suppliers. Reduced slow and

obsolete inventory.

ACCOMPLISHMENTS

. At one time, all inbound shipments coming from our overseas

plant was shipped via air. I created and implemented a plan

to start shipping most parts by ocean freight. This plan was

successful, and it lowered our freight costs by over $12,000

per month.

. Since our planning system did not create an Excess and

Obsolete (E&O) report, I created one using available data in

our planning system. This now allows us to have visibility of

our excess / obsolete material. Since creating this report 6

years ago, well over $3,000,000 of obsolete inventory has

been scrapped, and we now can report our inventory reserves.

. Using self-created reports of excess stock, I started

directly contacting customers to sell off the remaining parts

within a discontinued product line. I was able to sell

$290,000 of the remaining inventory. This opened up over 50

skid positions of valuable warehouse space and saved $50,000

annually in carrying costs.

. George H. Keesee, Jr., page 2

2000 - 2003 A.B. DICK COMPANY, Niles, IL

Buyer / Planner

Was in the consumable supplies group doing planning and inventory control.

Calculated cost savings versus inventory carrying costs for quantity

discounts.

Resolved shipping and quality disputes with vendors. Solicited bids and

expedited orders. Managed over 110 vendors, spending $6-10 million dollars

annually. Looked for vendors who would stock the items we needed.

Identified vendors who wanted to be our long-term partners, instead of

sellers. Negotiated to lower and/or delay price increases. Got price

concessions from vendors. Found and eliminated duplicate material.

Analyzed sell-down reports to find slow moving inventory. Chose whether to

return to vendor, sell at a discount, or scrap. Recycled whenever possible.

Coordinated between Inside/Outside sales, Marketing, Warehouse Manager, and

V.P. of Purchasing to determine best course of action (Sell back to vendor,

Internet sales, promotions, donations, etc.) to deal with the slow moving /

outdated inventory.

ACCOMPLISHMENTS

Sourced a master distributor to provide all items of a branded label

chemical. Negotiated a 3% cost reduction over buying directly from the

manufacturer, lowering our minimum purchase from $2,000 to $50, with the

distributor allowing us to purchase in less than case quantity. This

resulted in lowering buys from a 6-8 week supply, due to the high order

minimum, to a more reasonable 1-2 week supply. Shipping time was reduced

from 1 week to 1 day. This resulted in a cost reduction, an inventory

reduction, and smoothed cash flow.

Negotiated with a vendor to lower the cost of a knife blade. They lowered

the cost 19% and increased the margin on their entire knife line from 40%

to 50%.

1980 - 2000 United States Air Force, Various Locations Globally.

From 1994 to 2000, while stationed at Barksdale AFB, LA, I have

performed duties as:

Inventory Control - Controlled all shop tools and equipment

valued at over $800,000. I was responsible for the inventorying,

replacing and maintenance of tools, as well as insuring

availability of parts and supplies through comprehensive

inventory planning.

Purchasing Agent - Trained to make small purchase contracts with

companies to purchase tools, equipment and supplies. For 3

years, purchased supplies needed to perform maintenance. I

aggressively negotiated with vendors. Used money saved for

improvements in safety, worker comfort, etc. I was accountable

for a $120,000 per year budget, and had no errors.

Shift Supervisor (Production Manager) - Supervised all 16

personnel on shift, including the area supervisors. Trained and

counseled area supervisors and subordinates as necessary. I was

responsible for writing performance reports on Area Supervisors.

Area Supervisor (Production Supervisor) - Controlled all

maintenance activities for the following areas within the work

center: Corrosion Control Facility, Aircraft Flight Line

Maintenance, Tool and Inventory Control, and Shop Floor

Production, ensuring full compliance with all federal, state,

and local hazardous material regulations.

Aircraft Flight Line Maintenance Supervisor - Controlled all

maintenance activities on the flight fine. Made fly/no fly

decisions based on the structural integrity of the aircraft. I

gave on the spot repair time estimates, and explained technical

information with other agencies.

First Line Supervisor - Worked on the shop production floor.

Gave technical assistance when required, and trained personnel

as needed. Would read and explain technical repair manuals and

blueprints to trainees. Trained subordinates as needed.

PROFESSIONAL:

. Currently a member of APICS Highlands Chapter.

. Obtained the Certified Supply Chain Professional

certification.

. Certified through December, 2013.

CIVIC:

. Lifetime member of the Veterans of Foreign Wars.

Contact this candidate