Supply Chain Sales
Resume:
Frank A. Atha
Bettendorf, Iowa 52722
******@***.***
GLOBAL SENIOR LEVEL LEADER
Supply Chain / Logistics /Operations
Demonstrated organizational leadership and executive change agent with
Honda Motor Company, Case Corporation, World Kitchen Inc and Nortek.
Significant experience in implementation of leading edge Supply Chain
Management practices including Strategic Sourcing and Lean Enterprise.
Extensive Global cross-functional experience in Finance and Manufacturing,
with strong emphasis in Supply Chain. Procurement and Logistics.
. Global Logistics & Distribution
. Multi-site, Multi-country Management
. Global Supply Chain Management
. Results Driven
. Business Process Improvement
. Acquisition Integration
. Strategic Sourcing from LCC
. Organizational Alignment
. Development & Implementation of
S&OP process
. Leadership of Decentralized Matrix Organizations
. Build High Performance Teams
. Results Driven
FENIX GROUP INTERNATIONAL, Charlotte, North Carolina
2008 to Present
The Fenix Group provides consulting and advisory services, including the
implementation of Lean and Six Sigma, in all aspects of the Supply Chain
including: Purchasing, Strategic Sourcing, Supply Planning, Logistics and
Distribution; to national and international businesses. The Fenix Group
has direct operational experience in North American, European and Asian
markets.
Senior Consultant
Responsible for development and implementation of improvements in client
value streams utilizing lean principles and techniques. This delivers
significant improvements in reduction in working capital, delivery
reliability, and cost reductions of product and logistics. Lead client
teams during implementation to insure transfer of process knowledge.
NORTEK INC 2003 to 2008
Nortek is a privately held financial holding company with revenues of $2.4
billion which specializes in building, home entertainment and home
automation products.
LINEAR LLC, Carlsbad, California 2006 to
2008
Linear is the lead business of the Home Technology Group segment of Nortek
with total revenue of $650 million. The Home Technology Group operates
sixteen business units located throughout the United States and United
Kingdom. These businesses design and manufacture home automation and
entertainment products. Linear, with sales of $110 million, employs 200
domestically and 1,500 in their China manufacturing operations.
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Vice President of Supply Chain
Responsible for Home Technology Group Supply Chain activities; including
supply planning, procurement; quality, distribution, logistics and supply
chain business process initiatives. The HTG operates sixteen business
units operating with separate P&Ls; business model is decentralized
autonomy with Supply Chain process standardization and synergies. Linear
responsibilities include $57 million of purchases, $14 million of
transportation costs, a operational budget of $12.4 million and headcount
of 98 (50 % of the US headcount).
. Initiated inventory reductions of $14.5 million for the Home
Technology Group through the implementation of Sales & Operations
Planning business processes. Linear's portion of this reduction was
$3.2 million, 29 %, with customer service levels maintained above
98.5%.
. Through leadership of the Logistics Council of Nortek achieved cost
reductions of $15.2 million in on Ocean, Small Package,
International Air, and LTL (Less than Truckload) from 2006 to 2008
on a current spend of $140 million.
. Inherited struggling DC shipping for 5 HTG businesses, all operating
on different ERP systems. Within six months, every key operating
indicator showed improvement of 30 % or more. On time order shipments
increased to over 98% and shipping errors were reduced by 90%. Two
years from taking responsibility for the operation we are shipping for
seven HTG businesses, the eighth will be added in Q1, 2009. Total
headcount is down 35% with order volume increased over 15%; a 50%
increase in productivity.
. Changed logistics model from a single site to bimodal distribution
for three HTG businesses. First business transitioned first
business in Q3, 2008 next two planned for Q1, 2009. Improved cycle
time, factory to customer, by 30% with half a month reduction in
working capital through transit time reduction.
. Implemented structured cycle count program eliminating the need to
annual physical inventories. Process reduced book to physical adjust
from shrinkage of $275k to under $5k in the less than two years.
NILES AUDIO CORPORPORATION, Miami, Florida 2003 to
2006
Niles Audio Corporation is the market leader of audio products for custom
installation. Niles Audio Corporation designs, manufactures and produces
through offshore contract manufactures premium audio components. Niles
Audio Corporation is a Nortek subsidiary with sales of $75 million.
Director of Procurement
Responsible for procurement of $29 million, logistics of $.4.3 million,
demand and supply planning, inventory management, an operating budget of
$2.8 million and headcount count of 8 direct reports and total of 27.
Outsourced manufactured products to suppliers in Far East, TCO
Savings of 31%, 4.7 million.
. Realigned Supply Chain organization to more effectively manage
supply base and drive down Total Acquisition Cost.
. Reduced inventory by 34%, $2.6 million, while improving Service
levels to over 98%.
. Transferred distribution from Niles Audio to Linear startup
distribution facility in Charleston, South Carolina. Lowered
operating cost and reduced outbound transportation expense by
$800K.
ZIMMERMAN EQUITY GROUP Rock Island, Illinois
2001 - 2003
Zimmerman Equity Group is a privately held organization focused on the
acquisition and operation of automotive franchises.
Principal
Responsibilities included: identification of underperforming auto
dealerships for acquisition; development of operational business plans and
funding options to acquire dealerships; development and implementation of
improvement processes for current operations.
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WORLD KITCHEN INC, Elmira, New York 2000-
2001
World Kitchen, Inc formed by the acquisition and merger of three companies:
Consumer Products Division of Corning Inc; Echo; and General Housewares.
World Kitchen manufactures, markets and distributes consumer products
worldwide. World Kitchen brands include Corningware, Pyrex, Corelle,
Revere, Visions and Chicago Cutlery. World Kitchen Inc has five
manufacturing operations, a decorating center in Malaysia and distribution
centers in the United States, Canada and the United Kingdom. World Kitchen
Inc has sales of $1billion and employs 5,000 worldwide.
Vice President Procurement and Transportation
Responsible for procurement totaling $405 million and transportation
totaling $46 million. Procurement responsibilities include raw material
domestically sourced and finished goods sourced in China, Taiwan, Indonesia
and Thailand. Responsible for ocean and airfreight of $21 million and
domestic motor and air
freight of $25 million. Managed organization of fifty-nine, including
seven direct reports with a budget of $6.5 million.
. Established formal continuous cost improvement program; results of $9
million annual savings.
. Upgraded procurement staff through selective replacement and skills
assessment with targeted training of existing people to build a high
performance team.
. Implemented integrated sales and operations planning process (S&OP)
results were a working capital of $26 million with improved customer
service to 98%.
. Modified business process to evaluate sourcing decisions to Total
Acquisition Cost from traditional purchase price model in order to
have lower costs while reducing lead-time and increasing delivery
reliability.
. Managed outsourcing of transportation management to 3PL provider,
reducing annual cost by $12 million while acquiring access to leading
edge optimization and freight management systems.
. Successfully installed SAP 3.1 into all operations resulting in a cost
reduction of 15% and a headcount reduction of 20%.
. Developed and implemented a reverse logistics program for customer
returns that resulted in a 30% reduction in cycle time and a 25%
reduction in cost.
AMERICAN HONDA MOTOR COMPANY INC, Troy, Ohio
Senior Manager Service Parts Procurement
1997- 2000
American Honda Service Parts Division has annual sales of $1.8 billion of
parts and accessories for Power Equipment, Motorcycles and Automobiles.
Responsibilities included the procurement of remanufactured and replacement
parts for all products produced in North America. Managed eighty-seven
associates, including five direct reports with total operating budget of
$22 million. Total annual purchases of $400 million and 60,000 parts
numbers. Additional responsibilities included: Packaging design, contract
packaging, Quality Assurance, Service Parts Research and Remanufactured
Parts Operations.
. Implemented Supplier Capability Assessment and Assistance Program
resulting in improved on time delivery from 60 to 90 percent.
. Simplified procurement process through the use of data warehouse
increasing associate productivity by 20 percent.
. Established cost management program for parts becoming non-current
allowing appropriate margin analysis and pricing.
. Generated annual savings of over $2.5 million by introducing five
alternative service only products.
. Modified New Model parts process increasing availability at sales
release date from 68 percent for the 1998 Model Accord to 99 percent
for the 1999 Odyssey.
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BANCTEC INC, Dallas, Texas 1996
-1997
BancTec is a manufacturer of financial document processing and image
archiving systems with sales of $575 million.
Vice President Purchasing and Materials
Responsibilities included the development and leadership of Purchasing and
Materials for the North American Operation. Organization consists of sixty-
eight salaried employees including five direct reports. Budget control of
$5.2 million in operating expense. Contracting/sourcing control of $150
million in annual purchases and inventory of $85 million.
CASE CORPORATION, Racine, Wisconsin
1973-1996
Manufacturer of Agricultural and Construction equipment with sales of $6
billion. Responsibilities included the development and leadership of North
American Purchasing and Worldwide Logistics and Transportation.
Director, Purchasing Operations 1994
-1996
Contracting responsibility for $650 million of production material;
commodities included steel, hydraulics, weldments, stampings, machined
parts, plastics, and electrical/electronic components. Operational
responsibility for $550 million of purchases for three North American
manufacturing plants. Organization consisted of sixty-five salaried
employees. Contracting staff of seven Commodity Managers and Plant
purchasing staffs totaling fifty-eight. Budgetary responsibility for $5.9
million in operating expense.
Director, Logistics & Transportation
1991 - 1994
Responsible for $175 million of transportation and related services;
included all motor, ocean, airfreight, customs and forwarders for North
America and Europe. Total staff of twenty-nine, nine direct reports
including one European director and an operating budget of $3.6 million.
Manager, Corporate Purchasing 1986
- 1991
Responsible for $350 million in commodity contracting for sixteen North
American and European plants. Major commodities included electronic and
electrical components, fuel injection systems, plastics, seats, and
bearings.
Various Financial and Operational Positions at Case Corporation
1973 - 1986
EDUCATION
MBA, May 1983, St. Ambrose College, Davenport, Iowa
BA, Accounting and Economics, December 1977, St. Ambrose College,
Davenport, Iowa
PROFESSIONAL
Honda Executive Leadership Program at Center for Creative Leadership
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