Supply Chain Manufacturing

Jace H Dees

***** ** ***** ** **, Redmond WA **052 ( (H) 425-***-**** ( (C) 727-698-

7315

abm0e5@r.postjobfree.com

SENIOR EXECUTIVE

Results-oriented Management Executive with 20+ years experience leading

technology business development, operations and multinational business

units in various environments. Expert in running multibillion dollar

complex multinational business development teams, lean operations, material

supply chains, turning around struggling operations, high volume logistics

operations, B2B process systems and driving long-term sustainable

profitability. Equally effective in strategic reorganizing, streamlining,

strengthening existing operations and developing collaborative long term

customer relationships. Proven general management, operations, business

development, supply chain, IT and P&L management, in addition to a team-

based innovative leadership style with excellent interpersonal skills.

Strategic Business Planning ~ Organization Design/Development ~ Quality/

Lean Implementation ~ Marketing

Team Building & Leadership ~ Staffing & Management Development ~ Finance &

Budgets ~ Value Chain Management

PROFESSIONAL EXPERIENCE

Applied Technical Services

Everett, WA

Acting VP of Operations, Consultation Services

www.atscorp.net

6/09 - 1/2010

North West based Contract Manufacturing Provider which serves a select set

of customers in the local NW market. $75 Million in Revenue with

facilities in the NW and Mexico. My charter is to Value Stream Map the

Supply Chain and lean out the operational cost associated with materials

acquisition through shipment. Applied lean principles to highlight wasted

steps in the operations and proposed solutions to reduce waist, improve

cycle time, ensure repeatability, enhance quality and provide scalability

for future growth.

. Acting VP of Operations

. Identified Procurement inefficiencies- implementing B2B EDI

solutions which will reduce transactional time and costs by 40%

when fully deployed.

. Identified material flow and manufacturing floor layout

inefficiencies- proposed different materials flow, storage, and

kitting process which will reduce manpower by 30% and increase pick

efficiencies by 80%. In process of implementation. ROI on project

projected at 9 months.

. Value Stream Mapped Customer order to fulfillment cycle and

implemented standardized control points to ensure customer

expectations are met. DMAIC

. Setting new KPI's for Planning, Purchasing, Material handling flow

through the operations.

. Establishing new capacity models where flow is synchronized through

the plant. Reducing WIP cycle time from 16 days to 4 days.

. Established build sequencing and Super Bill Structures which

reduced set up times by 60%, Machine utilization increased by 35%

Amazon.com Seattle, WA

www.Amazon.com

9/07 - 3/09

World's largest internet commerce and Fulfillment Company, a Fortune 500

company based in Seattle and today offers Earth's Biggest Selection.

Amazon.com, Inc. seeks to be Earth's most customer-centric company, where

customers can find and discover anything they might want to buy online, and

endeavors to offer its customers the lowest possible prices. Amazon.com and

other sellers offer millions of unique new, refurbished and used item.

Amazon.com Seattle, WA

Director of Fulfillment, West

7/08- 3/09

Responsible for fulfillment operations in the West region. Multiple

fulfillment facilities located in TX, NV, AZ, and WA. Responsible for

receiving, storage, picking, packing and shipping of consumer goods while

safely maintaining multiple KPI's, quality, inventory accuracy and an

unparallel customer experience. Product fulfillment services all of

Amazon products and third party fulfillment services.

Areas of focus:

. Drive Lean initiatives which helped to facilitate $11.3 million in

savings annually for Amazon fulfillment centers

. Fulfilled tens of millions of items annually with consistently sub

500 DPMO for missed customer promise

. Analyze daily, weekly, monthly metrics for trends and opportunities

for improvement and goal attainment

. Identify improvement opportunities in software systems, business

intelligence, and business metrics and collaborate with SDE teams

for scope and implementation

. Lead problem solving teams through Kaizen and DMAIC exercises

. Started up new operation in Las Vegas, NV which services the

southern NV and Los Angeles, CA area

. Rationalized facilities based on optimal fulfillment network

topology

. Turned around struggling facility which is a now a high performing

site in 3 months

. Continuously driving a culture and practice of Lean principles and

values. Value Stream Management, 5 S, Kaizen's, TPM, Andon's,

cell based and continuous flow operations

. Consistent high standards for a safe, productive work force

. Passion for excellence in all customer experiences both external

and internal

Amazon.com Seattle, WA

Director of Advantage WW 9/07-

7/08

Responsible for the Advantage Program. A Self-Service, Consignment

internet based extranet supply chain management program which reduces

supplier ownership costs while expanding services, product offerings,

product selection, customer service and suppliers available to Amazon.

Approximately $478 million in Media COGS, 52,000 suppliers and 1.2 million

media products are registered and transacted through the Advantage extranet

portal in '07. 5 countries, US, France, Germany, UK, and Japan are enabled

to use the Advantage functionality. My charter was to expand the software

functionality, product selection, enhance supplier contact response and

satisfaction and enable expansion for additional categories beyond Media

(books, video, video games and DVD) to all product categories Amazon

services.

Areas of focus:

. Optimize a lean organization while driving enhance financial and

operational performance

. Identify and drive the strategic vision and operational plan for

the Advantage Vendor B 2 B platform, processes, and redefine the

organizational structure going forward into 2008-2010

. Enhance the call center service to manage supplier contacts to

ensure prompt accurate responses related to all supplier questions

and issues

. Enhanced self service platform to reduce call center contact volume

50% YoY

. Enhance stability of the platform, expand functionality of the

extranets to enhance buyer efficiency and reduce cost of supplier

management

. Provide a roadmap for IT tool development in preparation for 2009

category expansion to all product categories

. Outline IT development projects for 2008-2011 development road map.

. Converged software development teams to leverage synergies and

eliminate redundant development efforts

. Re-define the organizational roles, responsibilities and structure

in support of a more efficient software development, supplier

support process and deployment across the enterprise while driving

clear ownership and accountability. Re-organization resulted in

significant cost reductions and will allow the program to scale

across the enterprise

. Create metrics to measure the effectiveness of the extranet and

capture supplier experiences for trends/issues for continuous

improvement of feature updates, supplier experience and supplier

quality improvement

. Re-define the vendor support contact centers, call centers/service

centers to be able to scale as we expand into other product

categories.

. Targeted revenue growth for 2008 will be 62% YoY growth in revenue

with an addition of 7000 plus vendors and 200,000 items within

media alone. TAM for vendor self service is in the billions

across the product categories Amazon serves.

Jabil Circuit, Inc. St.

Petersburg, FL

www.jabil.com

1995 - 8/2007

A leading $12.5 Billion Contract Electronics Manufacturing Service Provider

for the Consumer, Telecom, Medical, Automotive, Industrial, Storage,

Peripheral, and Networking Market Sectors with manufacturing in 38 sites

worldwide. Providing product fulfillment from ODM design, OEM contract

design, Turnkey Manufacturing of products, Logistics services, Repair and

Warranty services and product management services to global electronics and

technology companies. Solutions spans the entire product life cycle- from

design, manufacturing, and systems integration, to fulfillment and after-

market services. Jabil had grown from $350 million to $12.5 Billion from

1995 to 2007.

Jabil Circuit, Inc.

Vice President of Supply Chain Management, Americas

4/2006 - 8/2007

Reported directly to the Sr. VP SCM. Wide ranging responsibilities to

include Supply Chain Strategy Creation for Mid Market Customers, World

Wide IT SCM Tools Development team, Materials Management New Product

Development/Engineering services design group for the Americas, Regional

Metrics for Cash Cycle Enhancements, Supplier Quality, Supplier

Performance, Quoting Group for Americas New Business activity, Quarterly

Quote Cycle Administration, International Procurement, Budget Forecasting,

Inventory Control, Logistics, and reverse logistics for $3.881 Billion in

spends.

. Developed a Mid-Market SCM Strategy for servicing a High Mix Low Volume

Manufacturing Model which leveraged current IT infrastructure and

enhanced Materials visibility Via B2B initiatives. Enhance supply chain

asset velocity for both Jabil and our enabled suppliers VMI programs with

aggregated inventory locations and system visibility back into our SAP

ERP system for all allocated and non allocated inventory. Created a

more streamlined end to end supply chain while eliminating waste from

value stream mapping exercises to optimize the entire supply chain.

Transitioned from a push system to push/pull systems which used a

differentiated model.

. Envisioned and lead an Engineering Change Notice and Product Life Cycle

alert system development effort by utilizing internal/external service

agreements, feeding disparate data into a custom program which gave early

warning for all components.

. Responsible for SCM IT Development Tools group responsible for all SCM

Business Intelligence systems world wide

. Reduced Cash Cycle from 45 Days to 28 days in a period of a year in the

Americas region.

. Reduced Supplier DPM from average of 2600 to sub 400 DPM for electrical

components.

. Had the lowest cost SCM cost center with the largest Spends (.23% of

Materials Margin Vs Asia of .62%) and Part Count worldwide

. Accountable for a Regional Commodity Management Team of 25 team members.

Inclusive of Supplier Quality Engineering, Regional Commodity Managers,

Logistics Manager, New Products Technology Group, and Materials Quote

Team

. Accountable for entire materials supply chain end to end inclusive of

logistics

. Accountable for 12 sites within the Americas. 2 Brazil, 3 Mexico, 7 USA

. Accountable for Human Development of Americas SCM staff

Jabil Circuit, Inc.

Vice President of Business Development, Americas

7/2004 - 4/2006

Reported to the President of the Americas. Wide range of responsibilities

to include new/existing business development in Mid-Market Segments,

Oversight of Business Units P & L performance for the Americas region,

expanding depth and breadth of existing customer relationships. Human

Development of Business Unit staff. Metric driven for key financial and

Customer Satisfaction performance goals.

. Accountable for 28 Direct and Indirect staff of Business Unit Directors

and Business Unit Managers

. Accountable for the P & L performance for 15+ Business Unit Reports

totaling $2.4 Billion in Revenue for the Americas.

. Accountable for Human Development and Succession Planning for BD staffing

. Accountable for overseeing Financial, Operational, and Customer

Satisfaction for Business Units under my report for complete product

life cycle- design, PCB assembly, Finished product assembly, CTO/BTO

models, Distribution Logistics, and repair and warranty reverse logistics

. Review current and Approve New Business Plans, P & L's, Forecasts and

Operational Plans for standalone business units

. Negotiate and Review All Customer Contracts for Manufacturing Service

inclusive of reverse logistic management

. Develop senior level relationships with customer base

. Developed 10+ new customer relationships within the region with $450

million incremental revenue potential.

Jabil Circuit, Inc.

Vice President of Operations, Americas 8/2002 -

7/2004

Reported to the President of the Americas. Wide range of responsibility to

include operational performance of individual site execution and

profitability. Oversight of plants P & L's for the Americas with 12

plants focused on Mid-Market and volume manufacturing in the US, Brazil and

Mexico. Plant P&L responsibility for $3+ billion in revenue and >10,000

employees. Product ranged from large VLSI test instrumentation; edge

Optical Switch Routers to high volume cell phones and consumer electronics.

. Analyzed and executed a 2 plant rationalization effort for US

manufacturing locations.

. Expanded manufacturing facilities in Manaus, Brazil and Memphis, TN to

support Hand Set manufacturing in Manaus as well as a fulfillment

logistics facility in Memphis for consumer peripheral equipment.

Integrated our fulfillment sites with our Global Services repair and

warranty group.

. Analyzed and reviewed business plans, head count, financial models,

supply chain requirements, forecasts and challenged/supported the

forecasts as determined by the review.

. Reviewed Operational and Financial metrics on a

Daily/Weekly/Monthly/Quarterly basis and held the sites accountable for

execution to the agreed upon objectives and KPI's

. Ensured business and quality processes were in place and in compliance to

standards for internal/external and industry standards

. Worked with suppliers to implement materials strategies for end to end

supply chain cost effectiveness and continuity of supply

. Collaborate within a matrix managed organization to obtain synergy within

all functional departments

. Ensured we had succession planning for all key personnel and Human

Development was a consistent focus.

. Drove Lean principles and practices- 7 step, 5-S, Poke Yoke, Value Stream

Mapping, standardized work, Kaizen, Kan Ban, continuous flow, work cell

concepts, pull systems.

Jabil Circuit, Inc.

Sr. Director, Business Unit, Cisco Systems, BU

9/1999 - 8/2002

Reported to SR. VP of Global Business Units. World Wide responsibility for

Cisco P & L for 6 International manufacturing locations, Florida,

California, Mexico, Penang, Hungary and Scotland. Created business plans,

resource planning, strategic manufacturing requirements, forecasts and

reverse logistics for all sites, Accountable for all aspects of Financial

and Plant Execution Performance for both Internal and Customer objectives.

Responsible for WW Account Strategy, Account Growth, Geographic Footprint

requirements, Asset Utilization, Customer Satisfaction, Pricing - lowest

landed cost, International Product Transfers, Electronics Assembly, End

Product Assembly (Both BTO/CTO models), B2B integration, Fulfillment and

Repair/Warranty service.

. Awarded Supplier of the Year for 2001, runner up for 2002 - Took over the

BU when we had strained relationship due to performance issues,

identified root causes, created a strategy and executed the strategy to

re-instill customer confidence

. Account Growth from approximately $480 Million in 1999 to $1.224 Billion

run rate in 2001

. Awarded MVP for All of Jabil Business Units for both 2001 and 2002 fiscal

years, (60 plus BU's)

. Consolidated Manufacturing sites from CA to FL, Transitioned Volume

manufacturing from Mexico to Penang, Mid Market CTO Products from FL to

Mexico, Moved Direct Fulfillment manufacturing from Scotland to Hungary.

Provided Guidance for the Lowest Landed Cost Supply Chain Models for

manufacturing footprints. Transitioned 500 plus assemblies from High Cost

locations to Low Cost locations implemented a reverse logistic repair

model for all Cisco products we produced.

. Doubled the business unit's pre-tax profit in the span of 2 years.

. Accountable for 17 + SMT Lines World Wide

. Expanded configure to order system assembly from 26% market share to 64%

of Cisco's TAM

. Established Leading edge Supply Chain Models and B2B Data interchange

systems to eliminate waste and variation in the Supply Chain.

. Managed through the 2001 Telecom down turn with the lowest cost of

inventory write down of all EMS providers to Cisco Systems by a factor of

12x

Jabil Circuit, Inc.

Director, Business Unit, Nortel Networks, BU 9/1997 -

9/1999

Reported to the VP of Business Development. Bid, Awarded, and Launched 3

Manufacturing Locations, Florida, San Jose, and Penang, Malaysia for $240+

Million worth of Networking Products. Provided Turnkey NPI, SMT, System

Integration Services and Aftermarket Repair and Warranty Services.

Accountable for all Aspects of Forecasting, Manufacturing Line

Configurations, Test, Quality, Financial, and Operational Metrics for my

Business Units.

. Created Business Plan, P&L, Resource Plan, and Product Ramp Plan for

all 3 Manufacturing Locations.

. Strategy Creation for Customer Development, Operations Plan, Technical

Support, and Demand Management

. Created a B2B Web Portal for Customer Information sharing for the 3

Sites. This became the standard for Jabil's Customers world wide

. Won and Built Jabil's most complex SMT PCA and 48 slot system. Branch

Fast Router, OC-48, OC-192

. Ramped Multiple Manufacturing Lines located in the three sites in

Malaysia, Florida, and San Jose.

. Accountable for all elements of Customer Satisfaction and Price

Administration

Jabil Circuit, Inc.

Manager, Business Unit, Dialogic, BU

9/1995 - 9/1997

Reported to the VP of Business Development. Bid, Awarded, and Launched $45

Million program for a High Mix Low Volume Manufacturing Telephony Customer

in our Florida Manufacturing Location. Accountable for all aspects of the

Business Units Financial, Operational, and Customer Satisfaction

Performance.

. Facilitated Cultural and Operational Change to implement a High Mix

Manufacturing Model Vs a High Volume Manufacturing Model. Implemented

differentiated Manufacturing Equipment Strategies, Lean Shop Floor

control methodologies, SMED Change over methodologies

. Introduced a new Supply Chain model utilizing a push/pull system Vs a

push system integrated with multiple supply channels

. Ran 300 plus Assemblies on one SMT line monthly utilizing Innovative

Planning, Manufacturing, and SMED change over Methodologies. Drove lean

concepts to eliminate waste and reduced process variation through process

standardization and measures. Lean six sigma.

. Business Unit was noted as the "Show Case" Manufacturing workcell for

Jabil Headquarters.

. Provided a human development resource pool of candidates for succession

planning for other emerging business units

Jabil Circuit, Inc.

Manager, Business Unit, Quantum, BU 3/1995

- 9/1995

Reported to Business Unit Director of the Quantum Account. Managed High

Volume PCA Hard Drive Controller Manufacturing.

Eltech Electronics

Director of Business Development San

Jose, CA

1993 - 1995

Responsible for a satellite Sales office of 7 inside and outside sales

associates for a $74 million Singapore based EMS provider. Manufacturing

sites in Singapore, Malaysia and Billerica MA.

GSS/Array Technology

Regional Sales Manager San Jose, CA

1987 -

1993

Responsible for the Western Region sales and Project Management for an EMS

provider with manufacturing locations in San Jose, CA and Thailand.

Gamit Associates

Principal San Jose, CA

1985 -

1987

Started up a Manufacturer's Representative firm in the Silicon Valley area.

Represented Printed Circuit Boards Suppliers, Mechanical Suppliers and

Light Electronics Assembly suppliers. Built the region from 0 to $10

Million dollars in 2 years.

Sigma Circuits, Inc.

Sales Associate San

Jose, CA

1982 -

1985

Quick Turn Prototype Printed Circuit manufacturing company. Number One

volume producer after one year.

EDUCATION

California State University, Chico

Chico, California

Bachelors of Science, Business Marketing

Dec 1982

ADDITIONAL

. APIC Course work

. Harvard Executive Education

. Darden Executive Education

. MIT SCM Executive Education

. Versed in Lean Process Culture

References upon request.

Contact this candidate